Building resilient leadership is more crucial than ever as health systems face a steady accumulation of financial pressures, workforce challenges, and regulatory and policy uncertainty.
Several CEOs told Becker’s the most important investments their organizations are making to strengthen their pipeline of resilient leaders include internal leadership academies, as well as expanded mentorship, executive coaching and targeted training for emerging leaders.
Michael Ash, MD. CEO of Nebraska Medicine (Omaha): We have invested in internal leadership academies and development programs designed to foster career growth, strengthen leaders’ resilience in their current roles, and prepare them for their next career milestones. These initiatives include coaching, robust succession planning, and comprehensive talent reviews. Additionally, we have launched early career development programs that provide enhanced tuition assistance and structured mentorship opportunities.
Marty Sargeant. CEO of Keck Medical Center of USC (Los Angeles): For over three years, we have operationalized a leadership culture, rooted in Dare to Lead concepts by Brene Brown, that is embedded into our performance management framework with ongoing skill building, co-learning linked to periodic operational goals and strategies, and monthly collaborative and development focused team meetings.
Chris Schuster, RN. President and CEO of Emerson Health (Concord, Mass.): The most important investment we are making is to strengthen our people pipeline — equipping emerging leaders with the skills, mentorship and resilience they’ll need to guide our organization. We are expanding structured leadership development, including mentorship, executive coaching and targeted training for emerging leaders.
At the same time, we are creating experiential growth opportunities through stretch assignments and exposure to systemwide initiatives that build adaptability and confidence in navigating complexity. Finally, we are fostering a culture of support and well-being, recognizing that resilience is sustained by balance, peer networks and psychological safety. Together, these efforts ensure that we are not only identifying future leaders but also equipping them with the mindset, skills and support systems to thrive in today’s rapidly changing healthcare environment.
Cory Shaw. President and CEO of UC Health (Cincinnati): We are making several investments in new and emerging leaders as part of a comprehensive, multi-year people leader enablement strategy. We have created new leader development content, invested in new AI-enabled tools to support leaders, and have launched an organization-wide focus on high reliability [standards]. That said, the most important investment has been the commitment of time with our board discussing intentional strategies for strengthening our leadership team from front line to executive suite.
