Becker’s asked C-suite executives from hospitals and health systems across the U.S. to share their biggest lesson from 2024.
The 116 executives featured in this article are all speaking at the Becker’s Healthcare 15th Annual Meeting on April 28 – May 1, 2025, at the Hyatt Regency in Chicago.
To learn more about this event, click here.
If you would like to join as a speaker or a reviewer, contact Mariah Muhammad at mmuhammad@beckershealthcare.com or agendateam@beckershealthcare.com.
For more information on sponsorship opportunities or vendor access-only badges, contact Jessica Cole at jcole@beckershealthcare.com.
Question: What is the biggest lesson you learned in the last year, and why?
Tim Hingtgen. CEO of Community Health Systems (Franklin, TN): This is not a new lesson, but it is especially relevant in the aftermath of the rapidly changing healthcare operating environment the industry has been managing over the past few years. It is essential for leaders of healthcare organizations to see beyond day-to-day operational priorities, and redirect energy to planning for what’s on the horizon – and then share the plan. Our leaders and team members need to know exactly where we’re headed and how they help us get there.
Last year, we refreshed our multi-year plan and invested the resources necessary to communicate (and then recommunicate) our renewed priorities and approach. We wanted to ensure organizationwide clarity, alignment and enthusiasm. The early results have been notable, including record employee retention levels, accelerated clinical outcomes improvement, and strong volume and revenue growth.
Eduardo Conrado. President of Ascension (St. Louis): It’s really the age-old lesson that no one does it alone. Faced with unprecedented challenges this past year, our associates came together with incredible collaboration to serve our patients and communities. We also recognized that, while we know a lot, we don’t know everything – and could not work in isolation. Experts like our partners, industry peers, government leaders and more formed a network of insight and support.
Richard Fogel, MD, FACC, FHRS. Executive Vice President and Chief Health Outcomes Officer of Ascension (St. Louis): The biggest lesson of the past year is not a new lesson but still remains relevant. There will always be a lot of change in the world, but at the center of healthcare is the patient. No matter what else is going on, we – as physicians, nurses, hospitals and health systems – need to keep the patient and their best interests at the center of everything we do.
Darryl Elmouchi, MD. Chief Operating Officer of Providence (Renton, Wash.): In healthcare, the only thing that is constant is change. Healthcare is in the midst of transformation and this will surely accelerate in the coming years. Although the concept of change is often exciting, the practice of change can be very difficult. This is particularly true in our field where decisions have a direct impact on people’s lives, there is massive complexity and, often, significant resistance to change at a local level. My biggest personal learning over the past year is that as leaders within this vital industry, it is contingent upon us to be proactive and lead the change we want to see happen. Embracing change in a positive, yet purposeful way is necessary for personal success and to continuously improve the service your organization delivers.
Alexander Rakul, PhD. Chief Administrative Officer of Kaiser Permanente (Oakland, Calif.): The biggest lesson I learned in 2024 was how leadership evolved through the years of the COVID-19 pandemic. Before the pandemic, it was easier to coordinate in-person gatherings, and leaders were more eager to build business relationships and get to know each other face to face, which stimulated the free exchange of ideas, best practices, and unification of approaches. Now, it takes substantially more effort to engage people in in-person meetings when participants represent various facilities that are geographically spread. As we moved into 2024, leaders had to be more intentional and creative in their efforts to foster relationships and encourage the exchange of ideas.
Cliff A. Megerian, MD, FACS, Chief Executive Officer, University Hospitals (Cleveland): Perhaps the overriding lesson, even in light of some remarkable achievements in the past year, is that while agility and resourcefulness are crucial, they are ideally utilized in a measured manner. This continues to become more apparent. We’ve seen that it is best to avoid being overly reactive, so we are opting to respond in thoughtful and measured ways. This applies especially in an economic landscape that is both complex and increasingly unpredictable. Managing multiple priorities is necessary, but we have seen how embracing too many initiatives can lead to diluted efforts. Effective execution will require, and receive, our focus and clarity. A disciplined approach to prioritizing is vital so that critical objectives will receive the necessary resources and attention. The narrowed focus we follow will then lead to demonstrable success that can and will spur more of the same.
So, this year a key priority is to transform how we think about who we are: not just a system of hospitals, but rather, destinations that embody hospitality. We are focusing on the relationship between a host and a guest, where goodwill and a genuine welcome define every interaction. Healthcare consumers today have abundant choices, and we know that people judge their experiences based on their last best service encounter, whether in healthcare or elsewhere. By adopting this mindset, we’ll make it easy for people to choose University Hospitals, fostering trust, loyalty and advancing our reputation for exceptional care.
John D. Couris. President and CEO of Tampa General Hospital (Fla.): Biggest Lesson Learned: “You need to move quickly with a great deal of pace while maintaining the quality of your work”. Why…..”because if the rate of change on the outside of your organization eclipses the rate of change on the inside of your organization you are doomed”.
Pete McCanna. CEO of Baylor Scott & White Health (Dallas): In the last year, I have focused on healthcare from a very different perspective — through the eyes of my ailing parents. As my siblings and I cared for them before their passing, we experienced their pain points and saw firsthand what is broken in healthcare. I began talking about it inside our organization and beyond and received touching feedback from colleagues with similar experiences, who are also driven by a passion for change. We have a long list of things to fix, but we are already making progress.
Pete November. CEO of Ochsner Health (New Orleans): Change and transition at large organizations often requires more time than anticipated. Through this experience, I’ve come to understand the true importance and value of patience. Patience is a critical skill for fostering collaboration and achieving meaningful results in the right way. Progress is rarely accomplished overnight, so I’ve learned that patience fuels resilience, encourages thoughtful decision-making and strengthens relationships. When those elements align and you work together with purpose, the opportunity for genuine partnership and shared success emerges.
Peter Banko. President and CEO of Baystate Health (Springfield, Mass.): I joined Baystate Health in June 2024 as only the fourth CEO in the long history of the organization and the first CEO from outside the organization. In my first year in Western Massachusetts, we have had to make some heavy operational, strategic, and transformational choices in a very short period to ensure our 140-year organization continues to thrive. In that journey with our 13,000 caregivers, the biggest lesson learned was about clarity and solidarity. It is easy to commit to things we are clear and excited about. It is more grinding to commit to things we disagree with or where the outcome could be muddy. Tables stakes are dissent without disruption, leaving the room with agreements and trust, answerability, and outcomes. Taking oneness to the highest level requires an overabundance of presence, passion, and a spirit of hopefulness.
Judd Hollander, MD, FACEP. Senior Vice President of Healthcare Delivery Innovation at Thomas Jefferson University Health (Philadelphia): You can improve access by improving capacity. This might sound either too simple or too complicated, but it really should just sound thoughtful. You can improve access by more staff, more buildings, or alternatively, by small changes that allow you to optimize utilization of existing resources. Our same day/next day oncology program increased capacity and got new cancer patients care within one day. Virtual nursing expanded capacity and our patients received more access to nurses. Our program to improve care of non-English proficient patients required some things as simple as signage changes. You don’t always need new buildings or new clinicians but you will likely need some new ways of thinking about access and capacity.
Zafar Chaudry, MD. Senior Vice President, Chief Digital Officer and Chief AI and Chief Information Officer of Seattle Children’s: The past year has solidified key healthcare lessons, emphasizing the critical need for enhanced preparedness through robust data systems and adaptable infrastructure, a strengthened focus on health equity to address persistent disparities, the continued integration and refinement of telehealth for broader accessibility, and a paramount commitment to data trust and transparency to foster public confidence.
Jeff Gautney. Chief Information Officer of Rush University System for Health (Chicago): The biggest lesson I learned in the past year was…patience. The things we are doing have significant impacts on our employees, our learners and our patients, and people adopt change at different paces. While I’m always pushing to get things done and move on to the next challenge, the reality is that when the whole implementation team circus winds down, the ability for the support team and the users to continually improve and optimize their use of the technology is key to sustained success. And that just takes time in many cases, and attention to the little things. So I try to have patience for that process to occur, and set my expectations differently to allow for that to happen.
Maria Ansari, MD, FACC, CEO and Executive Director, The Permanente Medical Group; President and CEO, Mid-Atlantic Permanente Medical Group; and Co-CEO, The Permanente Federation (Oakland, Calif.): I was reminded again in the last year about how physician leadership is essential to creating value for our patient outcomes in health care. In many health care organizations, the physician’s voice has been lost. Being physician-led means that we are going to be advocates for the patient, and we’re going to work collaboratively, using evidence-based clinician support tools in a group practice, to deliver high-quality, affordable and accessible care to our patients.
Maxine Carrington. Chief People Officer of Northwell Health (New Hyde Park, N.Y.): If the past few years have reinforced anything, it’s that expecting the unexpected isn’t just a mindset—it’s a leadership imperative. The political landscape, industry shifts, technology, the economy, workforce dynamics, and even the definition of work itself continue to evolve at a pace we can’t always predict. The key lesson? Agility. Being prepared for change is one thing, but building a culture that thrives in uncertainty is another. Organizations are doubling down on creating a workplace where adaptability is a strength, innovation is second nature, and our people feel empowered to navigate whatever comes next.
Ali Kosydor. Director of Healthcare Innovation Lab at BJC HealthCare (St. Louis)/Washington University School of Medicine: The biggest lesson I’ve learned in the last year is the importance of adaptability and resilience. The past year has shown us that our ability to quickly pivot and respond to unexpected challenges is crucial. Whether it’s fluctuating patient volumes, navigating supply chain disruptions, or integrating new technologies, being adaptable allows us to continue providing high-quality care even in the face of adversity. This lesson has reinforced the need for continuous learning, collaboration, and innovation in our approach to healthcare.
Gil Padula, MD. Chief Medical Officer and Market Medical Director of Case Management, St. Elizabeth Hospital and Youngstown Market at Bon Secours Mercy Health (Cincinnati): The biggest lesson I learned last year was don’t always trust conventional wisdom. I serve in a large level I Trauma Center and I was told: “You can never get to ZERO HAIs here,” “The patients are too sick and complex.” Well, by engaging our teams and drilling down to root causes, we were able to achieve ZERO HAIs for greater than 100 days! We invested in our people — specifically doctors, nurses, and all caregivers and reminded them that they were instrumental in making this happen.
