Culture. Productivity. Strategy. Execution. These ideas will never go out of style for hospital and health system leaders.
The following leadership articles were published by Becker's Hospital Review in the last week.
1. Welch's Law — dominant or market essential, lean or special: Hospitals, health systems, physician practices and surgery centers
There is a "law" that I will call "Welch's Law." Jack Welch famously said of GE, "We need to be first or second in a market or not compete in that market." While this concept may have gotten water downed over the years, recognition of its importance seems to be making a dramatic comeback. In technology, in phone systems, in electronic retail and e-commerce, it has never been truer than it is today that being first or second gives you a dramatic advantage in profitability and revenues. In healthcare, this rings quite true.
2. 7 questions with MetroHealth CEO Dr. Akram Boutros
Akram Boutros, MD, has served as president and CEO of The MetroHealth System in Cleveland since June 2013. Dr. Boutros, who has more than two decades of leadership experience in large community hospitals, specialty hospitals and academic medical centers, recently spoke with Becker's Hospital Review about the biggest challenge he's facing as CEO, his goals for MetroHealth and more.
3. 2016 marks progress in hiring female CEOs
After stunted progress in 2015, North American companies took a small, but significant, step toward gender equality in the C-suite, according to an annual study conducted by Strategy&.
4. The best interim leaders possess these 5 traits
As the rate of turnover among healthcare executives remains elevated and the regulatory environment becomes increasingly complex, many hospitals and health systems have a new appreciation for interim leaders to fill vacancies and support various types of strategic improvement projects.
5. How to improve the payer-provider relationship: 3 experts weigh in
Collaboration is the key to ensuring a successful payer-provider relationship. However, effective collaboration requires mutual understanding between both parties. When payers and medical providers understand each others' goals and compromise for the good of the patient, both parties benefit from cost savings and avoided billing disputes.
6. The next-generation CEO needs these 4 core competencies
As the traditional hospital business structure evolves, the next generation of healthcare leaders will need a notably different set of core competencies and management skills to achieve organizational success in a value-based industry.
7. Chuck Lauer: Don't mail it in
I was talking the other day to my great friend Terry Mulligan, a former top executive with Baxter International, and somehow we got on the subject of attitude and productivity in the workplace, specifically how some people excel while so many others either fail or maybe worse, just trudge through their work lives, steeped in mediocrity.
8. Study: Younger bosses can increase negative emotions on the job
A manager's age in relation to his or her employees is linked to company performance, according to a study published by the Journal of Organizational Society and featured in The Washington Post.