Issue link: https://beckershealthcare.uberflip.com/i/665044
93 PRACTICE MANAGEMENT THOUGHT LEADERSHIP Q: What are you doing to make sure the transition process goes smoothly? DT: Lori and I have decided that we would meet more frequently. We've carved a lot of time out of our calendar over the next four months so we can talk, share some ideas and just really think through the implications of the shi. I think Lori will want to talk about how she'll be assigning work and those types of things, so I'm going to be someone who can listen and advise and not direct in this particular situation. LH: I think the other thing that has been a process that David had embraced and others had recommended is I will identify an external coach that I think will be able to help be a sounding board and an advisor to me, which I understand has been very beneficial for folks who make this transition. at is something the board is supportive of, and I will be organizing and looking forward to having that individual support the transition. DT: at was important because back in 2006, that's what the board provided me, and I'm very grateful for that investment they made in me. It helped me understand that being CEO of the medical center was not quite the same as being CEO of the system. I got a chance to think that through before the spotlight was clearly on me. Q: What goals do you have for AtlantiCare coming into the role? LH: We do a lot of collaborative discussion and thinking. We're also in the process of wrapping up our rolling three-year strategic plan, so that's being vetted right now and will be reviewed by our board. I've been a part of that, as has David and other key leaders of our or- ganization — the board, community — so that will be the directional focus for the organization. Q: After you retire, will you still be involved in some ca- pacity with the system? DT: I think what I'll try to do is put a little space between AtlantiCare and me so I don't cast a shadow. But I am actually working on some ideas. It's been a pretty busy couple weeks, so I haven't been thinking too far beyond the next couple months. But I will stay active in the healthcare field. I have great admiration for the work that we do. I have a lot of knowledge about quality and performance improvement that I hope to have an opportunity to work with others on. So I'm not sure exactly what that'll look like, but there's no rush. I'll figure it out when the time comes. I want to get a little more balance in my life, so I'm going to work on that as well. n 5 Questions with Carolinas HealthCare's New CEO By Tamara Rosin E ugene A. Woods will suc- ceed Michael C. Tarwater as president and CEO of Charlotte, N.C.-based Carolinas HealthCare at the end of April. Mr. Woods has 24 years of health- care experience. He has held several senior leadership roles in large-scale health systems, his most recent in- cluding president and COO of Irving, Texas-based CHRISTUS Health, which operates 50 hospitals and long-term care facilities, 175 clinics and out- patient centers and employs 30,000 associates. He previously served as CEO of Saint Joseph Health System in Lexington, Ky., part of Englewood, Colo.-based Catholic Health Initiatives, as well as COO of the Washington Hospital Center, a 968-bed teaching hospital in Washington, D.C. Mr. Woods took the time to answer some of our questions on his recent appointment. Note: Responses have been lightly edited for clarity. Question: What are your primary goals for your first year at the helm of Carolinas HealthCare System? This is an organization that has seen so many successes over the years, and I appreciate the leadership Michael Tarwater has brought together with the rest of the team and board. With 60,000 health system associates and lots of physician partners, I will be spending time listening to them about their aspirations for the future. This or- ganization has the opportunity to set standards in so many ways for clinical excellence. My main goals will be to listen and learn and chart a course for the future together with our more than 60,000 associates. Q: What do you hope to learn from Mr. Tarwater before he leaves the system in June? He has 35 years of experience as a leader. He is respected nationally and is an important figure in the com- munity. He has been very focused on getting to know major leaders in North and South Carolina. From him, I hope to understand the journey this organization has been on and use that knowledge as a platform to create its future. Q: What leadership experiences or skills do you bring to the table? I've been in every type of health sys- tem setting: for-profit, nonprofit, faith- based, regional and national systems. I've had the opportunity to implement strategies that span 20 states and three different countries. Q: How would you describe your leadership philosophy? The healthcare field is so complex right now that no one can think they can do it by themselves. My philoso- phy is to try to tap into the talents and gifts of as many leaders and people as possible because there is a lot of wisdom on the frontlines and in the communities of physicians. Q: What about living in Charlotte (NC) makes you most excited? It seems like everyone in Charlotte is an ambassador. It feels like there are just 100 people here — everyone is so community-minded, and they care about one another deeply. My wife and family and I were looking for a place that we could call home 15 years from now. Everything you hear about the good old Southern charm and hospitality [is what] you see here, at every corner. The beaches and mountains are also gorgeous. n