We were even lauded by the Joint Commission for this effort when they came for our triennial review. The lesson was that if you believe it and do the hard work, you can do it. We defied conventional wisdom, and our patients are better and safer for it.
Deepti Pandita, MD. Vice President of Clinical Informatics and Chief Medical Information Officer at UCI Health (Orange, Calif.): When it comes to AI driven efficiency tool implementation integration into clinical workflows is the hardest part. Physicians and nurses are already overwhelmed with EHR burdens, and AI solutions that don’t seamlessly integrate (or add extra clicks) face immediate resistance.
The most successful AI implementations are those that are invisible — meaning they feel like a natural extension of existing workflows rather than an additional burden.
Trevor Martin. Chief Information Security Officer of UW Health (Madison, Wis.): One of the biggest lessons I learned this past year is that reliance on third parties, the strength of their cyber resilience, and the maturity of healthcare organizations’ business continuity plans pose a far greater risk than expected. The Change Healthcare cyberattack underscored that many healthcare systems not only lack visibility into the complexity of third-party data flows but have also become heavily bottlenecked by these dependencies. Integrations and market saturation efforts have consolidated many industry workflows, creating heavy reliance on a limited number of systems. Pairing this with weaknesses in vendor cybersecurity practices has created a serious situation with dire consequences. Increasing vendor awareness and accountability, while enforcing stronger cybersecurity requirements, will be essential in mitigating this risk. To that end, many vendors are proving they value strong partnerships by offering more transparency and collaboration.
Andrew Molosky. President and CEO of Chapters Health System (Temple Terrace, Fla.): One of the biggest lessons from the last year was a reinforcement of the value of a crystal-clear sense of self (organizationally speaking). There is a tremendous aura of tension in the environment right now with political divide, cultural tribalism, and ultimately a very unpredictable and unreliable business environment. Having an organizational culture that transcends those risks keeping everyone mission-aligned and on common ground is critical. It is very much the keel of the proverbial boat keeping things steady and balanced without needing to be seen, merely sensed or felt.
Trampas Hutches. Regional President of MaineHealth (Portland) Mountain Region: The biggest lesson I’ve learned in the last year is the importance of leading through uncertainty with both clarity and conviction. Healthcare is in a period of immense transformation, and as a leader, I’ve seen how critical it is to balance long-term vision with real-time adaptability. In navigating 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.
Ultimately, success isn’t just about making the right strategic moves; it’s about ensuring teams feel connected to the mission and empowered to drive meaningful impact. I look forward to sharing more at Becker’s and engaging in discussions about the future of healthcare leadership.
Athena Minor, MSN, RN. Chief Nursing and Clinical Officer of Ohio County Healthcare (Hartford, Ky.): Protecting culture is far more fiscally sound than growth at the cost of culture. Financial stability, especially in rural health, comes with a big question mark behind it these days. If your culture is healthy and on the right trajectory, that culture will drive positive outcomes, including financial outcomes; patients benefit, providers benefit, staff benefit, and the organization benefits. Sustaining a healthy, positive culture throughout your organization contributes to long-term fiscal health. Placing that culture at risk to increase the bottom line can be more costly than passing on an opportunity if the fit isn’t right. I have always been aware of the fiscal importance of culture, as well as the other more obvious benefits. In the past year I have learned that, before any decision is made, one question that should be asked is, “how will this affect our culture?”
Joy N. White, DNP. Vice President and Chief Nursing Officer of Legacy Health Good Samaritan Medical Center (Portland): The biggest lesson I’ve learned in the past year is that transformation — whether in healthcare, leadership, or personal growth — begins with a commitment to human-centered leadership. Navigating large-scale change in a complex healthcare landscape has reinforced the importance of balancing strategic vision with genuine connection. Change isn’t just about process improvement; it’s about people. Investing in psychological safety, fostering resilience, and ensuring leaders are as emotionally agile as they are operationally strong creates an environment where innovation thrives, and meaningful change takes root. When we lead with intention, transparency, and a relentless focus on those we serve, we don’t just improve outcomes — we redefine what’s possible.
Motz Feinberg. Vice President and Chief Supply Chain Officer of Cedars Sinai Health System (Los Angeles): When hurricane Helene decimated western North Carolina and the facility that produces more than 60% of IV Bags for the U.S., we learned how our strong partnerships with Baxter and other suppliers can help sustain critically needed supplies. Further, our internal clinical collaboration with the emergency department, pharmacy, nursing and surgery helped us think outside of the box for solutions that not only improved clinical pathways but also ensured limited supplies for uninterrupted patient care.
Selma Mujezinovic, DNP. Vice President and Chief Administrative Officer of Rochester (N.Y.) Regional Health: One of the most valuable lessons I’ve learned this past year is the importance of patience in the process of change. Change is inevitable, but achieving true success requires securing stakeholder buy-in. Rushing the process can hinder its effectiveness, so taking the time to build consensus and alignment ultimately leads to better outcomes. A bit of patience goes a long way.
Neil Roy, MD. Chief Medical Officer of Shady Grove Medical Center Adventist HealthCare (Rockville, Md.): Over the past year I’ve been really awed at the rate of progress regarding AI and the need for health systems to adapt or fall behind. Healthcare shortages in nearly every aspect of hospital delivery have built fundamental barriers in recruitment and care delivery – AI can and is filling that gap. Take radiology; the shortage of radiologists has gotten worse year of year to the point where radiologist salaries are not justified by radiologist revenue. AI bridges that gap and unless health systems rapidly adapt and learn they will continue to struggle.
Natasha Rai Morris, MD. Associate Chief Medical Officer and Vice President, Clinical Services of AdventHealth Central Florida (Orlando, Fla.): Over the past year, I’ve learned that data-driven decision making is essential in reinforcing strategies on reducing length of stay. As we navigated complex internal projects, we recognized the need for a culture of compassion and accountability to drive innovation and sustain high quality patient care. By prioritizing strong physician engagement, we successfully improved quality outcomes and enhanced operational efficiencies.
Amy E. Lee. President and Chief Operating Officer of Nantucket (Mass.) Cottage Hospital: Biggest lesson I have learned this last year: The importance of having a focused vision and strategy. As we feel the pressures that are rapidly changing how we provide healthcare, the team has to truly understand how to prioritize in order to make the work manageable. We want our team to find joy in their practice which directly translates to the quality of care patients receive and how well they support each other.
Susan Greenwood, DNP, RN. Vice President and System Chief Nursing Officer of Hendrick Health (Abilene, Texas): Over the last year, I have been reminded of the critical importance of clear, timely, and purpose-driven communication – ensuring that messages not only reach the right audience but also resonate with their needs and align with a shared vision. Additionally, as the nursing workforce spans multiple generations, it has become evident that we must rethink traditional workplace structures to foster an environment that supports professional growth, recognition, and work-life balance. The future of nursing depends on our ability to create a culture where nurses can thrive both personally and professionally, without fear of burnout or being overextended. To recruit, retain, and engage a committed workforce, we must remain adaptable and continuously evolve to meet the needs of those who dedicate themselves to our mission.
Ben Goodstein. Vice President and Chief Ambulatory Officer of Dayton Children’s Hospital; President of Dayton (Ohio) Children’s Specialty Physicians Inc.: The biggest lesson learned at Dayton Children’s in the last year, based on mental health services expansion, primary care acquisitions, and financial stewardship, is the critical need for proactive integration between service expansion, financial sustainability, and workforce development to ensure long-term success.
- Future expansions must align realistic workforce development strategies, stronger financial planning, and operational readiness before scaling further.
- This learning applies broadly to healthcare systems investing in mental health, primary care, and specialty services — strategic expansion must be measured, intentional, and supported by sustainable financial models.
Michelle Y. Williams, PhD, RN. Nursing Research Section Chief and Clinical Assistant Professor of Stanford University School of Medicine; Senior Nurse Strategist of Stanford (Calif.) Health Care: The biggest lesson I learned over the past year is the critical importance of empathy in supporting the mental health of both healthcare providers and patients. I’ve seen firsthand how the demanding nature of our work can lead to provider burnout, which subsequently impacts patient care.
A notable example is Naomi Osaka, whose openness about her mental health struggles sparked a global conversation about the pressures athletes face. Her decision to prioritize her well-being has encouraged many to confront their own challenges. The legacy of Antoinette Candia-Bailey also highlights the need for compassionate dialogue around mental health. Her advocacy for creating safe spaces to discuss anxiety and depression underscores our collective responsibility to address these issues.
Ultimately, my experiences reinforce the idea that mental health is a shared responsibility within the healthcare community. By prioritizing empathy and support, we can build resilience among both providers and patients, benefiting the entire system.
Salim S. Hayek, MD. Vice President, Chief Transformation Officer, and Interim Chair of Department of Internal Medicine at The University of Texas Medical Branch (Galveston): The most profound lesson I’ve learned is that our traditional RVU-centric physician compensation models are fundamentally misaligned with academic medicine’s multi-faceted mission — they’re financially unsustainable and directly contribute to the high proportion of low-value care in our health systems. Despite compelling evidence that these models increase burnout rates and fail to improve revenue, any proposed compensation change triggers significant anxiety among physicians who have built their professional lives around familiar productivity metrics. Transforming compensation systems requires both acknowledging this anxiety and demonstrating through clear data how the current approach undermines our core academic mission of patient care, education, and research. The key to success lies in truly faculty-driven initiatives that position physicians as architects rather than recipients of change, creating unprecedented transparency around financial realities while honoring the diverse career pathways essential to academic medicine’s future.
Alison Jones. Assistant Vice President of Workforce Intelligence and Talent at MultiCare Health System (Tacoma, Wash.): In the ever-evolving landscape of workforce management, one of the most critical lessons I have learned in the last year is the undeniable value of workforce intelligence data in driving proper position management. This insight has not only helped MultiCare Health System make informed staffing decisions but has also led to significant cost savings and operational efficiencies.
