Industrywide uncertainties, emerging priorities and generational shifts are continuing to reshape the role of hospital and health system CEOs.
Today’s leaders must juggle regulatory changes, capacity constraints and staffing shortages — while still driving growth and embracing new technologies.
Becker’s connected with three CEOs to learn how their role and priorities have shifted in the past year.
A more external-facing role
Dennis Pullin, who has served as president and CEO of Marlton, N.J.-based Virtua Health since 2017, said the CEO role has evolved in several ways recently, particularly in its public-facing nature.
“For one, we’re being put into positions to be more visible, as well as more vocal, for a number of reasons,” Mr. Pullin said. “There’s such tremendous change in the universe we all operate in on a day-to-day basis, so we have to be front and center if we want to remain the trusted source of truth.”
He said CEOs must increasingly lend their voice to important societal and organizational issues — especially as younger generations seek employers that align with their values.
“People are attracted to organizations where there is a certain consciousness on the part of the leaders, and people want to work for organizations that stand for something,” he said.
Mr. Pullin added that health equity and care disparities have become higher priorities requiring greater urgency than in the past.
A heightened focus on patients and team members
David LeMonte, CEO of HCA Florida Aventura Hospital, said the role is also being shaped by evolving patient expectations.
“Today’s patients are more engaged in their care, expecting greater transparency, personalization and convenience,” Mr. LeMonte said. “CEOs are charged with responsibly meeting these patient needs while balancing technological and operational considerations in a way that enhances outcomes and efficiency.”
Terence Murphy, president and CEO of Dover, Del.-based Bayhealth, emphasized the growing importance of employee well-being and engagement.
“The current environment in our industry has created a more intense need to focus on team member well-being, good short- and long-term fiscal management, and the use of rapid process improvement,” Mr. Murphy said. “Daily priorities have not changed dramatically, but require more frequent leader rounding, well-run daily huddles, and the scenario planning needed to manage the changes by the federal government and overreach by state governments.”
Mr. LeMonte said CEOs must also stay closely connected with the newest generation entering the workforce.
“As the business of healthcare evolves, CEOs must accelerate our strategic thinking and execution, working on tighter timelines and with greater emphasis on versatility,” he said. “On the people front, staying closely connected to our workforce — including a younger generation of physicians — is essential to understanding what motivates them and how we can best support their success.”
Mr. Pullin added that he has become increasingly mindful of burnout — and the importance of leaders actively showing employees they are valued.
“We do that more now than ever, and the CEO has to take an active role in ensuring that is communicated several ways,” he said.
The CEO reimagined
A recent report from executive search firm WittKieffer, Healthcare CEO Reimagined, outlines six core tenets that define today’s most effective leaders: a multi-horison vision, an emotional intelligence that empowers, a learning mindset, resilience and adaptability, “galvanizing” communication, and “catalytic” decisionmaking.
The report also highlights key areas rising in importance for healthcare CEOs, including strategic agility, cultural dynamics, managing scale and “systemness,” developing leaders and external engagement.
For Mr. Pullin, leadership development stands out. He recently wrote “Suited for Leadership,” a book inspired by the lessons and influential leaders he has encountered throughout his career.
“I take every opportunity I can to serve as a mentor and to share some of the lessons that I’ve learned and live by, and pay it forward as we try and develop the leaders of tomorrow,” he said. “Because, listen, it’s going to require a lot of our future leaders. Anything I can do to help prepare them, I do that.”
A voice in policy
Mr. Pullin also emphasized the growing need for CEOs to engage with public policy and external stakeholders.
“I never thought that I would have to be as actively involved with influencing policy — working with our local legislators as well as our state and national legislators — to help be a thought leader and a change agent in our field,” he said.
At the core of his leadership approach is a commitment to equity and compassion, qualities he said are more important today than ever before.
“To me, as a CEO, there isn’t anything that’s more compelling and important as being a champion of humanity,” Mr. Pullin said. “We need to make sure we deliver compassionate, personalized care and try to make a difference in the lives of people we’re fortunate enough to serve.”
