Healthcare Executive - November/December 2013 - 16

Managing Your Career in Transformative Times

the more expansive healthcare discussions of the future.”

front of emerging issues. This presumes a heightened awareness of and
participation in the external forces
To that end, collaboration skills—a
that can affect their organizations,
long-valued competency in healthincluding the legislative process at the
care—will continue to be key.
state and federal levels.” Kuramoto,
However, collaborating will mean
also a practicing physician and formore than coming to the table ready
mer Catholic Health Association
to work with others. Executives and
board member, suggests that “sucleaders must learn to adjust to a new
cessful healthcare executives will rec“Although some are
place at that table. “In the past, hosognize the potential collaborations
concerned about their ability to
pitals have been the largest, most
both inside and outside of their
transition, I believe that the skillsets organizations, and they will be
visible entity in the healthcare
of most current hospital executives
chain and looked to as the leadthe primary drivers of these new
are portable in the new healthcare
ers,” says Woman’s Hospital’s
community working
systems and structures.”
Fontenot. “But with population
relationships.”
health management, the goal is to
Teri G. Fontenot, FACHE
Woman’s Hospital
keep patients out of hospitals. As a
Inside the organization, it may be
result, the hospital portion of healthinstinctive to gravitate toward indicare is going to diminish in terms of
viduals or teams that possess similar
influence. Executives who work in
strengths or insights. But Harris
hospitals must learn to adapt to this
Health’s Masi suggests that compleBuild broader relationships and
new role by developing communicamentary relationships will more
knowledge bases. Given that the
tion and collaboration skills.”
effectively leverage the individual
emphasis on community benefit,
and the organization. “Research
This understanding will be especially mission and public health will only
shows that great organizations thrive
continue to increase, providers need
essential when working with physiwhen relationships are developed by
to be more adept at seeking and forgcians in a value-based vs. volumeleaders with those who complement
ing alliances within the community
based environment. “A high level of
and balance their weaknesses with
and beyond. “Beyond what happens
technical and operational competheir strengths and vice versa,” he
inside the walls of their institutions,
tence needs to be paired with strong
says. “Typically, there are many
today’s executives also need to master
relationship-building skills,” says
more organizational competencies
Michael C. Tarwater, FACHE, CEo, external challenges that can impact
that are key to enterprise success
their organizations’ success,” says
Carolinas Healthcare System,
than any single leader can master—
Tarwater. “In today’s world, successCharlotte, n.C. “These skills are
and those competencies are certain
essential to understanding and acting ful executives must assume a broader
to increase in the future. Healthcare
role as authentic agents of change,
on the needs and expectations of our
leaders will succeed when they align
identifying trends and getting in
patients. The ability to form true
their strengths and complement

Healthcare Executive
nov/DEC 2013

partnerships with patients and physicians will help us change our
approach and role as we move away
from treating sick people to helping
people stay healthy.”

Healthcare Executive - November/December 2013

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