The ability to harness workforce intelligence data has proven to be a game-changer in addressing workforce gaps and creating a robust workforce plan. Through data-driven decision-making, we have been able to proactively manage our positions, ensuring that every hire is justified, and every resource is optimally allocated. This strategic approach has allowed us to remain agile, adapt to shifting demands, and ultimately protect our resources while maintaining operational excellence.
One of the most significant achievements of this approach was identifying 1,500 positions that did not need to be filled. By leveraging workforce intelligence, we were able to realize an astonishing $140 million in cost avoidance. This proactive strategy prevented unnecessary expenditures, allowing us to redirect resources to areas where they were truly needed.
Additionally, by streamlining our hiring process and ensuring that only critical positions were filled, we saved $12.9 million in sign-on bonuses. This level of financial stewardship is a testament to the power of data-driven workforce planning. As a result, our vacancy rate is now below 10%, with nursing vacancies at just 8%, which is below the NSI benchmark.
The lesson here is clear: without workforce intelligence, organizations risk making staffing decisions based on outdated methods or gut feelings rather than hard data. A well-structured workforce plan not only supports efficient operations but also fosters a culture of accountability and responsibility. As businesses face increasing pressure to maximize resources while delivering high-quality services, the ability to make informed workforce decisions is more important than ever.
Moving forward, this lesson will continue to shape the way we manage our workforce at MultiCare Health System. Having the technology that drives workforce intelligence will be a key differentiator, and organizations that invest in these capabilities will WIN over the next five years. By continually analyzing workforce data, refining our position management strategies, and remaining agile in the face of change, we can ensure that our organization remains resilient, cost-effective, and well-prepared for the future.
In the end, workforce intelligence is not just about numbers—it is about making smart, strategic decisions that benefit both employees and the organization as a whole. The utilization of meaningful workforce intelligence drives operational efficiencies and better outcomes. When we utilize workforce intelligence to drive decision making, our employees WIN, our patients WIN, and our communities WIN. The last year has underscored the importance of this approach, and I am dedicated to advancing workforce intelligence technology that fosters efficiency, sustainability, and long-term success. By doing so, we can create a stronger, more resilient workforce that meets the needs of our employees, patients, and communities — because they deserve nothing less.
Colleen Blackburn. Director of Cardiovascular Service Line at OSF HealthCare (Peoria, Ill.): This year, like many others, I have come to understand the vast opportunities presented by AI in healthcare. While this is undoubtedly exciting, it is not without its challenges. How do we ensure quality, vet products, rank them, and implement them in a timely manner.
Rebecca Napier. Vice President of Finance and Administration at The University of New Mexico Health Sciences Center (Albuquerque): If the past year has taught me anything, it’s that change is inevitable — but how we navigate it determines our success.
When I joined the UNM Health System in 2023, I knew I was stepping into a wonderfully dynamic and evolving health system, but I didn’t anticipate how quickly things would shift. In less than a year, we experienced leadership transitions and adjusted priorities across our organization. And, as we all know far too well, this year continues with a rapidly evolving landscape — new policies, workforce challenges, and financial changes shaping how we operate. 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. But in reality, every transition presents an opportunity to rethink, refine, and forge a better path forward. Rather than resisting change, we can approach it with flexibility, preparation, and a mindset focused on long-term impact. Healthcare is an ever-evolving field, and no matter how much we plan, we will always face new challenges. Instead of seeing uncertainty as a barrier, we should recognize it as an invitation to innovate, strengthen our teams, and improve how we deliver care, education and research.
Progress isn’t always Linear—and that’s okay!
One of the hardest lessons to learn in leadership is that progress is rarely a straight line. There will be roadblocks, delays, and unexpected challenges. But those aren’t failures—they’re just the next step. The key is to stay solutions-focused, agile, and committed to the mission.
In times of transition, what helps me most:
Lean on your team — Collaboration and communication are EVERYTHING.
Stay grounded in the mission — Make decisions firmly in alignment with the organization’s “North Star”
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 as a challenge may be a chance to shape the future of healthcare for the better.
Tracea R. Saraliev. Board Member of PIH Health; Board Member of Dominican Hospital Santa Cruz (Calif.): The biggest leadership lesson that I have learned over the past year is to pause and gather data in order to make evidence based decisions. It is a balance to respond quickly while not being impetuous and to process information without analysis paralysis. It’s easy as a leader to tend towards the former given time pressures and demands, but we must always be good stewards and consider the impact of our decisions on the people’s lives that we impact.
Cindy Bo, MBA. Chief of UVA Health Children’s (Charlottesville, Va.): The biggest lesson I learned this last year is that I can never be comfortable. Given changes and surprises in our environment, we always need to expect the unexpected and be ready to be uncomfortable. This implies we are always navigating change (which is the only constant) as well as pivoting. There will always be challenges but if we can be comfortable with the uncomfortable, we will find ourselves continuing to grow and lead, from a position of strength.
Deborah Visconi. President and CEO of Bergen New Bridge Medical Center (Paramus, N.J.): One of the biggest lessons I’ve learned this past year is the power of resilience and adaptability in leadership.
At Bergen New Bridge Medical Center, we’ve faced the ongoing challenges of an evolving healthcare landscape — whether it’s workforce shortages, behavioral health demands, or the need to expand access to care. Through it all, I’ve seen firsthand that success isn’t just about having the right strategy; it’s about being able to pivot, innovate, and lead with empathy.
A key takeaway for me has been the importance of investing in people — our workforce, our patients, and our community. By listening, empowering our teams, and embracing new technologies like AI and a modernized EMR system, we’re not only improving care but also strengthening our future.
Ultimately, the lesson is this: healthcare is dynamic, but when we stay mission-driven, flexible, and focused on people, we can overcome any challenge.
Tabitha Hapeman, DNP, APRN, RN, PMHNP-BC. Enterprise Director of Utilization Management and Clinical Appeals at WVU Medicine (Morgantown, W.Va.): For me, 2024 reinforced many lessons that I’ve learned throughout my career. I was reminded that we can’t boil the ocean, we have to do it one cup at a time. For those of us that want to accomplish monumental change quickly, pacing ourselves can be challenging. I’ve had to remind myself to focus on both the immediate needs and the long term goals, and not to focus on the future at the expense of today. I was also reminded of how powerful it is to have a team you can rely on and trust. Having a team dedicated to the people, process, and vision of the department, and healthcare system as a whole, allowed us to accomplish great things. My job is made possible by my amazing team, which is a sentiment I’m sure a lot of senior leaders share.
This is such an excellent question that I felt the need to ask my leadership team for their thoughts. Their replies are:
- Having an opinion matters, but you don’t always have to share it – give it 24 hours to marinate.
- Ensure that the reasoning behind a change is clearly communicated. Provide specific details about what, why, and how things are changing, or its groundhog day every day.
- Transparency is always key in building work relationships. You don’t always have to agree with each other; you can be yourself and remain open to all views.
- You can learn something from every person and every situation- either that it’s great and I’ll do it again, or I’ll never do that again.
Kim Meeker, MBA, BSN, RN. Vice President of Patient Care Services and Chief Nursing Officer at Henry Ford Wyandotte Hospital (Mich.): Over the past year, my biggest learning has been the critical importance of adaptive leadership in navigating the complexities of healthcare. The challenges we’ve faced, from staffing shortages to evolving patient needs, have underscored that flexibility and open communication are essential for fostering a resilient workforce. Additionally, I’ve recognized the value of prioritizing mental health and well-being for both staff and patients, ensuring we cultivate an environment that supports everyone in delivering the highest quality care. I’m supporting that through the implementation of Relationship Based Care.
Kurt Koczent, RN. Executive Vice President and Chief Operating Officer of UR Thompson Health (Canandaigua, N.Y.): The GROW coaching model is a widely recognized framework used in healthcare to facilitate personal and professional development. At Thompson Health, we are leveraging the GROW model to enhance patient care and improve clinical outcomes by setting clear objectives, assessing current practices, brainstorming innovative solutions, and implementing actionable plans. Specifically, we are using this method to assess the utilization of same-day acute visits in our practices and to assist each inpatient department with throughput improvement. By formalizing this process, we are able to create long-lasting change, as we believe that we are what we formally do. This structured approach not only fosters a culture of continuous improvement but also leads to measurable advancements in both statistical and clinical outcomes.
Heather Resseger, DNP, RN. Senior Vice President, Chief Hospital Operations Officer and Chief Nursing Officer of NorthBay Health (Fairfield, Calif.): The most valuable lesson I learned this year is the importance of a professional development plan for every leader. Continuous learning and growth are essential — not only to set an example for others but also to ensure a clear vision for the future. Regardless of your current title, it’s crucial to understand your long-term opportunities and establish realistic goals to achieve them. Additionally, incorporating a personal development goal can be just as impactful, as investing in personal growth often translates into professional success.
JohnRich R. Levine, DNP, DPA, MSN, MHA, MPA. Director of Perioperative Services at Reeves Regional Health: The past year has reinforced that a culture of safety isn’t dictated — it’s cultivated. Policies and checklists are essential, and the real impact happens when every team member embraces safety as a shared responsibility. In perioperative services, where precision and coordination are critical, empowered teams drive better outcomes — not because they are required to, but because they are invested in the process. When safety becomes second nature, excellence follows.
At the same time, we are entering an era where AI and technology are reshaping surgical workflows, risk mitigation, and decision-making. However, even the most advanced tools can’t replace a strong, engaged perioperative team. AI can enhance efficiency and predictive analytics, while human accountability remains the foundation of patient safety. The key moving forward will be striking a balance — leveraging technology and reinforcing a culture where safety is more than a process, but a mindset.
I look forward to sharing more insights at Becker’s and exploring how community hospitals can strengthen their role in patient safety and outcomes in an evolving healthcare landscape.
Kathy Kelly. Market CEO of Kindred Hospitals of Chicago: One of the biggest lessons I have learned this year is how important culture and employee engagement is to a healthcare facility. I am a new CEO and understanding the dynamics of the building, commitment the staff have to each other and their patients is a byproduct of the culture and satisfaction each employee has to the organization. Putting the energy into high performing leaders and cultivating a positive culture is on the top of my list.
