Posts Currently viewing the category: "Hospital Leadership"
Interim HEalthcare Leaders

By Kate Fenner, PhD, RN The resignation or beneficial turnover of a vice president, department director, or even unit manager usually merits consideration of appointing an interim to fill the vacancy. Determining where an interim is critical, when an interim is critical, why an appointment is imperative, and who should serve as an interim are…(Read More)

One of the key things for the hospital or health system Board to do is to create the motivation within the organization to deeply understand, act and finish an initiative. Finishing is critical if you’re going to make a positive change within the organization. This is an excerpt from the Compass Clinical Profile in…(Read More)

rhill@healthforum.com

Hospitals should consider service line management (SLM) only if a strategic commitment to develop it is economically and operationally realistic, and that’s only when the target patient population is large enough to sustain the investment…(Read More)

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. You’ve been able to encourage an entrepreneurial…(Read More)

A good consultant brings project management skills, technical expertise, and time to work on the project. The consultant brings an outsider’s perspective that isn’t blinded by the familiarity of the situation. Like an experienced technician, the consultant knows where to look to find the causes of the problem. Because the project is the…(Read More)