One of the goals of this journal is to provide ideas, information insights and inspirational stories to help create better hospitals. To do that we have an ongoing series called “Profiles in Healthcare Leadership.” Here are the latest profiles in healthcare leadership excellence…
When you took the job of CEO at Cincinnati Children’s, you came with a stated focus of creating an entrepreneurial healthcare organization—one willing to take risks and invest resources to achieve big goals—and that’s been one of the main reasons for its success. How did you go about trying to create an entrepreneurially focused hospital organization?
These are extraordinary times in American Healthcare. Extraordinary times require extraordinary leaders to guide organizations through the turbulent waters. How is R.Edward Howell, CEO of University of Virginia Medical Center, approaching leadership development?
What holds a lot of leaders back from embarking on change projects is the “Journey through Hell.” Others have different terms for it, but every change looks like a mistake in the middle of the change. You can graph it. There’s the point where you embark on the change journey. How to navigate that journey?
An interview with University of Virginia (UVA) Medical Center CEO, R. Edward Howell.
For all of us who are change agents, we need to realize that we have a responsibility to our organization that when we introduce change and we create discord, we maximize the amount of change we get for the discord we create.
Legacy goals are the direct link to stewardship. They result from going to the end and asking the question, “What do we need to be, and what is the end game?” They are different from annual performance plans and strategic plans.
This country has not been willing to deal with the reality of the physician shortage. It’s like the old oil-change commercial that says, “Pay me now … or pay me later.” We haven’t paid now. We will pay later..
As we talk about leadership development within our organization, we have an obligation to give our people the knowledge, skills and mindset to help them reinvent themselves as the healthcare industry changes. This includes intense training on collaborative efforts.
The current environment is perhaps the most turbulent in American healthcare history. The rhetoric that describes it has gotten leadership feeling like it’s being buffeted by hurricane-force winds of uncertainty. Why? This isn’t the first time we’ve had federal legislation that changes our world, but it’s the first time we’ve had legislation that’s created more questions than it has provided answers. So I think that healthcare leaders across our industry are feeling uncertain.