Timothy N. Hembree, DO, PhD. Chief Quality Officer of Moffitt Cancer Center (Tampa, Fla.): Over the past year, I’ve learned that delivering exceptional clinical outcomes — while still critical — is no longer enough. Patients now expect more than just great survival rates; they want timely access to care, on-demand virtual options, and treatment that fits into their lives, not the other way around. To meet these expectations, we must embrace digital innovation, decentralized care, and personalized experiences that make healthcare more accessible and seamless.
At the same time, clinician burnout is a growing crisis. The burden of documentation, administrative tasks, and complex workflows is pushing providers to the brink. AI-powered solutions like ambient listening, NLP-driven documentation, and predictive analytics aren’t just nice-to-haves—they’re becoming essential tools to reduce cognitive overload, streamline care, and improve patient safety.
Beyond clinical and operational challenges, we also face economic and policy pressures that require us to think differently about how we deliver and fund care. The shift to Medicare Advantage brings lower reimbursements and greater administrative complexity, while Medicaid instability and uncertain NIH funding could disrupt financial sustainability and research. The push for site neutrality threatens traditional hospital revenue streams, and government expectations for rural expansion add further strain on already stretched resources.
What this year has reinforced for me is that success in healthcare requires more than clinical excellence — it demands agility, financial resilience, and a commitment to innovation. To move forward, we must embrace technology, rethink care models, and create solutions that meet both patient and provider needs. The organizations that thrive will be the ones that can balance high-quality outcomes with adaptability, strategic investment, and a relentless focus on patient-centered care.
Pooja Vyas, DO. Vice President and Chief Medical Officer of Christian Hospital, BJC Health System (St. Louis): The biggest lesson I’ve learned at an underserved community hospital in the last year is the importance of adaptability and resourcefulness in the face of persistent healthcare disparities. This is especially true in underserved communities, where access to resources, funding, and skilled professionals can be limited. Why? Over the past year, healthcare systems, particularly in underserved areas, have been under immense pressure due to factors like COVID-19 recovery, staffing shortages, and financial constraints. I have learned the critical need for adaptive leadership to ensure patient care quality while managing scarce resources. This includes embracing innovative solutions like telemedicine, leveraging community partnerships, and optimizing workflows to maximize efficiency with limited staff and equipment. Furthermore, it’s about advocating for sustainable changes that address systemic inequities, ensuring that vulnerable populations are not only treated but also supported in preventive care to reduce long-term health burdens.
Chuck Nordyke, RN, MSN. President and Chief Executive Officer of Clarinda Regional Health Center (Iowa): Over the past year, I’ve learned that proactive preparedness is essential in three critical areas: IT cybersecurity, AI integration, and provider recruitment and retention.
IT Cybersecurity: Healthcare remains a prime target for cyber threats, making continuous investment in security, staff training, and threat detection crucial. Cyber risks are inevitable — our best defense is staying ahead through prevention and preparedness.
AI Integration: AI enhances efficiency in documentation and analytics, but must support—not replace—human decision-making. Implementing AI ethically and securely ensures it improves patient care without adding provider burden.
Provider Recruitment & Retention: The healthcare workforce crisis demands creative solutions beyond traditional hiring. Strengthening medical school partnerships, offering innovative incentives, and prioritizing work-life balance are key to long-term retention.
Success in these areas requires foresight, adaptability, and strategic leadership. By investing in security, innovation, and workforce stability, CRHC is positioned to deliver exceptional care today while preparing for the future.
Micah Eimer, MD. Associate Chief Medical Officer of Cardiology Division at Northwestern Medicine (Chicago): The biggest lesson for me in the past year is that the pipeline for healthcare workers is dry.
The shortage of skilled workers in healthcare is no secret. Like most complicated problems, the reasons are multifactorial as to how we got here. Both supply and demand for health care workers are moving unfavorably to the market. On the demand side we are ironically a victim of our own success — patients are living longer with disease at the same time that the general population is aging. The supply side is more complicated and includes changes in workforce demographics, attrition of health care workers due to burnout, inadequate training infrastructure and the rise of the “gig economy” shunting workers out of entry level health care positions.
In order to rebuild these pipelines, three things have to happen. First, students need exposure to the variety of healthcare related jobs early in their schooling. Second, high schools should contain curricular elements that result in employable certifications for students upon graduation. Lastly, the healthcare systems need to do a better job of demonstrating the pathway from entry level healthcare job to better paying, more skilled positions in the future.
Cyndy Donato, SPHR, SHRM-SCP. Chief People and Culture Officer of Kootenai Health (Coeur d’Alene, Idaho): I’d have to say that my biggest lesson was the power of meeting leaders where they are. From rounding to leadership development, making our work accessible and easy moves the organization forward faster!
Lindsay Mazotti, MD. Chief Medical Officer of Medical Education and Sciences at Sutter Health (Sacramento, Calif.): Workforce development must align with health system strategy – Over the past year, I’ve learned that addressing workforce shortages requires more than just recruitment — it demands a comprehensive workforce development strategy. Building a sustainable physician pipeline means investing in leadership development, retention efforts, and training programs that align with the evolving needs of healthcare systems. Graduate medical education expansion plays a key role, but only when strategically integrated to support long-term workforce needs, enhance patient care, and create lasting institutional value. Empowering physicians as leaders in this process ensures that workforce initiatives are not only effective but also drive meaningful transformation in healthcare delivery.
Rawle “Tony” Seupaul, MD. Executive Vice President and Chief Physician Executive of Carilion Clinic (Roanoke, Va.): I learned clear, compassionate communication is one of the most powerful tools in leadership. After my first year at Carilion, I saw that targeted, in-person communication – from active listening to providing transparent updates and fostering open conversations – helped build our community. I think it made our clinicians feel supported and more engaged and reminded them that they have an important role in our goals and progress as we navigate the healthcare landscape together.
Omar Hasan, MD, MPH, FACP. Chief Quality Officer of MaineHealth (Portland): The importance of being adaptable in the face of rapid and consequential changes in the healthcare landscape, and the significant value every team member brings to the rich tapestry of healthcare delivery. The pace of change we are experiencing now is unprecedented in our generation and we need the help of every team member to succeed.
Stephen Parodi, MD. Executive Vice President, External Affairs, Communications and Brand, The Permanente Federation and The Permanente Medical Group (Oakland, Calif.): This past year has shown us that there is an undeniable hunger and even demand for a healthcare system that works better for all in the United States. Discussions around value-based care are intensifying as healthcare systems and physicians grapple with rising costs, the need for better patient outcomes, and the shift away from fee-for-service models.
FFS remains the dominant system in the U.S. paying physicians and hospitals a set fee for each health care service provided. This approach rewards volume of services rather than quality and clinical outcomes. Unfortunately, the current approach is leading to higher costs and worse health outcomes. A better system prioritizes the needs of patients and rewards physicians and clinicians for keeping them healthy. Kaiser Permanente’s integrated model, which combines health coverage with medical care, has demonstrated the potential to improve efficiency, effectiveness, and affordability by putting the patient’s health and well-being at the center of every care decision. We need to talk about how we can make the transition to a better place where value matters more than volume.
Catherine Chang, MD. Vice President and Chief Quality Officer of Ambulatory and Clinical Councils at Prisma Health (Greenville, S.C.): Make a list of your priorities in rank order and ensure that your time is dedicated accordingly to both the work and the relationships that move those priorities forward. It’s easy to let lower priority items usurp your time and energy. This is effective for work and home!
John Voight, MSN, RN. Vice President and Chief Nursing Officer of Memorial Hermann The Woodlands Medical Center (Shenandoah, Texas): The biggest lesson I learned in the last year is the critical importance of fostering a culture of accountability to drive sustainable improvements in quality and patient safety. Through initiatives like TeamSTEPPS training, enhanced interdisciplinary collaboration, and strengthened leadership development, I’ve seen firsthand how engagement at all levels translates into measurable outcomes — whether in reducing HAIs, improving compliance with barcode scanning, or advancing throughput efficiencies. However, I’ve also learned that accountability must be balanced with support; ensuring that leaders and frontline staff feel empowered, not just responsible, is key to sustaining progress. This lesson has reinforced my commitment to cultivating a high-reliability culture where safety and excellence are embedded in every decision and practice.
Andrew Buffenbarger, EdD. Chief Compliance Officer of Kirby Medical Center (Monticello, Ill.): The biggest lesson I learned last year was to pay attention to trends and technology advancements in industries outside of healthcare. There is value in finding solutions and paths forward from non-traditional sources, including those industries that are not normally associated with healthcare.
Stacey-Ann Okoth, PhD, DNP, RN. Regional Chief Nursing Officer of Mountain Division at CommonSpirit Health (Chicago): Over the past year, I’ve learned the value of embracing closed doors and unexpected detours. Sometimes, obstacles are exactly what we need to avoid paths that aren’t right for us. I’ve realized that setbacks often lead to better opportunities and the chance to grow in ways we didn’t anticipate. This has reinforced for me the importance of resilience, not just in moving forward, but in recognizing when a change in direction is a blessing in disguise.
Darian Eletto. Chief Clinical Officer of Behavioral Health Services at Bergen New Bridge Medical Center (Paramus, N.J.): As a leader, I’ve learned it is essential to remain steady and composed when faced with imminent change and challenges during the last year. In turbulent times, being calm in the storm not only helps guide the team through uncertainty but also inspires confidence and trust in the direction ahead. Leading with clarity and stability is the anchor that keeps everyone focused and moving forward together.
Shephali H. Wulff, DO. System Vice President of Quality and Safety at SSM Health (St. Louis): Two primary lessons learned related to the work of quality and safety. The first is that leadership commitment and engagement are key to improving care safety and clinical outcomes. Health care is increasingly complex with multiple competing priorities. Strong signals from leadership that provide safe care and continuously improving clinical outcomes are central to our mission to help keep this work at the forefront. Second, the critical importance of reliable processes at the bedside cannot be overemphasized, including the daily review of lines and drains, culture stewardship, antibiotic stewardship, early goals of care discussions for high-risk patients, and awareness of a patient’s insulin needs. Improved clinical outcomes are wholly dependent on robust processes like these at the point of care delivery.
