Issue link: https://beckershealthcare.uberflip.com/i/576097
THOUGHT LEADERSHIP 134 — to make better decisions for Scripps. Based on my past experience, I had learned that when gaps of information exist, conflict occurs. I wanted to bridge that gap. At first, the physicians wanted the PLC to be a board with formal powers. But I didn't have the authority to do that and told them so. I reminded them they didn't need formal power to affect change. I explained that their 'informal power' was actually more powerful than any formal power I could give them. I also wanted to build trust between both groups of leaders. e first thing the newly- formed PLC asked for was $4 million more to support the emergency call room panels. At that time we were struggling financially, so I let them know I could either give staff raises that year or give the physicians the money for the call panels. Information about our available resources and demands for those resources had never been shared with our physicians before. To their credit, they pulled back on the demand and agreed to study the situation — administration and physicians together. e organizational challenge was now owned by all of us. In the end, the physician leaders did consider all the facts and came back with a new solution: a $2 million increase to the emergency room call panels and the other $2 million for the staff raises. e information gap had been bridged — we owned the problem and solution together. We had turned a corner. It was indeed one of the most difficult moments I've ever faced professionally. But it became the foundation of a trusting, open working relationship between administration and medical staff. Since that first meeting more than 15 years ago, management and the board of trustees have accepted every one of the PLC's recommendations." Teri Fontenot President and CEO, Woman's Hospital (Baton Rouge, La.) "e month aer I became CEO nearly 20 years ago, the executive team met to strategize our future, and it was clear we were going to have to eliminate several positions hospitalwide. Our organization had never had a full scale layoff, and it seemed inconsistent with our values and strong culture. rough the process, however, we were transparent, sensitive and available around the clock to answer questions and reassure staff that this was the only one. We also vowed we would never get in that position again and it has been a strong reminder to be vigilant with managing operations out of respect to our team and our obligation to be stewards of our organization." William Considine President and CEO, Akron (Ohio) Children's Hospital "e meaningful mission of Akron Children's Hospital and the precious bond we have with the children and families we serve creates a magical positive energy. at energy presents enormous opportunities for us to partner, develop new programs and reach more children. e challenge is prioritizing those opportunities in a way that enables our communities to develop sustainable programs with a true family-centered care focus supported by our Children's culture. Haste makes waste and our children deserve an approach that is sustainable." Mitch Wasden, EdD CEO and COO, University of Missouri Health Care (Columbia, Mo.) "e most difficult time I've experienced in healthcare was Hurricane Gustav in 2008. While serving as a CEO in southeast Louisiana, our organization had just acquired a new hospital and we were experiencing all the difficulties of merging two cultures. ere My toughest moments are the times when I have to support or counsel a healthcare practitioner who has had a tough professional moment. — Kim Bordenkircher, CEO of Henry County Hospital