As staff members from health systems across the country continue to tackle government regulations, emerging technology, and evolving patient expectations, Becker’s asked five strategic leaders in healthcare how they lead their teams in times of transformation and uncertainty.
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Editor’s note: Responses have been lightly edited for length and clarity.
Question: With constant changes in healthcare regulations, technologies, and patient expectations, how do you lead your teams through periods of transformation and uncertainty?
David Muns. Chief Operating Officer, Artesia General Hospital (Artesia, N.M.): Communication has never been more important. While we have more methods than ever, the clarity and timeliness of our messaging needs work. Meetings in particular should be concise and on point. The old adage of start on time and end on time rings true.
Dawn Thompson. Chief Strategy Officer, Advanced Diagnostics Healthcare System (Houston, TX): 1. Anchor the change to purpose….people want to know the why and respond better knowing the purpose.
2. Clearly connect the transformation to goals that resonate and let your team know “what this means to the organization”
3. Repeat the “message” consistently to become household thought
4. Transparent Communication ….communicate what you know and what you dont know.
5. Build change readiness….Assess skills gaps and provide training when needed.
6. Encourage questions – this helps your team accept and move in the same direction instead of fear of unknown
7. Balance the roll out between speed and stability….know when it is overwhelming and pivot momentarily if needed.
8. Always measure the fruits of the teams labor….be ready to change if something isn’t working.
9. Lead by example – stay visible and communicating…..demonstrate adaptability and resilience.
10. Make it less about managing systems and more about guiding people through uncertainty. (empathy, clarity, consistency).
Trevor Bennett, MSN, RN. Chief Administrative Officer for Providence Swedish First Hill and Cherry Hill in Seattle: In periods of transformation and uncertainty, I focus first on clarity, presence, and trust. Change creates anxiety when people feel information is being withheld or decisions are being made in isolation. My role as a leader is to communicate early, often, and with transparency even when the answer is “We don’t know … yet.” I anchor teams in what will not change: our mission, commitment to safety, as well as responsibility to one another and our patients.
Equally important is creating psychological safety. When caregivers, physicians, and leaders feel safe raising concerns, challenging assumptions, and sharing frontline insights, organizations adapt faster and make better decisions. Culture is the stabilizer during uncertainty. When people trust leadership and each other, transformation becomes something we navigate together, rather than something done to them.
Christopher Kane. Chief Strategy Officer and Senior Vice President, Phoebe Putney Health System (Albany, Ga.): Frequent communication to all team members that acknowledges the stress in the industry but conveys the tactics that we will pursue to mitigate the risk. Equally important, we underscore that maintaining our 115-year history as an essential community health system is our imperative.
Doug McGill. Vice President of Quality Strategy and Operations, Emory Healthcare (Atlanta, GA): Leading teams through transformation and uncertainty in healthcare requires a dynamic, cyclical approach that prioritizes both operational excellence and human connection. I guide change by first ensuring teams understand the “why” and the data behind it, then collaboratively making decisions that align with our strategy and resources. I work to ensure that leadership is not only strategic but also visible and genuine, so teams experience clarity, continuity, and trust as we navigate change together. By maintaining agility, embedding continuous improvement, and sustaining change beyond initial success, we create organizational readiness and commitment – empowering teams to thrive amid the “white-water rapids” of regulatory, technological, and patient-driven shifts.