Nancy Beran, MD. Vice President and Chief Quality Officer of Ambulatory at Northwell Health (New Hyde Park, N.Y.): The biggest lesson I’ve learned in the last two years is the importance of investing the necessary time and effort upfront to build a robust and collaborative framework, even when faced with complexity and potentially lengthy timelines. Building our change management framework for a complex matrix organization took longer than initially projected, requiring extensive stakeholder engagement and numerous conversations to ensure alignment. However, this upfront investment has paid off significantly. The framework’s success, driven by strong leadership sponsorship, active participation from various teams, and consistent stakeholder input, has demonstrated that a well-designed and collaborative approach ultimately leads to greater adoption and sustainable change. Witnessing more and more programs and initiatives adopting the framework over the past 18 months validates the power of patience, collaboration, and thorough planning in achieving long-term impact.
Alka Dhankani. Assistant Vice President of Corporate Data Technology at Baptist Health South Florida (Coral Gables, Fla.): Last year, one of our biggest challenges was ensuring high-quality, connected data across diverse healthcare systems. With data originating from multiple sources — such as electronic health records, financial systems, and operational platforms — we continue to face significant hurdles due to differences in standards and inconsistencies. These issues complicate the generation of reliable insights, highlighting the critical need for robust data governance and smarter integration strategies.
As we work through these challenges, we are learning the importance of unified approaches to improve data accuracy and accessibility. Our ongoing efforts focus on enhancing interoperability, standardization, and security measures to ultimately enhance patient care and operational efficiency. This journey reinforces the necessity of a cohesive, data-driven strategy for advancing healthcare outcomes.
Ria Paul, MD. Clinical Associate Professor at Stanford University School of Medicine (Calif.); Chief Medical Officer of Santa Clara Family Health Plan (San Jose, Calif.): The biggest lesson I learned is the need to have alignment with payers and healthcare delivery systems, removing silos to have seamless flow of information to assist in various functionalities of care coordination, gap closures for various quality metrics. It is a culture change for the payer and the delivery side to function in a tandem manner. The process of working towards a common goal is imperative. Payers can also support the activities on the healthcare delivery side. Change happens at the speed of trust, optimistic of strong collaborative partnerships between payers and delivery systems in the near future
Hiral Patel. System Director of Innovation Action and Enablement at Endeavor Health (Evanston, Ill.): The biggest lesson I learned this past year is that true innovation in healthcare requires both vision and operational discipline. The industry is at an inflection point — AI, digital transformation, and new care models hold immense promise, but their impact depends on thoughtful implementation and stakeholder trust. Through leading initiatives in ambient documentation, robotics, and virtual nursing, I’ve seen that even the best technology falls short without the right workflow integration and change management. This has reinforced that innovation isn’t just about what’s possible — it’s about what’s sustainable and scalable in real clinical environments.
Mark Behl. President and CEO of NorthBay Health (Fairfield, Calif.): This past year was my first as NorthBay Health’s Chief Executive Officer, and I’ve learned so much in the last 12 months. One key lesson that resonated with me is the importance of listening. To be an effective leader and truly deliver for patients and team members, it’s essential to listen – to understand their needs, what matters to them, and how we can work together to achieve our goals. Throughout my first year, I engaged with the diverse communities across our region, and I heard firsthand their desire for accessible, high-quality care closer to home. I also heard from my employees, who expressed that they want to feel more connected to our organization’s mission and the strategic decisions that we’re making as leaders. This feedback was instrumental in shaping many of the key decisions we made in 2024, including the expansion of our ambulatory footprint and the launch of a new mission, vision, and values. We look forward to continuing to execute these initiatives and listening to our communities, ensuring we meet their evolving needs.
William Munley. Market Administrator of Southeast Administration at Shriner’s Children’s (Greenville, S.C.): There are many challenges facing healthcare these days. Among the many issues are lower reimbursements, more uninsured patients, staff shortages, workplace violence, services being cut, and hospital closures. I have learned over the past year just how important it is that we create formal – and informal – relationships with one another as healthcare leaders to soften the blow. These relationships may include everything from CINs and Super CINs, to telehealth agreements, to value-based networks and shared referral systems. These alliances will help us better serve patients with complicated and often costly procedures. At Shriners Children’s Greenville, we have reached out to healthcare and community organizations alike to do exactly that, with wonderful results. We must collaborate as much as possible to provide the highest level of care to those who need specialized services the most – at the greatest value possible.
Theresa Drye. System Vice President and Chief Human Resource Officer of Rowan University (Glassboro, N.J.); Chief Administrative Officer of Virtua Health College of Medicine and Life Sciences: Healthcare leaders are experienced working through shifting financial, regulatory, and technological changes. A concerning change that we have not found a solution for is the unprecedented increase in workplace violence for our healthcare workers. Workplace violence began increasing in 2011 and is more than triple the rate of most industries.
Our healthcare workers already face long hours and difficult working conditions caring for patients and their families. We correctly heralded them as heroes in 2020 but now many are suffering from anxiety and depression related to fear for their safety. The public thinks of healthcare workplace violence as the external actor who enters the facility and is later seen on the local news. We add security and metal detectors, and we attempt to make the ED safer or register visitors to make the floors safer.
These safety improvements are important but 84% of workplace violence including verbal and physical aggression is committed by our patients with 50% of them presenting with mental health challenges. There is no universal strategy for providing a safer work environment. However, I would suggest that we need to provide the same focus on employee safety as we have to patient safety. It is just the right thing to do.
Vi-Anne Antrum. Senior Vice President and Chief Nursing Officer of Cone Health (Greensboro, N.C): The biggest lesson I learned was to bias towards grace with myself and others last year. Cone Health integrated into Risant Health which is amazing and it created additional demands of us all to accomplish. I was asked to take on several other large bodies of work like supply improvement for the enterprise and our employee engagement contract center while having personal challenges with my elderly parents’ care. You cannot control what happens sometimes and you can control how you react and respond. The world occurs differently for people based on what is happening around them and to them. Having a lens of grace allows me to respond with empathy and move to a place of partnership so we can accomplish all that needs to be done. It helps me re-center and reflect so I can show up as the best version of myself to serve others.
Shakira Henderson, PhD, DNP. Dean of College of Nursing; System Chief Nurse Executive of UF Health (Gainesville, Fla.): The biggest lesson I have learned in the last year is the importance of adaptability and resilience in leadership. Navigating the ever-evolving landscape of healthcare and nursing education has reinforced that success requires not only strategic vision but also the ability to pivot in response to challenges. Whether addressing workforce shortages, enhancing student success, or driving innovation, I have seen firsthand that flexibility and a solutions-oriented mindset are critical. Most importantly, I have learned that true leadership is about empowering others — supporting faculty, staff, and students to thrive even in uncertain times. This lesson has strengthened my commitment to fostering a culture of collaboration, growth, and excellence in all that we do.
Joel George, MSN, RN. Executive Director of Retail Services at AdventHealth Parks & Training Center (Altamonte Springs, Fla.): The biggest lesson I learned in the last year is that retail healthcare’s success within a large healthcare system hinges on balancing consumer convenience with operational sustainability. As systems integrate urgent care, primary care, specialties, and virtual health under one retail-focused model such as the AdventHealth Health Parks , the challenge is maintaining quality while meeting consumer expectations for speed and accessibility. Trends indicate that patients increasingly demand frictionless experiences, seamless digital scheduling, transparent pricing, and retail-like service standards. Health systems that fail to adapt risk losing patients to disruptors who prioritize convenience over traditional care models. The future of retail healthcare will belong to organizations that blend hospitality-driven consumer engagement with scalable, tech-enabled care delivery.
Tomi Kolade, MBBS. Assistant Chief Medical Information Officer of UTHealth (Houston): Leadership isn’t defined by a title but by impact. True leadership means empowering others, fostering collaboration, and driving meaningful change. By prioritizing mentorship, active listening, and uplifting those around me, I’ve seen real transformation. Leadership is about responsibility, continuous learning, and serving with purpose — aligned with strategic goals and institutional vision.
Trevor Bennett, MSN, RN. Associate Vice President of Acute Care Operations at Providence Swedish (Renton, Wash.): In the past year, I’ve had my belief reinforced that leadership requires continuous adaptation to meet the evolving needs of both individuals and teams. This has become especially evident as we’ve navigated various organizational challenges. I’ve learned that being present — whether through offering guidance or empowering others to take initiative — is at the core of effective leadership. Furthermore, I’ve reinforced the idea that setbacks are opportunities for growth, provided we maintain a focus on long-term objectives. This reinforced lesson has deepened my commitment to prioritizing collaboration, adaptability, and resilience in how I lead.
Sean Fadale. President and CEO of Nathan Littauer Hospital and Nursing Home (Gloversville, N.Y.): You have to be tenacious in validating data and measuring your progress regularly. This is true because very often in healthcare the immediate gets ahead of the important and our attention can quickly drift to the crisis or issue of the day and we can lose sight of what our meaningful objectives and outcomes can suffer. As leaders we have to cultivate a team that focuses on dealing with the day to day but purposefully carve out time to review and execute on the overall strategy of the organization. This requires trust and accountability in your leadership team and this also needs regular attention.
Steve Smith. Assistant Vice President of Enterprise Contact Center and Access at Inova Health System (Fairfax, Va.): 1. Change is hard, including implementing new technology. This is the case even if the goal is to increase patient access to the system and unburden team members.
2. Not everyone is ready for change, so having a robust communication plan is essential. I tried to be inclusive of others throughout the process. I also spent a significant amount of time repeating the how, why, and when of our approach.
3. Employing new technologies is a marathon not a sprint. Things take time, mistakes will be made, and everyone does not have the sense of urgency as you do. Having documentation, delegation of work, and holding team members and vendors accountable is crucial.
Cassandra Dike, DNP, RN, NEA-BC. Former Executive Vice President and Chief Nursing Officer of Children’s Health (Dallas): In 2024, the most significant lesson I learned was the importance of empowering nurses at the bedside and leveraging their expertise to drive process improvements. By giving nurses more time at the bedside and allowing them to inform how we led process improvements, we were able to enhance the quality of care provided. This past year, our leadership team invested in a management system that utilized data to dictate staffing and reduce hospital-acquired conditions. Although balancing staffing and workload might seem obvious, the industry has lagged in shifting away from hours per patient day and ratios to workload-based assignments. This approach enabled nurses to have the necessary time to perform all assessments, ultimately improving patient outcomes. Additionally, when we began sharing data and seeking input on prevention bundle reliability, it was the bedside experts who had the best ideas on how to apply and improve, rather than those of us in the boardroom. The ‘why’ with this lesson is easy, and better outcomes for patients!
