Partnering with other health systems entails flexibility and alignment, Julie Freischlag, MD, CEO of Atrium Health Wake Forest Baptist in Winston-Salem, N.C., told Becker's.

The sources from which leaders in academic medicine draw motivation might not be considered typical, Mount Sinai Health System CEO Brendan Carr, MD, told Becker's.

Ohio Sen. JD Vance and Minnesota Gov. Tim Walz took the stage Oct. 1 for the only vice presidential debate at the CBS Broadcast Center in New York City. 

Shane Strum brings a range of healthcare experience and now finds himself in a unique position: serving as the CEO of one health system while also acting as the interim CEO of another.

While some leaders were drawn to healthcare because of its expansive nature, others were inspired by family members to join the industry.

"She just landed from overseas this morning," Carrie Herzke, MD, chief medical officer at Johns Hopkins Hospital in Baltimore said, referring to her chief nursing officer counterpart, Deborah Baker, DNP.  "I was probably the second person she texted after her family."

Over a year ago, Cincinnati-based UC Health adopted a site leadership model where each of its two acute-care hospitals is led by a registered nurse. This shift, according to Rob Wiehe, senior vice president and COO of the system, has proven advantageous and is a strategy he intends to maintain.

A chess grandmaster once said that the most powerful advantage in the game is simply to be ready with the next move. The same is true in healthcare, especially when you think about competition in local markets.

Retiring hospital and health system CEOs have recently stressed the importance of succession planning in conversations with Becker's.

Nick Johnson has resigned from the Weston County (Wyo.) Hospital District's board, which oversees the management and operations of the hospital in Newcastle, Wyo., and other healthcare services provided in the area.

The most successful healthcare leaders in the next two years will leave the traditional organizational structures and models in the past in favor of extreme nimbleness, stronger soft skills and optimization of digital technology.

Health system margins have dropped for the last four months, leading to layoffs, job cuts and reorganizations.

Health systems have traditionally promoted leaders with strong core competencies and deep expertise in specific areas. The best clinician, the smartest technologist, and the most proficient numbers analyst would rise to the top of their respective departments.

Steward Health Care Chairman and CEO Ralph de la Torre, MD, has "amicably separated" from the system, effective Oct. 1, a Steward spokesperson confirmed to Becker's. 

When pushing through a difficult time, it is crucial for leaders to ensure the rest of their team is moving forward with them, Jon Sendach, president of Manhasset, N.Y.-based North Shore University Hospital, told Becker's.

Health systems are relinquishing traditional leadership structures to reimagine a more effective healthcare delivery organization.

Health systems are appointing and elevating chief transformation officers to lead growth strategies and change management efforts.

New technology can play a crucial role in reducing claim denials if staff is trained to interpret and act on the insights it provides. To learn more about how healthcare organizations can develop sustainable and optimal denial management processes, Becker's Healthcare recently spoke with claims denial experts from RevSpring – Howard Bright, Chief Technology Officer, Patient Engagement, and Tim Bavosi, VP of Consulting – to explore how innovation is making denial management more effective.

In the wake of physician resignations, some employees with Wakefield, R.I.-based South County Health have taken a "no confidence" vote in management, according to ABC affiliate WLNE.

When Guy Medgalia led the separation of St. Anthony Hospital from St. Louis-based Ascension in 2010, many warned it would result in closure.