From rejecting strict hierarchies to forging unconventional partnerships, hospital and health system CEOs are challenging long-held leadership norms to build stronger, more responsive organizations.
Whether it is leading with transparency, staying rooted in one system for decades or creating more direct lines to front-line staff, these CEOs are embracing strategies that foster trust and engagement.
Here, six healthcare CEOs share the norms they have intentionally moved past — and what their teams have gained in the process.
1. Joan Coffman. President and CEO of St. Tammany Health System (Covington, La.): Moving beyond traditional partnerships.
Partnerships in healthcare, for a community health system, begin with deep-rooted community stakeholders both traditional and nontraditional. At St. Tammany Health System, we view our partnerships as an extension of our clinical care. As president and CEO, calling our colleagues to greatness means more than providing quality care within our walls. Our mission leads with, “We are the heartbeat of our community,” and we have established a culture of caring for our community organizations and stakeholders as well as our patients and their families. We have learned to think broadly and expand our partnerships across economic development, academia, government, multidimensional community groups in addition to aligned healthcare providers.
2. Jason Harrington. President and CEO of Lakes Regional Healthcare (Spirit Lake, Iowa): Transparency.
In healthcare, we have this inherent and appropriate belief that patient information should be protected and kept confidential. We owe that to our patients. However, in leadership, we sometimes carry that same value, to the detriment of our organizations. Although not stated explicitly as an organizational value, my leaders know that ‘transparency’ is interwoven throughout. What I’ve learned is that it is impossible to be “kind of transparent.” Either you are or you aren’t, and you will be held to that by your team members and stakeholder groups. That means celebrating good news and being honest about your opportunities. Our teams look to us for leadership, and part of that needs to be enough humility to share when we do not get it right. Our patients, communities and staff deserve nothing less.
3. Jeff Mengenhausen. CEO of Montrose (Colo.) Regional Health: Embracing a resilient mindset.
One traditional leadership norm I’ve intentionally broken as CEO is the idea that leadership must always be formal, reserved and risk averse. Instead, I’ve embraced the Navy SEAL mindset centered on resilience, adaptability and the pursuit of excellence and paired it with humor, approachability and a competitive spirit. This approach has fostered a culture where innovation is encouraged, calculated risks are supported and personal growth is expected. We’ve built a high-performing team driven by these “ingredients to excellence,” which has fundamentally reshaped our organization. As a result, our leaders and board unanimously supported a bold change to our vision statement: “To be the Best Health System in the State of Colorado.” It’s more than a slogan; it’s a reflection of our mindset and momentum.
4. George Mikitarian. President and CEO of Parrish Medical Center (Titusville, Fla.): Committing to one organization.
Taking the path less traveled. Most CEOs make frequent moves from organization to organization, usually in their own best career interest, which can be disruptive. When I became CEO 24 years ago, I opted instead to commit to one place and stay throughout my career. I believe it shows people you care because you’re willing to be there for the organization and the community in the best of times and the worst of times. How else can you expect commitment from others? And it means that decisions you make must be for the long term because you’ll have to live with the consequences. It also affords the opportunity to develop people over years and help them in their career progression. It is the path less traveled that leads to the greatest rewards.
5. Nicholas Shirilla. CEO of Lovelace Regional Hospital (Roswell, N.M.): Breaking hierarchical separations.
One traditional leadership norm I’ve intentionally broken is the hierarchical separation between leadership and front-line staff. Drawing from my experience in restaurant hospitality, I’ve made it a priority to regularly round with clinical teams, serve meals in patient areas and hold open forums where every voice is heard. This hands-on, service-oriented approach has fostered deeper trust, improved communication and created a culture where collaboration and empathy are at the heart of both patient care and employee engagement.
6. Rick Smith. CEO of Troy (Ala.) Regional Medical Center: Visibility.
One of the most vital traits in healthcare leadership — especially in rural settings like Troy Regional — is visibility. I make it a point to personally attend every new team member orientation to introduce myself and our C-suite, setting a tone of accessibility from day one. Daily rounds to every unit give me the chance to connect, listen, and simply let our teams know they’re seen and valued.
A great mentor once taught me the power of a handwritten thank-you note, and it’s something I’ve taken to heart. I send five each week, mailed to team members’ homes, recognizing their dedication and celebrating the little moments that often go unnoticed. The feedback I receive is a reminder that recognition doesn’t have to be grand to be meaningful — just genuine and consistent.