Heather W. Miller. Assistant Vice President of Corporate Counsel Senior at MultiCare (Tacoma, Wash.): The biggest lesson I’ve learned in the last year is the importance of adaptability and resilience in leadership. As an in-house healthcare attorney, navigating constant change – whether regulatory shifts, industry disruptions, organizational challenges, or personal obligations – requires the ability to pivot quickly while maintaining strategic clarity. The ability to remain steady during uncertain seasons is key to personal success and the success of the communities and organizations we serve.
Tiffany Miller. CEO of Yoakum (Texas) Community Hospital: The most significant lesson I’ve learned this past year is the critical role of adaptability in healthcare leadership. The field is constantly evolving, with new regulations, technological breakthroughs, and shifting patient expectations. Leaders must be agile and receptive to fresh perspectives and different approaches. By embracing change and encouraging a culture of innovation, our team at Yoakum Community Hospital has successfully overcome obstacles and maintained our commitment to delivering exceptional care to our patients.
Mayank Shah, MD. Vice President and Chief Medical Officer of Advocate Condell Medical Center, Advocate Health (Charlotte, N.C.): Reflecting on this question, there were many lessons learned last year. The biggest one relates to the ecosystem of healthcare. In traditional business practices, we see risks and threats when it comes to competition. Sometimes, we feel empowered and opportune when our competitive partners are struggling. We feel that it can be a formula for organic growth and capture of market share. However, in health care the dynamics are complex. Healthcare delivery systems today are not just catering to healthcare needs, but also community wellness. The lesson learned is that when one system is struggling, the other systems will have to bear the burden of meeting not only health care needs but the community needs. We need to put aside our competitive differences and come up with ideas of collaboration and partnership. Supporting and helping each other is the best way to keep the market healthy for all players. Just as team work is important for our operational teams, this team work is profoundly important for our health industry and community.
Dani Hackner, MD. Chief Clinical Officer of Southcoast Health System (New Bedford, Mass.): In the challenged communities that hospitals and health systems serve, we at Southcoast Health have learned to take the I out of RACI matrices to keep our providers, staff, and community informed first. Even before we begin our planning “ARC” of accountability, responsibility and consulting stakeholders, this year we have ploughed the field with data and stories. Being ‘informed’ is not an email or a print-and-post. Before we roll out a project, have we shared the “5 Whys”? Before we mitigate a serious event, have we shared the “fishbone” of underlying causes-and-effects? This year we have been informed first.
To keep staff informed first, we have talked to our people in-person — especially primary care doctors and allied providers whose hectic office work ironically tends to create isolation from the broader staff. We have also given voice to our fast-moving subspecialty industry leaders such as our Advanced Joint center surgeons, structural heart and vascular interventionalists who offer models for excellence, clinical research, and value-based care that we spread. We have educated external affiliates and partners such as medical schools and colleges on our capabilities for teaching, training, and research collaborations. Lastly, we have extensively applied robust, validated visualizations from board to frontline staff to keep all informed daily.
This informed-first strategy fits well with our goals to eliminate frictional challenges, speed internally-driven performance, and create trusted project “ARCs.” In the midst of the worst flu season in possibly seven years, leaders have nurtured rising engagement scores and stable HCAHPs with staff managing higher throughput and even higher efficiency. Primary care and urgent care leaders have broadened involvement in safety, professional practice and population health. Even post-acute networks have responded positively to data transparency and validated information. The biggest lesson this last year is that by taking the I out of RACI, health systems can improve internally driven performance. An informed-first strategy ploughs before seeding.
Aaron Kinney. Chief Operating Officer of Children’s Specialty Group at Children’s Wisconsin (Milwaukee): Over the past year, I’ve learned that agile leadership — one that not only reacts but proactively anticipates change — is essential in today’s dynamic healthcare environment. Rapid technological advancements and shifting patient expectations have underscored the need for robust digital transformation and data-driven decision-making. This period has reinforced the importance of fostering a resilient, collaborative culture that unites clinical expertise with forward-thinking operational strategies.
Ian Jasenof, MD. Chief Medical Officer of Mile Square Health Center, UI Health (Chicago): We have had a very successful journey further refining integrating clinical integration into our practice. Our UDS (Uniform Data Set) has equaled or surpassed national benchmarks. This data is required to be submitted yearly to HRSA. Incorporating our navigation program has further enhanced our efforts to improve our QI outcomes and the ROI is self-evident. We look forward to exploring AI in our QI initiatives to help mitigate variance and abide by current standards of care in chronic disease management.
Luis Taveras, PhD. Senior Vice President and Chief Information Officer of Jefferson Health (Philadelphia): The most significant lesson I’ve learned is that AI is no longer a concept of the future — it’s here and making a real impact. Given this reality, it is crucial to establish a robust governance model to guide our AI investments and implementations. Additionally, we must effectively manage the growing demand for AI-driven solutions from our clinicians, administrators, and leadership team. The key questions that we must answer are:
- How do we ensure AI solutions align with our organization’s strategic goals and ethical considerations?
- What governance structures and policies should we establish to oversee AI implementations effectively?
- How do we balance innovation with risk management, ensuring AI solutions are safe, fair, and compliant?
- What frameworks should we use to evaluate AI vendors and technologies for security, privacy, and bias?
- How do we educate and engage stakeholders in AI adoption while managing expectations?
- What mechanisms should we put in place for continuous monitoring, accountability, and improvement of AI solutions?
Amod Sawardekar, MD. Associate Chief of Anesthesiology, Program Director of Pediatric Anesthesiology Fellowship and Director of Perioperative Services at Phoenix Children’s: As Phoenix Children’s has continued to experience impressive growth, we have faced changes including increasing surgical volume, integrating new technologies, onboarding new staff and adjusting workflows to enhance patient safety and efficiency. I’ve learned that staying flexible, embracing change and maintaining clear communication are critical to ensuring smooth operations and delivering the highest level of care to our pediatric patients. In the fast-paced perioperative setting, challenges can arise unexpectedly from schedule adjustments to complex patient cases. Pivoting quickly while maintaining focus on patient safety and team collaboration has been key to successfully navigating these changes. Embracing adaptability has made me a stronger team member and has helped create a more resilient and efficient perioperative environment.
Steve Purves. President and CEO of Valleywise Health (Phoenix); Claire Agnew, CPA, MBA. Executive Vice President and Chief Financial Officer of Valleywise Health (Phoenix); and Michael White, MD. Executive Vice President and Chief Clinical Officer of Valleywise Health (Phoenix): In the last year, Valleywise Health opened a new 10-story acute care hospital and moved over 200 patients in one day in June. The biggest lesson learned? That constant planning, drilling and scenario analysis pays off. This combined with the outstanding dedication displayed by our employees and medical staff resulted in the entire move taking place safely for all patients in less than12 hours, well below the estimate of 16 hours. This could not have happened without a culture of patient safety and a dedicated workforce committed to our mission to provide exceptional care, without exception, every patient, every time.
Hazelin Ngan. Chief Experience Officer of NYC Health + Hospitals/ Community Care: I have learned that people won’t fully buy in unless they connect with your ‘why’ — and that’s the foundation of a high-trust culture. You can be clear about what needs to be done and how to do it, but without a shared purpose that resonates, engagement remains surface-level. As chief experience officer, I see every day how staff experience directly impacts patient experience—when employees feel valued, aligned, and connected to the mission, they provide better care. I’ve learned that when my ‘why’ aligns with others’ personal ‘why,’ trust deepens, and our collective impact multiplies. Leading with purpose first not only strengthens teams — it transforms the way we care for each other and our patients.
Michelle Watson. Chief Nurse Executive and Senior Vice President of Clinical Operations at Lifepoint Health (Brentwood, Tenn.): The biggest lesson I learned in the last year is the power of persistence – staying the course even when challenges seem insurmountable. In healthcare, the landscape is constantly shifting, and meaningful change takes time. Whether tackling workforce retention, implementing new care models, or driving quality initiatives, progress does not happen overnight. Staying grounded in our mission and refusing to give up has been critical to sustaining momentum, because the work we do directly impacts the lives of the patients and the communities we serve.
Tamara M. Campbell, MD, PsyD. Executive Director of VHA Office of Mental Health at U.S. Department of Veterans Affairs (Washington, D.C.): The biggest lesson I’ve learned this year is that every day, consistently showing up for my team has been invaluable. This deposit of emotional investment is analogous to “having money in the bank.” Showing up for my team every day in small ways is building long lasting trust within my team. It’s imperative that I lead with transparency regardless of the situation individual team members and our overall organization is facing. I’ve heard firsthand and indirectly that my employees respect me when I level with them, even when the answer is “I don’t know.” My team is showing up for me amid ever changing times, in the most amazing way.
Annie Thomas-Landrum, MSN, RN. Chairman of the Board of Sunshine Community Health Center (Talkeetna, Alaska): Does the first quarter of 2025 count as a year? Because wow! It feels like every month has been its own little mini year. For me the lesson has been pretty hard to miss: EVERYTHING can change…and change very quickly.
It has reminded me of the big earthquake we had in Alaska in 2018. You can feel when it’s going to be big as it starts. And the genesis of this one had me madly running up the stairs, trying to get to my kids two floors above me. Rapidly, the movement became so intense, I was trapped halfway up the first flight, listening to everything crash above me, screaming for my children to get under something. And the thing I remember the most vividly is how the walls rippled. Life changes when what you perceive as most foundationally solid suddenly becomes fluid. And that’s what these last few months have been for me, and in so many ways, for our organization.
But in the midst of all this flux, it has become equally apparent that we can stand firm in the community we build together. I am so proud of the way our team has coalesced around our mission, and around the culture of care we have painstakingly invested in. I have seen the strength we achieve when we look out for each other and for the patients we serve. When we advocate with a united voice, when we proactively look to creative solutions, and when we intentionally and strategically prepare to keep on keeping on, no matter what the future throws at us.
