Issue link: https://beckershealthcare.uberflip.com/i/1543966
8 CEO / STRATEGY initiative. ey came from sustained, visible leadership behaviors, including initiatives like leadership "Grati-tours," where we travel to teams at different locations across the system to listen, learn and express gratitude in person. We also reinforce this through sustained investment in leadership development to build the next generation of leaders. Robust formal training, mentoring and clear behavioral expectations prepare current and emerging leaders to build trust, create clarity and lead with optimism to communicate direction clearly, acknowledge challenges honestly and reinforce belief in our collective ability to improve. Culture Builds Momentum and Resilience Healthcare is facing a multitude of pressures: aging populations, rising acuity, persistent workforce shortages, shiing reimbursement models and the rapid integration of AI. ese forces make culture more — not less — critical. At Sutter, a strong culture has enabled: • Strengthened recruitment and retention, reflected in improving workforce stability • Improved quality and safety • Better patient experience through more connected, compassionate teams • Greater readiness to adopt new capabilities, because teams trust leadership and feel safe testing new approaches • Stronger performance, because aligned teams execute with discipline If the system is healthy, strategy is executable. To execute well is essential — but to adapt, improve and lead through constant change, organizations must also build curiosity into their culture as it's one of the most powerful forces in healthcare. Strategy tells us where we're going, and alignment helps us move in that direction. But curiosity is what propels us forward. What Healthcare Needs Now At Sutter, we've learned that culture is sustained through discipline — through practices, transparency, leadership development and visible presence. Many organizations talk about culture. Fewer reinforce it consistently over time. at consistency is the difference. Healthcare is, and will always be, about people. When we invest in them — and in a culture that supports them — everything else becomes possible. n How health system leaders combat 'meeting overload' By Kristin Kuchno T wo-thirds of workplace leaders cite meetings as the No. 1 thing they spend too much time on, according to a Feb. 10 Korn Ferry article. The figure stems from surveys of executives from Fortune and Korn Ferry's 28th annual list of the World's Most Admired Companies — on which six health systems, including Nashville, Tenn.-based HCA Healthcare and King of Prussia, Pa.-based Universal Health Services, earned a spot. To counter meeting fatigue, Korn Ferry recommends organizations set clear expectations, including ground rules for length and participation. Meeting-free Fridays and daily windows for focused work time are also common across industries. Hospital and health system leaders shared their strategies for managing meeting load with Becker's. Intentional time management is key, according to Cliff Wilson, president and CEO of Albuquerque, N.M.-based Lovelace Health System. "One thing I've learned as a leader is that if you're not intentional with your time, your calendar will run your day," Mr. Wilson told Becker's. "In a virtual-first environment, meetings can multiply quickly, so I focus my schedule on the goals that matter most and regularly evaluate what truly drives impact." Mr. Wilson treats one-on-one time with direct reports as nonnegotiable, as those conversations create alignment and support. "I also protect time with frontline team members," he said. "Being present in our facilities provides insights you can't get from dashboards and helps build trust with the people caring for patients every day." He also periodically reviews his calendar to clear out low- value or outdated commitments. "AI has been helpful in highlighting patterns and surfacing opportunities to reclaim time for strategic work," he said. "Intentional time management isn't just a habit, it's a leadership discipline." Other health system leaders have eliminated redundant meetings to make better use of time. For example, Bob Duncan, executive vice president and COO of Hartford- based Connecticut Children's, told Becker's in June that the system replaced a one-hour report-out with a focused 30-minute huddle, prioritizing key themes and next steps. Carol Dozier, CEO of North King's Daughters' Health in Madison, Ind., also consolidated meetings to make better use of leaders' time. "Combining topics has enhanced the meeting content so we feel we have more meaningful discussions with different perspectives," Ms. Dozier said. n