Healthcare Executive - November/December 2013 - 26

Much	of	the	leadership	development	work	currently	taking	
place	at	Stanly	Regional	Medical	center	has	revolved	around	
an	organizationwide	reframing	of	the	supervisor-employee	
relationship.	“We’re	moving	from	command	and	control	to	
collaboration,”	notes	Morlock.	“We	feel	that	will	be	the	key	
to	our	future	success.”	The	redefinition	spans	the	entire	organization,	but	has	implications	for	senior	leadership	as	well.

Palmetto Health

When	it	comes	to	preparing	future	healthcare	leaders,	
“we’re	dealing	with	the	need	for	an	entirely	new	set	of	competencies,”	says	Amy	c.	Barry,	chief	human	resources	and	
innovation	officer	at	Palmetto	Health,	columbia,	S.c.	The	
fundamental	challenge	is	creating	an	environment	that	
supports	these	competencies	by	transforming	the	management	structure	from	a	‘command	control’	model	to	one	of	
participative	leadership	in	which	a	leader	may	actually	
report	to	several	people,	she	says.	

Morlock	has	been	zeroing	in	specifically	on	a	redesign	of	the	
performance	appraisal	process.	“certainly	we	need	leaders	
and	managers	who	produce	results,	but	performance	in	that	
area	has	to	be	balanced	against	behavior,	against	how the	
The	change	will	not	be	easy.	“Healthcare	is	notorious	for	
creating	what	it	believes	to	be	
leader	produced	those	results,”	
improvement	around	a	silo	
Morlock	says.	“A	manager	with	
instead	of	taking	the	broader	
wonderful	process	improvement	 “Many of the leadership and management
view	required	to	address	the	
skills	who	does	not	treat	copractices that have served the industry
real	issues,”	she	says.	“If	you’ve	
workers	with	respect	or	undermanaged	something	a	certain	
stand	the	importance	of	
well in decades past do not stand up in
way	for	20	to	30	years,	it’s	
customer	service	isn’t	going	to	
an environment that is changing as
hard	to	think	differently.	The	
have	a	place	within	our	organirapidly as the one we have today.”
industry	doesn’t	have	a	crystal	
zation.”	The	“how”	behind	the	
ball	to	know	what’s	going	to	
results	is	as	important	as	the	
Paul J. Morlock, FACHE
happen	with	value-based	care,	
results	themselves,	he	says.	
Stanly Regional Medical Center
so	the	tendency	is	to	cling	to	
current	models.”	
The	medical	center	has	also	created	a	three-part	organizational	and	leadership	development	
Yet	providers	that	dare	to	take	risks	and	break	with	tracycle	that	incorporates	opportunities	to	reflect	on	individual	
dition	can	produce	outstanding	results.	“The	organizaand	organizational	performance	and	use	the	lessons	learned	
tions	leaving	command	control	are	innovating	and	
to	make	improvements	for	the	following	year.	Senior	and	
creating	an	empowerment	and	shared	leadership	culture	
middle	managers	are	asked	to	develop	one	to	three	personal	
that	generates	ideas	and	inspires	talented	people	to	stay,”	
goals	that	support	the	strategic	goals	of	the	organization.	At	
says	Barry.	“They	stay	because	there	is	something	spesix	months,	they	meet	with	their	supervisors	“to	identify	any	
cial	about	the	place	they	go	every	day.	They	don’t	congaps	so	there	are	no	surprises	when	the	cycle	is	completed	in	
sider	it	work;	they	consider	it	a	calling.	It’s	something	
the	fall,”	Morlock	notes.	The	cycle	ends	with	a	“look	back”	
they	want	to	do.”	
by	senior	management	to	reflect	on	the	achievement	of	strategic	goals	and	individual	performance.	“That	exercise	tells	
These	organizations	need	leaders	who	are	integrators,	
us	as	a	senior	management	team	not	only	how	well	we’ve	
Barry	says—individuals	with	the	versatility	and	opendone	but	also	where	we	need	to	be	to	improve	our	commumindedness	to	play	in	many	spaces,	connect	the	dots	
nication	with	our	direct	reports,”	he	says.		

