Henry Veenstra has been with Grand Rapids, Mich.-based Spectrum Health System's Zeeland (Mich.) Community Hospital for 44 years, 41 of which were spent as president. With the average hospital chief's tenure being approximately 5 years, the length of Mr. Veenstra's tenure illustrates his commitment and dedication to the hospital and its care team, the community and patients it serves.
Mr. Veenstra formally announced January 15 his plans to retire Sept. 30.
"It's been more than a job — it's been a calling," says Mr. Veenstra. "I will leave my position confident that Zeeland Community Hospital is a strong 
and vibrant hospital equipped to serve our patients and this community well in the future."
During his tenure, Mr. Veenstra led the hospital through numerous strategic efforts, including the construction of a new hospital in 2006 and the integration of the hospital with Spectrum Health in 2011. Under his direction, Zeeland Community Hospital has received numerous awards and recognitions for patient satisfaction, quality service, work environment and service value.
Mr. Veenstra shared with Becker's Hospital Review some of his greatest accomplishments, fondest memories, most important lessons learned and advice for young executive leaders of hospitals and health systems.
Question: What has been your biggest accomplishment during your tenure?
Henry Veenstra: My greatest accomplishment is having developed and sustained a vision and culture of providing an exceptional patient experience at the hospital. This is captured by our vision of caring people caring for people, which is the way we have always described the culture, vision and mission here.
The building of another hospital and leading the decision to become part of Spectrum Health System is significant, but staying committed to providing the best care for our patients and community is still at the top of my list. We understood the importance of patient-centered care before it became fashionable. To have been a small part of this is extremely rewarding.
Q: Looking back at your years at Zeeland Community Hospital, what has been your fondest memory?
HV: Now that I'm into my 44th year, looking back, my fondest memory will be of the people who have made up the caring team here. I have been blessed to work with an exceptional team of caregivers who understand what a privilege it is to be entrusted with the opportunity to care for our patients and community. The staff, board of directors, physicians and volunteers all contribute in their own way to make sure that our patients and community receive the highest quality, most personalized care.
Q: What is the most important lesson you have learned?
HV: I have a sign in my office that my daughter made for me one Christmas many years ago that says "The Best Things in Life Are Not Things." She said she made the sign because she heard me tell her that so many times. Over the years, I've come to realize that making a difference in someone's life and providing value in the community is more important than possessions or status. That is not only true for individuals but also for organizations. If you are consistent with trying to do the right thing in the right way for the right reason, you will make an impact and good things will follow. This was an important lesson for me because I didn't always know that.
Q: If there is anything you could change or re-do, what would it be?
HV: We certainly didn't do everything perfectly over the years. We tried to use things that didn't go so well as opportunities to learn and grow. But if there is one thing I would change or re-do if I could, it would be to take more time to celebrate small accomplishments with the team and to say thank you more frequently. Many years ago we initiated what we called the "Three Cheers Program" at ZCH. Any member of the staff could fill out a three cheers card to acknowledge another staff member, physician or volunteer for going above and beyond the normal call of duty to serve a patient, help out a visitor or support a fellow caregiver. I certainly regret that over the years I didn't make out more of these cards. I did some but there were more opportunities. In healthcare we get wrapped up in so many issues, but we need to pause and celebrate the fact that we make a difference in so many people's lives.
Q: What piece of advice would you give new hospital or health system leaders?
HV: The best I could do is to share with them my own personal approach to being a servant leader. Be fair, be just. Always try to do the right thing. Be kind and caring. Treat others as you would want your family treated. Live a purpose-filled life. Make a difference. These are phrases I live by and have made us successful here.
Finally, I would share some advice that a colleague gave me years ago. He said that there will be days, weeks and maybe even months where the stress of the job becomes almost unbearable — times when no matter what you try nothing seems to be working, when pressure is coming at you from all angles and no one seems to giving you support. He suggested it is during those times that you have to get out of your office and out of the administrative suite and slowly walk through the patient areas of the hospital. In maternity, observe the happy young couple who is amazed at the miracle of the birth of their child. In the medical-surgical areas of the hospital watch as care teams address not only the physical needs but also the emotional needs of their patients. In the ICU, watch the tender care provided in the midst of all that lifesaving equipment. Go to surgery and be amazed by the technology that allows us to do so much good for our patients. Go to the emergency department and watch how quickly and calmly the staff responds to stressful situations. Walk through the laboratory, radiology and cardiopulmonary departments and be impressed by the talented staff that is crucial to the diagnosis and treatment for our patients. My friend reminded me that periodically we must reconnect with what it is we really do in our hospitals. We care for our patients and our community. What we do does make a difference in the lives of those we serve. This reminder from time to time will give us the boost we need to get back to our jobs with renewed energy and enthusiasm with the knowledge that our work has a purpose.
I would tell new leaders to be aware of the difference we make, of the miracles that happen in our organizations every day, and, in the midst of all of the clamor and noise, to have the confidence that what we do is important. This has sustained me for my 44 years in healthcare and 41 years as president. We don't make a product or work for a financial gain, but come to work to serve and make a difference. I've had an incredible opportunity to do this at Zeeland.