So let the quakes come. Let the foundations ripple. We are the heartbeat of our mission. And in our unity, we stand.
Mark Coticchia. Corporate Vice President of Innovation at Baptist Health South Florida (Coral Gables, Fla.): Organizations that embrace a culture of innovation also develop a culture of resilience. The roots of innovation lie in confronting problems and engineering solutions. In developing this innovation mindset and the associated skills, people seem to have more confidence that a problem is yet another opportunity to come up with a solution. It is interesting and satisfying to watch this cultural transformation take place.
Elham Yousef, MD. Vice President and Chief Clinical Integration and Specialty Care Officer at Hackensack Meridian Health (Edison, N.J.): Over the past year, I have gained valuable insights that have shaped my approach and strengthened my growth focused mindset. The biggest lessons I have learned are;
1. True leadership is not about knowing the right answers, but more about getting others to believe in it, commit to it and execute on it.
2. Without a strong, well defined and well communicated vision, even the best strategies fail due to lack of alignment. The stronger the vision, the easier it is to align teams, make decisions and motivate the collective focus.
3. Assume that not everyone sees the bigger picture. It is critical to get the buy-in and ensure alignment across stakeholders. Change imposed from the top-down without stakeholder involvement almost always fails. Slow down, explain the “why,” translate vision into action, empower frontline teams and local champions.
4. Standardization is critical to building a high performing system. It is foundational to achieving clinical excellence, quality outcomes, operational efficiency, cost containment and superior patient outcomes. Siloed and fragmented teams are costly and usually leads to inefficiency, inconsistent outcomes and higher administrative burden.
5. Financial sustainability requires a well defined care delivery model and operating model. Organizations that fail to define and execute a structured care (how care is organized, coordinated and delivered across the system) and operating model (how the system is structured, governed and financially managed to support the care delivery model), will struggle to remain financially viable.
6. Adoption of new technologies, data analytics and AI is the real challenge. In spite of the massive potential of predictive diagnostics, personalized treatment,
chronic disease management, precision medicine, operational and financial efficiencies, patients and healthcare professionals satisfaction and many more, change management remains a bigger barrier. Innovation only works when the people using these technologies believe in it.
7. To ensure long term success, disruption must come from within. Because healthcare is dynamic and requires ongoing adaptation to policies, economic shifts and technological advances, we must disrupt from within. Creating a culture of continuous improvement, adaptability, establishing agile decision-making, investing in leadership development, and embracing cross functional collaboration, are essential to effectively plan and proactively anticipate external disruptions.
8. Finally, mental and physical energy must be managed wisely, not just time. These finite resources should be managed wisely. We need to give ourselves permission to pause. Even the strongest minds need time to reset. Pushing through challenges without ” intentionally” pausing to reset leads to mental and physical exhaustion.
Michael Wukitsch. Chief People Officer of Lee Health (Fort Myers, Fla.): Change is often viewed as an event, but it’s really a process of transition that occurs before, during and after the event and goes on for some time. While tremendous planning goes into the event (or go-live), the true test of resiliency comes after the event and requires skills in managing change and addressing the implications of the change on stakeholders, operations and culture.
We changed our governance structure from a public non-profit entity to a private non-profit entity and are still in the process of transition and understanding its implications. We are learning along the way and adjusting as we learn. While there has been tremendous ambiguity, our transition so far has been a tremendous adventure that is positioning us for the future and teaching our organization about agility and systems thinking.
Lynly Jeanlouis. Senior Director of Quality at Episcopal Health Services (Far Rockaway, N.Y.): I couldn’t narrow it down to just one, so I’d like to touch on a few Key lessons from the past year:
AI and Human-Centered Care – While AI enhances efficiency and decision-making, it cannot replace the empathy and personal connections that define quality care. Technology provides valuable insights and automation, but the human touch — our ability to listen, understand, and respond with compassion — remains essential. Balancing innovation with a human-centered approach ensures that AI serves as a tool to support, rather than replace, meaningful patient interactions.
Health Equity and Closing Care Gaps – Disparities in healthcare access and outcomes remain a significant challenge. Addressing these gaps through value-based contracts that focus on HEDIS measures can improve quality, preventive care, and patient outcomes. Public health efforts should prioritize reducing disparities by addressing social determinants of health, advocating for policy changes, and ensuring that vulnerable populations receive the care they need.
The Importance of Data-Driven Decision-Making – Leveraging accurate, comprehensive data is essential for improving public health strategies, predicting health trends, and allocating resources effectively. Ensuring data transparency and integrity helps drive better patient outcomes and system-wide improvements.
Community Engagement Strengthens Public Health Initiatives – Effective public health solutions require trust and collaboration with communities. Involving local leaders, listening to community needs, and implementing culturally competent approaches can enhance health interventions and policy adoption, leading to sustainable, meaningful change.
Mental Health is Just as Important as Physical Health – Addressing both patient and provider mental health is critical. Rising rates of anxiety, depression, and burnout highlight the need for integrated mental health services, workplace well-being initiatives, and expanded access to mental health resources.
Karmen Fittes. Chief of Human Resources at UVA Health (Charlottesville, Va.): The biggest thing I learned last year is focusing on the HR basics to ready the workplace for the future.
The rate of change in our workplaces feels to be more rapid than ever before with new technologies, unprecedented growth, and labor shortages. One thing I learned last year is through mastering the basics of human resources – recruitment, compensation, learning, performance management, engagement, policy and relationships – we also facilitate positive change. When we focus on the HR basics to make the employee experience the very best it can be, first and foremost, we build a solid foundation to prepare the workplace for the future.
Michelle Stansbury. Associate Chief Innovation Officer and Vice President of IT Applications at Houston Methodist: We have had some key infrastructure learnings that started during the COVID pandemic when we ramped up virtual care services. Since then, we’ve paved the way for a virtual care “highway” to make it easier for our patients, providers and devices to seamlessly deliver care at Houston Methodist. From connected care platforms to link our EHR to remote patient monitoring and telemedicine to cloud scalability to ensure secure, scalable and reliable real-time data access and more, these infrastructure developments and innovations are not only an investment in technology but also an investment in our patients.
Monica Schiller. Vice President of Operations, Clinical Services Lines and Ambulatory Services at Children’s Minnesota (Minneapolis): The biggest learning over the last year is not underestimating the importance of supporting teams with solid change management and resiliency skills. In healthcare, there is such a delicate balance between executing on work that ensures financial and operational viability and leading teams in a way that builds engagement and autonomy to improve. This year, in particular, there are significant dynamic shifts in our respective business models as well as changes at both the federal and state levels. Combined, those forces really increase the degree of difficulty in the healthcare space and compromise the balance we ask of our teams and leaders. At Children’s Minnesota Clinical Service Line and Ambulatory Division, we have spent the last year focusing on what it means to be resilient and to lead your teams with resiliency while safeguarding against fatigue and burnout. We are furthering the dialogue this year with how to be more agile and nimble and to rise amid adversity and challenge. Those skills are more important than ever if we are to accomplish our goals as an organization and ensure sustainability in our mission to serve children, their families, our teams and the communities we serve.
Julia Mason, DNP. Senior Vice President of Patient Care Services and Chief Nursing Officer at Brigham & Women’s Hospital (Boston): This past year has only affirmed for me how important it is for nursing to have a voice alongside other decision-makers to ensure patient care remains at the forefront as healthcare evolves at a rapid pace. Our presence in key discussions during challenging times allows for informed decisions that prioritize quality care delivery and operational efficiency. Ultimately, empowering nurses and nursing leaders not only strengthens healthcare systems, but also ensures patients and families receive the highest standard of care.
Carla McManus, RN, BSN. Chief Nursing Officer of Massac Memorial Hospital (Metropolis, Ill.): The biggest lesson I learned last year is to meet my employees where they are. I have found most, if not all of my employees, simply want to be heard. If I respectfully and actively listen, then I get an amazing person on the other side who is willing to work with tireless compassion when caring for our patients. Even as the CNO, the biggest piece of my heart is dedicated to patient advocacy.
Irene Bolis. Administrative Clinic Director of Neurosciences Institute at Atrium Health (Charlotte, N.C.): As we all know, COVID has significantly impacted employee retention and highlighted the importance of workforce resilience. Healthcare settings are facing unprecedented turnover and burnout rates, posing a major challenge for healthcare systems. Investing in the next generation workforce, promoting teammate well-being, and recognizing and developing talent directly influence patient care and operational success. In a rapidly growing health system, building trust and engagement with teams is essential. The best leaders may not always have all the answers or be the most strategic, but they understand that leadership now requires more emotional intelligence than ever before.
David Marcozzi, MD, MHS-CL. Chief Clinical Officer of University of Maryland Medical Center; Associate Dean of Clinical Affairs at University of Maryland School of Medicine (Baltimore): I have learned — and continue to be reminded — that change in healthcare is a constant reality. To navigate this dynamic environment effectively, we must be both strategically proactive and rapidly responsive. Our healthcare landscape is shaped by factors such as new technologies, evolving patient needs, regulatory changes, and emerging health threats. Data-driven planning helps us create clear roadmaps for achieving our goals while optimizing foundational systems and processes. Building from this, and equally important, is the need to respond to challenges promptly. This readiness ensures our patients, community, and team members have confidence in UMMC. Embracing this dual approach has been one of my most valuable lessons over the past year.
Sheralee D. Petersen. Assistant Vice President of Clinical Programs at Intermountain Health (Salt Lake City): In the past year, I’ve learned that aligning incentives, fostering cross-enterprise collaboration, and assuming good intent are essential ingredients for driving meaningful improvements in healthcare. When incentives are aligned across stakeholders, from clinicians to administrators, it creates a unified sense of purpose that accelerates progress. Cross-enterprise collaboration ensures that all perspectives are considered, helping to bridge silos and encourage innovative solutions. Finally, assuming good intent fosters trust and open communication, which is critical when navigating complex challenges. Together, these principles create a powerful foundation for enhancing patient care while advancing stewardship goals.
