Got What It Takes to Run a Safety Net Hospital?

John Commins, for HealthLeaders Media , August 20, 2012

On the other hand, adversity builds character. The Korn/Ferry specs note that "these challenges have galvanized Parkland's employees, medical staff, board and community, as the leadership team seeks to guide the institution through this difficult period. The new CEO will lead motivated constituencies, both internal and external, to help Parkland return to preeminent status..."

There are reports that the job comes with an annual compensation package in the high six-figure range, but Parkland officials did not return calls on that topic.

The personal qualifications listed by Korn/Ferry are what we'd expect and hinge largely upon a C-suite record of success at a complex academic medical center or integrated delivery system that includes a history of strong financial and operational management.

Along with those tangibles, Parkland also wants a CEO who can "emanate a contagious sense of mission, purpose and focus." And what does the job demand?

A lot!

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1 comments on "Got What It Takes to Run a Safety Net Hospital?"

Bill Bliss (8/24/2012 at 4:42 PM)
While this article brings up some very good points, including the difficulty of filling this role, given the requirements and "12 pages of position specifications", what is clear is that for the newly hired CEO to succeed, s/he must be focused on the absolute top priorities that have the best opportunity to turn things around. All too often when a newly hired executive takes on the new role, they will fall into the trap of trying to be all things to all people in an effort to "start strong". For success, this CEO must have a clearly focused plan for the first 30, 90,and 180 days that the Board (especially the Board Chair) fully support. In my many years of providing on-boarding or assimilation coaching to newly hired executives, including CEOs, it is critical for the 30, 90 and 180 day plan to be clear, credible, and have the needed impact the organization demands at this point in its history. At the CEO level, it is also hard to get the feedback early on that is so critically needed, unless of course there is a process for that - this is where the on-boarding coach can play a significant role. I only hope that the Board of this hospital will see the value in providing this service, and, with apologies to the search firm, an on-boarding program that is well beyond what is typically provided by the search firm. The investment the hospital is going to make in the CEO is substantial - it stands to reason they want to do all that is possible to ensure successful performance.




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