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52 Executive Briefing The New Healthcare Leader S uccess in the hospital business looks markedly different today than it did even 10 years ago. While healthcare or- ganizations have always strived to provide exceptional medical care, hospitals are being rewarded and sometimes pe- nalized on metrics that, until recently, were not directly linked to the bottom line, such as patient satisfaction and quality of care. Increasingly stringent metrics translate into higher demands on clinicians, administrative staff and the executive team, which may fuel disengagement and dissatisfaction. Hospital leaders today and in the future will need to possess a wider range of competen- cies and experiences to effectively manage the workforce amid increasing pressure from changing policies and regulations. However, the emergence of younger generations into the work- force complicates this imperative. The majority of hospital board members and executives are baby boomers or traditionalists, while the general workforce and a new class of leaders are sat- urated with Gen-X'ers and especially millennials. In fact, the Pew Research Center found that in 2015, the 53.3 million people aged 18 to 34 comprised the largest segment of the U.S. labor market. While generational differences don't connote variance in work ethic or drive, younger professionals tend to have different val- ues and priorities than their more seasoned counterparts. For instance, millennials who observed dedicated, successful baby boomer executives make their career their life's focus have gen- erally resolved to develop greater work-life balance earlier in their careers. They also desire work environments characterized by collaboration and teamwork, not the traditional top-down system of management. Further, they expect regular and mean- ingful communication with their leaders, according to Pam Sime, managing director and leader of the HR Consulting and Interim Leadership practices of Integrated Healthcare Strategies, a divi- sion of Gallagher Benefit Services. Healthcare leaders must be aware of the differences between the generations and understand the need to adjust their leader- ship styles and even governance structures accordingly. Many systems have already embarked on this transformation. The traditional "command-and-control" silo of leadership that traditionally defined the C-suite has started to evolve into ma- trixed management systems that leverage teamwork and influ- ence. Hospitals and health systems are creating and devoting new leadership positions to address objectives such as patient engagement and innovation, and executives are becoming more comfortable with risk. To successfully guide their organizations through the uncertain future of healthcare delivery, hospitals must consider the neces- sary qualities of the leader of the future. Consider the following five important competencies for future leaders. 1. Leaders must be "fabulous" communicators, according to Susan O'Hare, RN, MSN, managing director and senior advisor of the Total Compensation and Rewards practice at Integrated Healthcare Strategies. In fact, communication is perhaps the most broad-reaching and important leadership competency, as it relates to all facets of leadership. Communication also has a direct impact on workforce engage- ment, according Roger Samuel, managing director and practice leader of Gallagher MSA Search, another division of Gallagher Benefit Services. In the past, command-and-control leadership styles, in which the CEO was often a somewhat anonymous presence behind the C-suite door, were effective for business models based on driv- ing patient volume. However, a closed-off CEO will not be able to improve workforce engagement in the value-based care era. "CEOs are starting to connect the dots — an engaged workforce will do a better job of driving quality and creating positive pa- tient experiences," said Mr. Samuel. "Effective leaders are paying more attention to scores tied to employee engagement and real- izing what qualities they need to maintain high engagement lev- els: transparency, collaboration and a focus on communication." Mr. Samuel added that millennial workers typically desire and ap- preciate more frequent communication regarding their own per- formance. Check-ins and performance reviews can't be just once a year. "Constant feedback and recognition are key," he said. In years past, the strongest communicators were charismatic public speakers, according to Ms. O'Hare. While skillfully relay- ing public messages is still an important competency, today, workers expect — and demand — more consistent and meaning- ful communication with the organization's leadership. Now, in a multi-generational workplace, leaders must identify different preferred communication styles and move fluidly be- tween them. Emailing, face-to-face meetings and even engag- ing on social media platforms like Twitter are important modali- ties of communication. The ability to connect with the workforce via effective communi- cation underpins a leader's commitment to a collaborative work environment. This is particularly pertinent as healthcare contin- ues to develop team-based care models, in which communica- tion is fundamental to effective coordination of care. 2. They must provide adequate support to leaders in new roles. New titles — such as chiefs of patient experience, technology, innovation and diversity — have emerged at hospitals and health systems across the nation. The individuals brought on to lead these initiatives are likely experienced and qualified in their do- main. However, they are often left floundering for support. Sponsored by: