Healthcare Executive - November/December 2013 - 14

Managing Your Career in Transformative Times

• What is important to me and
what do I require for fulfillment?
• What does my organization contribute to what I want and need?

Medicare, Masi believes that change
management and effective career
management will go hand-in-hand.
“The content of leadership will
remain constant; however, the context of how leaders lead in the future

systems and structures,” says Teri
G. Fontenot, FACHE, president/
CEo, Woman’s Hospital, Baton
Rouge, La., and immediate past
chair, board of trustees, American
Hospital Association.

one of the insights that should result
from this exercise is the value you
offer your organization. When it
Following are several key competencomes to managing career developcies that, while familiar, will take a
ment, Harris Health’s Masi believes a
slightly different bent in an age of
“I find it amazing how
fundamental question healthcare
health reform.
often we fail to make sure our
executives must ask themselves is
personal values are in consonance Obtain a seat at the table.
whether they are adding value to
with the organization’s values
Going forward, healthcare will
their organizations at all. “In this
set. And when they are not, we
continue to shift toward ambuvolatile environment, if you’re
wonder why our career development latory and community settings—
doing your job the way you were
is lagging.”
a movement t hat may be
two years ago—or if you’re doing
uncomfortable for executives who
it the same way two years from
George V. Masi, FACHE
Harris Health Care System
have spent a significant portion of
now—chances are you will render
their careers in a “hospital-centric”
yourself irrelevant in terms of your
environment. “First, make sure that
value to the enterprise,” he says.
you are continually adding knowledge and skills in your own field of
Attempting to align the value you
and apply their personal values will
expertise. But also look peripherally
bring to your organization can also
be the determinant of personal and
to what is outside of your job
help to extrapolate what skills and
organizational success,” he says.
sphere that may become relevant in
knowledge you have to offer in future
your future work, such as ambulatory
roles whether you stay with your curIn the future, some healthcare
care, new payment and financial
rent organization or move on. With
organizations will dissolve, rebuild
models, community relationships,
this information, you can develop a
or reinvent themselves, becoming
long-term care, etc.,” says Robert K.
realistic vision of where you want to
entirely different entities such as
Kuramoto, MD, managing partner,
go—and start to determine what it
health plans or ACos. This prosQuick Leonard Kieffer
might take to get there.
pect can be unnerving for those
International, Chicago. “To have a
hospital executives facing such a
Adapt to a New Context
‘seat at the table’ of decision makscenario. “Although some are conAs Affordable Care Act implementaing in their organizations, healthcerned about their ability to transition increases significantly in 2014,
care executives who attain a wider
tion, I believe that the skillsets of
technological advances accelerate and most current hospital executives are knowledge base will be the leaders
baby boomers continue to impact
who will be asked to participate in
portable in the new healthcare

Healthcare Executive
nov/DEC 2013

Healthcare Executive - November/December 2013

Table of Contents for the Digital Edition of Healthcare Executive - November/December 2013