Got What It Takes to Run a Safety Net Hospital?

John Commins, for HealthLeaders Media , August 20, 2012

Ordinarily I'd say that a list of job demands such as this is drawn up for public consumption. In this case, however, a case could be made to justify each of the skills and qualifications that Korn/Ferry has identified.

The fact is that this is a tough and demanding job. Whoever is eventually hired to lead Parkland will immediately find himself or herself pulled in any number of directions by people and issues and limited resources that in many cases will be beyond their control.

We often hear complaints about overpaid executives. If the person picked to lead Parkland can turn around the fortunes of this critically important health system, however, it will be a bargain.

John Commins is a senior editor with HealthLeaders Media.

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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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