Becker's Hospital Review

56 56 CEO/STRATEGY Q: What, in your opinion, are the keys to making a re- branding effort stick? JW: One of the biggest and most important practices is the notion of using that "inside-out" perspective to make sure people understand why the change is happening and why they should get on board. e way you do that is through ongoing engagement — continually bring- ing people into the process and getting their opinions, as well as hold- ing people accountable to deliver on the behaviors tied to the new brand to make sure the change doesn't feel like a fad. To make the rebranding stick, you also have to be able to see it through with consistency to ensure the brand comes to life through every touch point — our physical plant, our digital properties, even in the behavioral interactions we have with patients and community members. If an organization is all about storytelling, it doesn't help if a patient walks into a facility and doesn't get that sense of story from their interactions. at philosophy must go from the bottom of the organization to the top. An organization's CEO and senior leadership team must use the brand as a filter for their decision-making, ensure the brand's tone and style comes through in every touch point and then ensure those ideas are being upheld across the organization. Q: How involved were leaders at both MSHA and Well- mont in making this rebrand possible? JG: We make sure the rebranding process is very much one of co-cre- ation, and our clients are involved throughout every step. at includes collecting feedback from health system officials, weekly calls with small- er working teams, and bringing in a cross-section of the organization to stress test go-forward ideas, especially around employee engagement. Our goal throughout the process is to ensure everyone begins and re- mains aligned, and Wellmont and MSHA have been great in their under- standing that they're engaging in this rebranding effort for the communi- ty — that realization and understanding has really been able to push the project forward full-force, and has allowed everyone to keep in mind the bigger picture. It's been relatively easy in terms of building that consensus and agreement among everyone involved as the systems move toward Ballad Health. Leaders at both systems were also very proactive at in- cluding community members throughout the entire process. n 2017 Brought Less Hospital CEO Turnover Than 2016: 7 Findings By Alia Paavola T hroughout 2017, 107 hospital CEOs left their posts, which is a 31 per- cent decrease from the 154 departures in 2016, according to a report released Jan. 10 by Challenger, Gray & Christmas, a global outplacement consultancy and executive coaching firm. Here are seven report insights. 1. A total of 1,160 CEOs across 27 industries stepped down in 2017. This is the lowest annual total since 2004, when there were just 663 departures. 2. John Challenger, CEO of Challenger, Gray & Christmas, attributes the lower number of CEO departures in 2017 to uncertainties in the political realm. "The uncertainty surrounding the tax and healthcare bills, coupled with a tight labor market, kept companies from making any major leadership changes in 2017," he said. 3. The hospital industry saw 107 CEO departures in 2017. Only three of 27 indus- tries saw more departures in 2017: the government/nonprofit industry saw 191 CEO departures; the financial industry saw 119; and the services industry saw 110. 4. Thirty percent of CEOs who left their roles stepped down into other roles, 28 percent retired and 15 percent resigned in 2017. 5. In 2017, 11 CEOs left their posts due to sexual misconduct allegations, a 266 percent increase from 2016. "The #MeToo movement, so inspiring to women and men who have endured abuse, particularly at work, also inspired companies. Not only are many com- panies reevaluating their sexual harassment policies and procedures, but many are operating under a zero-tolerance policy, especially regarding the heads of their organizations," said Mr. Challenger. 6. The pharmaceutical industry had 47 CEO departures in 2017, which is 10 more than in 2016. 7. California had the highest number of CEO changes in 2017, with a total of 139, followed by Texas, with 105 departures in 2017. n Former HHS Secretary Dr. Tom Price to Advise Jackson Healthcare By Morgan Haefner A tlanta-based Jackson Health- care, a provider of healthcare technology and staffing ser- vices, named former HHS Secretary Tom Price, MD, to its advisory board Jan. 16. The announcement comes after Dr. Price resigned from his HHS post in September 2017 amid growing crit- icism of his extensive use of taxpay- er-funded charter flights. Dr. Price re- signed seven months after taking the job in February 2017. Richard Jackson, chairman and CEO of Jackson Healthcare, said Dr. Price will be an "invaluable addition" to the company's board. "Nobody has as profound an under- standing of the national healthcare landscape as Dr. Price. Tom has ex- hibited an unwavering commitment to preserving the patient-physician relationship," Mr. Jackson said. n

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