On October 11th, Jeff will serve on the panel “Revenue Cycle Management in Changing Times – Innovation and Improvement” at Becker’s Annual Health IT + Revenue Cycle Conference. As part of an ongoing series, Becker’s is talking to healthcare leaders who plan to speak at the conference, which will take place October 9-12, 2019 in Chicago.
To learn more about the conference and Jeff’s session, click here.
Question: What is the No. 1 principle you uphold and practice to effectively lead a team?
Jeff Rosenfeld: An empowered team supported by its leadership will make the best decisions for the enterprise. Create teamwork infrastructure based on methods to derive well-vetted choices. Actively engage the team, and their decisions through staged questioning that encourages reflection of adherence to rigor while also supports their progress as a team. Empower them with responsibility and authority to hold stakeholders and each other accountable.
Q: As a leader, how do you stay connected to the actual work that is being done – and not just by watching others execute, but by executing yourself? If so, how do you balance between leading and executing personally?
JR: One component of a successful team is a defined and respected roles and responsibilities structure. Leaders have deliverables and are accountable just as any other member of the organization in order to deliver success and generate value. As leaders, there is a duty to remove obstacles from the team’s path. Leaders have an obligation to ensure that decisions are rendered, resources are provided (human and/or material), and challenges are navigated. These responsibilities are part of the leader’s role. In this context, there is little difference between leading and executing.
Q: What contributes to better conversations between a health system’s financial and clinical leaders?
JR: Dissolving the perceptions that there are two sides of the house is the key to unifying clinical and financial leaders. The important concept is that there is no department in the organization that comes 1st 2nd 3rd or otherwise. Since Tahoe Forest Health System has moved to an integrated health information system the theory has been illustrated through the practical application; any one operation has a direct effect on others. Leadership from all disciplines has the opportunity to clearly observe the dynamics of the interoperation impacts. Our leadership has been able to support cross-disciplinary teamwork with several other programs that have contributed to its success.
What contributes to better conversations between a health system’s financial and clinical leaders?
At Becker's 4th Annual CEO + CFO Roundtable, taking place November 2–5 in Chicago, more than 1,500 hospital and health system executives tackle decisions that determine whether organizations thrive or merely survive: protecting margins under cost pressure, choosing where to grow, renegotiating payer relationships, stabilizing the workforce and proving real ROI on technology. This is where leaders work through them together, face-to-face. Apply for complimentary registration now.
