As a management consultant, Jennifer Tomasik, FACHE, vice president and principal with CFAR Inc., sees opportunity in how organizations support leadership transitions.
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Healthcare leaders whose organizations are adding the concept of “belonging” to their ongoing DEI work tend to echo, at least in so many words, the analogy proffered by Sandra Ogunremi, DHA, vice president, diversity, inclusion and belonging at Monument Health in Rapid City, S.D.
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The challenges confronting today’s healthcare executives are manifold: Recruitment, retention, inflation, reimbursement and competition from outside the healthcare sector all vie for leaders’ attention
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With as many as five generations currently in the workforce, hospitals and healthcare systems, like all employers, can build a sense of belonging that takes into account all age groups.
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As leaders we are constantly juggling complex challenges, and answers are not always readily apparent.
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I recently met with 30 healthcare leaders from across the country and asked how many of them considered themselves to be ethical leaders. Perhaps unsurprisingly, everyone raised their hand. When asked how they knew they were ethical leaders, they gave responses like, “I have integrity,” or “I am honest.”
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Da Vinci robots are no longer a disruptor in the healthcare technology space. They are a vital instrument to help healthcare provider organizations not only solve some of their biggest challenges but also fuel overall health system growth.
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When it comes to the satisfaction of our patients, as well as their safety, most of us read the latest research to keep up to date on successes and ways to improve.
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Virtua Health, the largest not-for-profit health system in southern New Jersey, has a brand promise to be “here for good.” These three simple words shape the organization’s strategic plans and keep staff members mindful of their commitment to the community they serve.
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Next November, U.S. voters will elect the next president as well as 34 senators, 435 members of Congress, 11 governors and representatives in 85 state legislative bodies.
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As we gain experience and become wiser with age, it’s important to reflect on the lessons we’ve learned and pass them on to the next generation.
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First, the good news: The healthcare field is finally showing movement on diversifying governance composition.
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It has been well documented that homelessness is associated with poorer mental and physical health.
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The U.S. healthcare system is in need of a new way of designing and implementing care, one that maximizes patient value by achieving the best possible outcomes at the lowest cost.
Read MoreACHE recently presented its Albert W. Dent and Foster G. McGaw student scholarships to 15 outstanding graduate students preparing for careers in healthcare management.
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In 2022, the American College of Healthcare Executives led the sixth in a series of studies conducted over the past 30 years comparing career attainments of healthcare executives by race/ethnicity.
Read MoreThe American College of Healthcare Executives congratulates members who recently received awards recognizing their contribution to healthcare leadership.
Read MoreMentorship is a crucial component of a healthcare leader’s professional development, and ACHE supports members interested in serving as both mentees and mentors.
Read MoreThe American College of Healthcare Executives highlights members who were recently promoted, changed positions or retired.
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