26

Healthcare	Executive	
nov/DEc	2013



Healthcare Executive - November/December 2013

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

Healthcare Executive - November/December 2013
Contents
ACHE Online
Take Note
Perspectives
Managing Your Career in Transformative Times
Generation Now: The New Era of Leadership
Aspirations of a Servant Leader
Professional Pointers
Healthcare Management Ethics
Satisfying Your Customers
Community Health Innovations
Public Policy Update
Careers
Governance Insights
Improving Patient Care
CEO Focus
Executive News
On the Move
Member Accolades
Chapter News
Professional Development Calendar
2013 Editorial Index
Healthcare Executive - November/December 2013 - Healthcare Executive - November/December 2013
Healthcare Executive - November/December 2013 - Cover2
Healthcare Executive - November/December 2013 - Contents
Healthcare Executive - November/December 2013 - 2
Healthcare Executive - November/December 2013 - 3
Healthcare Executive - November/December 2013 - ACHE Online
Healthcare Executive - November/December 2013 - 5
Healthcare Executive - November/December 2013 - Take Note
Healthcare Executive - November/December 2013 - 7
Healthcare Executive - November/December 2013 - Perspectives
Healthcare Executive - November/December 2013 - 9
Healthcare Executive - November/December 2013 - Managing Your Career in Transformative Times
Healthcare Executive - November/December 2013 - 11
Healthcare Executive - November/December 2013 - 12
Healthcare Executive - November/December 2013 - 13
Healthcare Executive - November/December 2013 - 14
Healthcare Executive - November/December 2013 - 15
Healthcare Executive - November/December 2013 - 16
Healthcare Executive - November/December 2013 - 17
Healthcare Executive - November/December 2013 - 18
Healthcare Executive - November/December 2013 - 19
Healthcare Executive - November/December 2013 - Generation Now: The New Era of Leadership
Healthcare Executive - November/December 2013 - 21
Healthcare Executive - November/December 2013 - 22
Healthcare Executive - November/December 2013 - 23
Healthcare Executive - November/December 2013 - 24
Healthcare Executive - November/December 2013 - 25
Healthcare Executive - November/December 2013 - 26
Healthcare Executive - November/December 2013 - 27
Healthcare Executive - November/December 2013 - 28
Healthcare Executive - November/December 2013 - 29
Healthcare Executive - November/December 2013 - Aspirations of a Servant Leader
Healthcare Executive - November/December 2013 - 31
Healthcare Executive - November/December 2013 - 32
Healthcare Executive - November/December 2013 - 33
Healthcare Executive - November/December 2013 - 34
Healthcare Executive - November/December 2013 - 35
Healthcare Executive - November/December 2013 - 36
Healthcare Executive - November/December 2013 - 37
Healthcare Executive - November/December 2013 - 38
Healthcare Executive - November/December 2013 - 39
Healthcare Executive - November/December 2013 - Professional Pointers
Healthcare Executive - November/December 2013 - 41
Healthcare Executive - November/December 2013 - Healthcare Management Ethics
Healthcare Executive - November/December 2013 - 43
Healthcare Executive - November/December 2013 - 44
Healthcare Executive - November/December 2013 - 45
Healthcare Executive - November/December 2013 - 46
Healthcare Executive - November/December 2013 - 47
Healthcare Executive - November/December 2013 - Satisfying Your Customers
Healthcare Executive - November/December 2013 - 49
Healthcare Executive - November/December 2013 - 50
Healthcare Executive - November/December 2013 - 51
Healthcare Executive - November/December 2013 - Community Health Innovations
Healthcare Executive - November/December 2013 - 53
Healthcare Executive - November/December 2013 - 54
Healthcare Executive - November/December 2013 - 55
Healthcare Executive - November/December 2013 - Public Policy Update
Healthcare Executive - November/December 2013 - 57
Healthcare Executive - November/December 2013 - 58
Healthcare Executive - November/December 2013 - 59
Healthcare Executive - November/December 2013 - 60
Healthcare Executive - November/December 2013 - 61
Healthcare Executive - November/December 2013 - Careers
Healthcare Executive - November/December 2013 - 63
Healthcare Executive - November/December 2013 - 64
Healthcare Executive - November/December 2013 - 65
Healthcare Executive - November/December 2013 - Governance Insights
Healthcare Executive - November/December 2013 - 67
Healthcare Executive - November/December 2013 - 68
Healthcare Executive - November/December 2013 - 69
Healthcare Executive - November/December 2013 - Improving Patient Care
Healthcare Executive - November/December 2013 - 71
Healthcare Executive - November/December 2013 - 72
Healthcare Executive - November/December 2013 - 73
Healthcare Executive - November/December 2013 - 74
Healthcare Executive - November/December 2013 - 75
Healthcare Executive - November/December 2013 - CEO Focus
Healthcare Executive - November/December 2013 - 77
Healthcare Executive - November/December 2013 - 78
Healthcare Executive - November/December 2013 - 79
Healthcare Executive - November/December 2013 - Executive News
Healthcare Executive - November/December 2013 - 81
Healthcare Executive - November/December 2013 - 82
Healthcare Executive - November/December 2013 - 83
Healthcare Executive - November/December 2013 - On the Move
Healthcare Executive - November/December 2013 - 85
Healthcare Executive - November/December 2013 - 86
Healthcare Executive - November/December 2013 - 87
Healthcare Executive - November/December 2013 - Member Accolades
Healthcare Executive - November/December 2013 - 89
Healthcare Executive - November/December 2013 - Chapter News
Healthcare Executive - November/December 2013 - 91
Healthcare Executive - November/December 2013 - Professional Development Calendar
Healthcare Executive - November/December 2013 - 93
Healthcare Executive - November/December 2013 - 2013 Editorial Index
Healthcare Executive - November/December 2013 - 95
Healthcare Executive - November/December 2013 - 96
Healthcare Executive - November/December 2013 - Cover3
Healthcare Executive - November/December 2013 - Cover4
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