Jeff Flaks. CEO of Hartford HealthCare (Conn.): Fixing the fractured healthcare system requires innovation that goes far beyond incremental improvements — it’s about reimagining what’s possible. Every new development, tool and technology is an opportunity to improve healthcare access. AI-driven solutions are redefining how we engage with patients, offering real-time answers and guidance. Machine learning can speed up and improve scheduling functionality for patients and providers. Apps that integrate secure video chat capability, and access to update and query a patient’s electronic health record can make the promise of on-demand care a reality. By embracing these advancements, we can create a more connected, affordable, and patient-centered healthcare system that truly meets the needs of today and the future.
Zachary Lenert, MSN, RN. Vice President of Integrated Care Management at Sharp HealthCare (San Diego): The Biggest Lesson I Learned in the Last Year: Connecting the ‘Why’ to Drive Sustainable Change: If the past year has reinforced anything for me as a healthcare leader, it’s that change is more fluid and inevitable — change without clarity, purpose, and focus is unsustainable. Connecting the why when driving change continues to be at the forefront of healthcare change management.
In complex hospital and health system environments, change is often met with resistance — not because teams lack adaptability, but because they are overwhelmed by competing priorities and unclear expectations. Change cannot simply be mandated; it must be methodically integrated by ensuring teams understand why it matters, how it aligns with daily work, and how it improves outcomes for patients, staff, and the organization.
In healthcare, where burnout and capacity constraints are constant challenges, focusing on what truly matters — eliminating the noise and concentrating efforts on the most impactful initiatives.
I find it helpful to ask three questions when embarking on change:
- Are we asking our teams to take on too much at once?
- What are the critical priorities the change is aimed to address?
- How do we ensure that leadership and frontline teams are aligned in focus?
Looking Ahead: Change Must Be Sustainable, Not Just Strategic
The biggest takeaway from this past year is that change cannot be only executing strategic initiatives — but leading sustainable change by respecting team capacity, prioritizing what matters most, and connecting change to its purpose. Aligning change with a clear why, we empower teams to embrace transformation rather than endure it.
Nirmit Kothari, MD,. Associate Chief Medical Officer of Baptist Memorial Hospital – Memphis (Tenn.): Like many other acute care hospitals, we encountered a substantial challenge with our capacity and patient flow. In our pursuit of enhancing patient flow and outcomes, several pivotal lessons emerged that significantly contributed to my professional growth.
Firstly, the establishment and nurturing of a positive culture centered around principles of respect, humility, and empathy are paramount. These principles foster trust among staff and leadership.
Secondly, increasing awareness among frontline staff regarding the underlying reasons behind “macro” goals is crucial. Once there is trust and better understanding of “why”, it is important to develop “micro” goals at the frontline level that adhere to the SMART framework (Specific, Measurable, Achievable, Relevant, and Time-bound).
Furthermore, maintaining a consistent sense of urgency, regular focus on process improvement, and timely recognition of achievements are essential components of success.
Elizabeth Wako, MD. President and CEO of Swedish Health Services (Seattle): The biggest lesson I learned in the last year is to “expect the unexpected” – a phrase famously attributed to Oscar Wilde. Life and work (especially the current health care environment) often throw unforeseen challenges our way, making adaptability and resilience crucial. By helping the team embrace this mindset, we’ve all become better prepared at handling surprise obstacles. Now we can take on new challenges with confidence, flexibility and a positive attitude.
Sandra Scott, MD. Interim CEO of One Brooklyn Health (N.Y.): A lesson reinforced in 2024 is that resilience alone is not enough to thrive in healthcare. Sustainability, excellence, and growth require a forward-thinking strategic plan, creative problem-solving, and strong collaboration. With financial challenges, staffing shortages, and shifting patient needs, simply pushing through isn’t enough; we must be innovative and embrace change. That means improving the way we work, making smarter use of resources, and creating an environment where both staff and patients feel supported. Success isn’t just dependent on adapting to change — success comes from taking the lead and shaping what comes next.
Randy Harmatz. Senior Vice President and Chief Quality Officer of Nicklaus Children’s Health System (Miami): The biggest lesson I’ve learned over the past year is the value of fostering and encouraging a culture of open communication and psychological safety within our teams, from the Board room to the bedside. Ensuring that all team members, from frontline staff to leadership, feel comfortable speaking up about concerns without fear of retribution or judgement is critical to preventing errors, fostering teamwork, and improving patient outcomes.
This lesson stands out because safety concerns often result from a lack of communication — whether it’s hesitation to voice concerns about personal safety, delays in identifying problems, or reluctance to report near misses. When teams embrace a culture where feedback is encouraged and valued and solutions-focused, it enables a more proactive approach to patient and workplace safety.
Ngozi Ezike, MD. President and CEO of Sinai Chicago: Teamwork! You have to have the right team to get your organization where you want it to go. I’ve learned to lean into the dedication, talent and expertise of my team. Effective delegation is a learned skill, and critical for successful leaders.
Petrina Martin, MBA. Vice President of Community Engagement and External Affairs at Boston Medical Center Health System: At BMC Health System, we are committed to working with and for our communities to co-create innovative programs and solutions that address barriers to overall health and wellbeing for our patients, members, and communities. Throughout the process of bringing Good Samaritan Medical Center and St. Elizabeth’s Medical Center into our health system, engaging with the community been a constant through line to our work. We’ve gained so many key insights that have shaped our approach and improved our ability to serve those who come to us for care. For me, this integration process has reaffirmed how deeply vital our community partners are to transforming the future of care and improving access.
Patricia McClure-Chessier, MBA, MPA. Chief Healthcare Executive Leader of Streamwood (Ill.) Behavioral Healthcare Hospital: In order to maximize the patient care experience, this past year, we extended supportive training to custodial staff. As a result, the hospital achieved higher scores on the Culture of Patient Safety Survey and patient satisfaction outcomes.
Cherie Smith, PhD, MBA, RN. President of Dublin Methodist and Grady Memorial Hospitals at OhioHealth (Columbus): The biggest lesson I’ve learned in the past year is the power of a shared commitment to the organization’s vision and mission. As we began our High Reliability Organization (HRO) journey, we have enhanced our communication, strengthened collaboration, and embraced a more cohesive approach to advancing quality and safety. Where we once operated in silos, we are now moving forward together with a unified approach. As we continue to navigate the complexities of delivering exceptional patient care, HRO has fostered a culture of accountability, continuous improvement, and increased staff engagement. Ultimately, this ongoing transformation should reduce significant safety events, enhance patient experiences, and improve staff retention.
Ramin Davidoff, MD. executive medical director and board chair for the Southern California Permanente Medical Group, board chair and CEO of The Southeast Permanente Medical Group and of the Hawaii Permanente Medical Group and co-CEO of The Permanente Federation (Oakland, Calif.): As a high-performing medical group, it’s important that we continue to adhere to and invest in our value-based model of care delivery. We must also innovate in order to thrive in the face of disruptive forces within the health care industry, including physician shortages, an aging population and an increasing incidence of chronic disease. Additionally, we need to provide physicians with the appropriate autonomy and control necessary to practice and lead and leverage technology in a simplified manner to support them.
Mehdi Shishehbor, DO, MPH, PhD. President of University Hospitals Harrington Heart & Vascular Institute (Cleveland): A lesson we at University Hospitals Harrington Heart & Vascular Institute (UH Harrington HVI) learned in 2024 — and continue to learn – is the abiding power of compassion in our work. Our experiences in the last year have clearly shown us that a compassionate approach helps us all, both caregivers and patients, achieve the positive health outcomes we all seek. When healthcare is relational instead of transactional, caregivers do their best work. Patients, in turn, benefit from more engaged, humane care, enhanced by a personal connection. The healthcare industry still has a ways to go, as many still take an “all-business” approach, viewing patient encounters as more transactional than relationship-based. But we have chosen to go in a different direction to stay true to our values. This decision is validated every day in our encounters with patients, both in person and through patient surveys. It’s clear from every metric that patients crave relational, compassionate care. And this is not just lip service. To advance our culture of compassion among our 2,000 caregivers at the UH Harrington HVI, we’ve launched a new wellness program that supports them in their journey to be healthy, happy, compassionate and empathetic. We believe that a thriving workplace starts with thriving individuals. With our caregivers as their guides, our patients can expect even better health outcomes because they will be treated by caregivers who are working at their personal best, in an environment where all can flourish.
Todd Schaffer, MD. President and CEO of Sanford Health Bismarck (N.D.): The biggest lesson I’ve learned this past year is that meaningful change requires a marathon mindset, not a sprint. Real progress takes time, discipline and endurance. We’ve seen firsthand that staying the course is what drives lasting success. We have great leaders who work tirelessly, and their dedication is paying off. The results we’re seeing today didn’t happen overnight—they’re the product of persistence, trust in our strategy and a commitment to the long game on behalf of the patients and communities we serve.
Christopher Douglas, EdD. Houston Market CEO of River Oaks Hospital & Clinics and East Houston Hospital & Clinics: As I reflect on 2024, one key theme remains central—our continued focus on people, both our employees and the patients we serve. At the heart of any successful organization is the ability to recruit, hire, and retain a diverse pipeline of both emerging and seasoned talent, while also investing in the growth and development of our current team. It is our people who shape the culture, drive our mission forward, and create an environment centered on accessibility, availability, and delivering quality care to every patient.
This commitment to people was a driving force behind the re-launch of our mobile radiology business – Advanced X-Press X-Ray. By bringing radiology services directly to the bedside of long-term care patients, we are improving access to care, reducing wait times, and advancing health equity—all while enhancing the quality of care delivered. This initiative reflects our broader goal of ensuring that both our employees and our patients remain at the center of everything we do.
William Morice II, MD, PhD. President and CEO of Mayo Collaborative / Mayo Clinic Laboratories (Rochester, Minn.): A big lesson I’ve learned in the last year is understanding when to push through barriers to innovate and when to pause, rethink and reconsider. While it’s true that true innovation by its very nature necessitates change which may be uncomfortable, making innovations that will make that change positive and meaningful also requires knowing when the conditions aren’t right to move forward. Sometimes, the best breakthroughs come from stepping back and assessing the timing and conditions—rather than pushing ahead with changes when the key elements for success are lacking. Recognizing when to refine, pivot, or wait for the right opportunity can be just as critical as taking bold action.
