Healthcare organizations are facing a period of heightened leadership vulnerability. CEO transitions are accelerating, executive roles are growing more complex and many organizations remain underprepared for succession.
Research from the American College of Healthcare Executives found that only 21% of freestanding U.S. hospitals routinely practiced succession planning, well below private-sector benchmarks. A later ACHE study of hospital systems found that system headquarters were further along: roughly 49% of system CEOs reported routine succession planning at the system level, compared with 30% of hospital CEOs within their own hospitals.
The stakes extend beyond the top job. When a CEO departs, as many as four other executives may follow, and competitors are quick to see that instability as a weakness.
This webinar will explore why CEO turnover is rarely a single-leader transition and will focus on the importance of formal succession planning, identifying critical roles beyond the CEO, preparing internal leadership pipelines, supporting CEO transition periods and reducing avoidable executive turnover.
Learnings include:
- A board-level way to assess CEO turnover risk
- Which roles beyond the CEO need their own succession plan
- How to prepare internal pipelines rather than starting a search cold
- How transition support keeps other executives from leaving