Once you have made your hire, set your plan for the future and are ready to move forward, you face a pivotal moment, for both your team and your new leader. The first few months of employment are the most critical for a new hire at any level.
In today’s fast-changing health care industry, succession planning has never been more important for hospitals and health systems who hope to not only compete, but to win over both leaders and patients
A leadership vacancy is costly in all areas of your organization. When you are in need of a new executive, there is a tendency to value speed over all else; organizations want to get new leaders in place as quickly as possible to mitigate their cost.
In the fast-moving healthcare industry, there are more patients and challenges than employees. This means everyone, from front-line staff to the executive suite, is managing multiple issues at any given time.
Financial concerns, including driving growth and cutting costs, are top of mind for today’s healthcare leaders.
At the top levels of healthcare leadership, responsibility is a given, but respect is not automatic. While many executives believe that a C-suite title provides influence implicitly, this is not the case.
The challenges faced by healthcare executives today are complex and multifaceted; from a shrinking candidate pool to the complications of managing multiple generates in the workforce, the industry has a critical need for the right kind of leadership.
For most healthcare executives, the new year is ushered in with well thought-out strategic direction, care delivery objectives and financial planning.
Rapidly changing healthcare industry dynamics have created greater urgency when it comes to having the right leadership in place.