As healthcare systems across the nation navigate a period marked by economic strain, policy shifts, and digital disruption, leaders are stepping up with a shared focus: adaptability and resilience.
David Miller, MD, is the incoming CEO of Michigan Medicine and preparing to take the helm July 1. He isn’t a stranger to Michigan Medicine; he’s been with the system since 2008 and was the senior vice dean of clinical affairs of the medical school during the COVID-19 pandemic. He also serves as the president of U-M Health.
“The last year has reminded me that, during times of uncertainty, it’s easy to feel overwhelmed by factors beyond my control,” he told Becker’s. “A valuable and enduring lesson in these moments is recognizing the power of focusing on what I can control – my mindset, actions and responses.”
He is doubling down on “controlling the controllables” and staying agile to meet any new challenges or changes affecting the health system.
“By shifting my focus from uncertainty to actionable steps under my control, I can better maintain a sense of stability and resilience, ultimately helping me navigate the challenges and opportunities that emerge on a daily basis,” he said.
MaineHealth’s leadership team has a similar outlook amid digital transformation and economic stress.
“The biggest lesson I’ve learned in the last year is the importance of leading through uncertainty with both clarity and conviction,” said Trampas Hutches, regional president of MaineHealth, based in Portland. “Healthcare is in a period of immense transformation, and as a leader, complex challenges – whether it’s stabilizing financially strained health systems, strengthening regional partnerships, or positioning organizations for future success – I’ve reinforced my belief that culture and alignment are the bedrock of sustainable change.”
Success, he said, isn’t always about making the right strategic moves, but more aligned with connecting team members to the health system’s mission and align around better patient care.
Caitlin Stella, CEO of Joe DiMaggio Children’s Hospital, is keeping a close eye on possible Medicaid and hospital funding cuts from the state and federal government. Medicaid is the hospital’s largest payer and any changes in funding would greatly affect their ability to provide care.
“We don’t really know yet where things will land and how funds will be distributed, things that might get sunsetted, programs that might get sunsetted, and new programs that might come to be,” she said during an interview with the “Becker’s Healthcare Podcast.” “We’re all just watching to see what we need to prepare for. I tend to take the perspective of trying to get ahead of it and trying to be proactive and make sure our operations are tight and we’re putting our resources in the right place, making sure we’re letting our clinical teams lead and help us prioritize where we’re putting our resources. That’s the best approach to being ready for change.”
Steve Davis, MD, president and CEO of Cincinnati Children’s, advises C-suite leaders to stay disciplined, prioritize solutions and align with the health system’s mission to lead during times of rapid change and uncertainty.
“The pace of change in healthcare is accelerating, making traditional top-down management approaches inadequate,” he said. “Instead of rigid, top-down strategies, we must foster agility, resilience and adaptability within our workforce. Change is no longer episodic – it’s continuous and will only intensify.”
The organizations building a culture of adaptability and empowering teams to embrace innovation and iterate quickly will fare better over the next several years.
“Our focus must shift from managing change to building the capacity to sustain it,” said Dr. Davis.
Rebecca Napier, vice president of finance and administration at The University of New Mexico Health Sciences Center in Albuquerque, joined the system in 2023 and was surprised at how quickly things changed. In less than a year, the health system experienced a leadership transition and adjusted priorities. Then, the last few months have also been filled with changes.
“As we all know far too well, this year continues with a rapidly evolving landscape–the new policies, workforce challenges, and financial changes shaping how we operate,” she said. “Through it all, one lesson has remained clear: the ability to embrace change as an opportunity rather than a disruption is critical in healthcare leadership.It’s easy to see change as a roadblock – something that interrupts our plans and forces us to adjust course. Rather than resisting change, we can approach it with flexibility, preparation and a mindset focused on long-term impact.”
She said one of the hardest lessons in leadership is that “progress is rarely a straight line.” There are always unexpected challenges and delays, but she cautioned not to think of them as failures.
“The key is to stay solutions-focused, agile and committed to the mission,” she said, later adding: “Adapt and innovate – flexibility keeps us from being anchored in old ways of thinking. For those navigating uncertainty in healthcare: embrace change not as a disruption, but as an opportunity to rethink, reimagine and improve. What presents a challenge may be a chance to shape the future of healthcare for the better.”
Mark Moseley, MD, president of USF Tampa General Physicians and executive vice president of Tampa General Hospital, has focused on developing adaptive capacity, or the ability to adjust to change, optimize opportunities and overcome obstacles.
“As leaders in healthcare, we are being asked to manage increasingly challenging and complicated problems that often do not have easy answers in an environment of nearly constant change,” he said. “That often leads to uncertainty, which can be very unsettling. In some cases, we can reduce that uncertainty with data, excellence in our execution and the principles of high reliability.”
While adaptive capacity is the goal, it’s not always possible.
“In those instances, we as leaders must be able to absorb that uncertainty and then move it forward,” said Dr. Moseley. “Developing the capacity to do this must be intentional, and I am working to build that in myself, our leadership team, and those we support.”
