Becker's Hospital Review

30 30 CEO/STRATEGY 30 Most 'Likable' Healthcare CEOs By Morgan Haefner T imothy Ring, CEO of Murray Hill, N.J.- based Bard, topped Owler's 2017 "Na- tional CEO Likeability Study" of execu- tives in the healthcare industry. Owler, a community-based business insights platform, evaluated thousands of CEO reviews on its site. Its algorithm weighed reviews, with input from employees, followers, competitors and other stakeholders weighted differently. e site focused on CEOs "leading notable companies located in cities with over 5,000 companies, regardless of size, and the sample set has been further reduced to include only companies that are actively updated and fol- lowed by the Owler Community." Here are the top 30 most liked CEOs in the healthcare industry, as ranked by the study. 1. Timothy Ring, Murray Hill, N.J.-based C.R. Bard 2. Stanley Bergman, Melville, N.Y.-based Henry Schein 3. R. Milton Johnson, Nashville, Tenn.-based HCA Healthcare 4. Stephen Hemsley, Minnetonka, Minn.- based UnitedHealth Group 5. Howard Messing, Westwood, Mass.-based Meditech 6. Joacim Lindoff, Sweden-based Getinge 7. Larry Renfro, Eden Prairie, Minn.-based Optum 8. Kevin Lobo, Kalamazoo, Mich.-based Stryker Corp. 9. Roger Krone, Reston, Va.-based Leidos 10. Derek Newell, Mountain View, Ca- lif.-based Jiff 11. Teruhisa Ueda, PhD, Kyoto, Japan-based Shimadzu 12. Omar Ishrak, Minneapolis-based Medtronic 13. Dr. Andreas Barner, Ingelheim am Rhe- in, Germany-based Boehringer Ingelheim 14. George Barrett, Dublin, Ohio-based Cardinal Health 15. Stefan Dräger, Lübeck, Germany-based Dräger 16. David Cordani, Bloomfield, Conn.-based Cigna 17. Michael Mahoney, Marlborough, Mass.- based Boston Scientific Corp. 18. Joe Kiani, Irvine, Calif.-based Masimo 19. John Noseworthy, MD, Rochester, Minn.-based Mayo Clinic 20. Jose Almeida, Deerfield, Ill.-based Baxter International 21. Frank Laukien, PhD, Billerica, Mass.- based Bruker 22. Shashank ND, Bangalore, India-based Practo 23. Neal Patterson, Kansas City, Mo.-based Cerner 24. Miles White, Chicago-based Abbott Laboratories 25. Mark Bertolini, Hartford, Conn.-based Aetna 26. Bruce Broussard, Louisville, Ky.-based Humana 27. James Park, San Francisco-based Fitbit 28. John Flannery, Little Chalfont, U.K. -based GE Healthcare 29. Larry Merlo, Woonsocket, R.I.-based CVS Health 30. Wayne Smith, Franklin, Tenn.-based Community Health Systems n Is Your Corporate Culture Holding You Back? Answer These 5 Questions By Brooke Murphy T he difference between an efficacious workplace cul- ture and a bland culture comes down to corporate leadership — specifically, corporate leaders who take the time to explicitly define and promote cultural values. Few business leaders disagree that a productive, healthy cor- porate culture is integral to business success. In Harvard Busi- ness Review, Bill Taylor recommended business leaders ask themselves these five questions to understand if their culture is propelling their company forward or holding them back. 1. Is your talent strategy rooted in your business strat- egy? "Culture can't just be an assortment of well-meaning [human resources] practices; it has to grow out of distinc- tive business practices," Mr. Taylor wrote. By aligning talent acquisition to business objectives, an organization can re- cruit the right people with the right skills focused on the right initiatives to drive the organization's strategy and ac- celerate business outcomes. 2. Does your company work as distinctively as it com- petes? How colleagues behave and perform in the workplace is linked to how an organization competes in the market. Culti- vating employees who care about what they do daily can help a workplace feel like a team. "If you want to energize and el- evate how your organization competes, you have to energize and elevate how your people behave," Mr. Taylor wrote. 3. Can you capture what it means to be a member of your organization? Culture reinforces a sense of belong- ing or a shared commitment among colleagues about how they solve problems, share information and deliver experi- ences. Companies with "the most powerful cultures ... their leaders devote enormous time and imagination to devis- ing" symbols, messages and events that make their organi- zation distinctive. 4. Is your culture built for learning, as well as perfor- mance? Inspiring and encouraging individual and com- munity growth can be a powerful tool in building highly successful companies, as well as confident and successful employees. WD-40 CEO Garry Ridge often challenges his colleagues with a simple question: When's the last time you did something for the first time? 5. Can your culture maintain its zest for change and re- newal, even when the company stumbles? It's much eas- ier to maintain high levels of energy and morale at a com- pany that is performing successfully than one that isn't. But the reality of competition today is that long-term success is virtually impossible without short-term stumbles, Mr. Evans said. Cultivating a culture that is resilient in the face of set- backs and disappointments is critical to building a compa- ny "that can move and morph with the times." n

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