Healthcare Leadership Excellence: Creating a Career of Impact

ACHE Management Series Editorial Board

Natalie D. Lamberton, FACHE, Chairman

The Medical Center of Aurora

Christina R. Campos

Guadalupe County Hospital

Jaquetta B. Clemons, DrPH

Louisiana State University Health Services

David A. Disbrow, FACHE

University of Cincinnati

Scott A. Haraty, FACHE

James A. Lovell Federal Health Care Center

Virginia Larson, FACHE

Albert Lea Medical Center–Mayo Health System

Paul A. Milton, FACHE

Ellis Hospital

Greg Napps, FACHE

Culpeper Regional Hospital

Capt Joseph L. Sanchez Jr.

University of Oklahoma Air Force ROTC Detachment 675

Megan Schmidt, FACHE

Select Specialty Hospital

Arthur S. Shorr, FACHE

Arthur S. Shorr & Associates Inc.

Janet C. Sternberg, FACHE

Huron Medical Center

HEALTHCARE

LEADERSHIP EXCELLENCE

Creating a Career of Impact

JAMES A. RICE & FRANKIE PERRY

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This publication is intended to provide accurate and authoritative information in regard to the subject matter covered. It is sold, or otherwise provided, with the understanding that the publisher is not engaged in rendering professional services. If professional advice or other expert assistance is required, the services of a competent professional should be sought.

The statements and opinions contained in this book are strictly those of the authors and do not represent the official positions of the American College of Healthcare Executives or the Foundation of the American College of Healthcare Executives.

Copyright © 2013 by the Foundation of the American College of Healthcare Executives. Printed in the United States of America. All rights reserved. This book or parts thereof may not be reproduced in any form without written permission of the publisher.

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Library of Congress Cataloging-in-Publication Data

Rice, James A.

Healthcare leadership excellence : creating a career of impact / James A. Rice and Frankie Perry.

p. cm.

Includes bibliographical references and index.

ISBN 978-1-56793-474-8 (alk. paper)

 1. Health services administration–United States. 2. Leadership–United States. 3. Business etiquette. I. Perry, Frankie. II. Title.

RA971.R52 2012

362.1068–dc23

2012020606

™

Acquisitions editor: Carrie McDonald; Project manager: Joyce Dunne; Cover designer: Marisa Jackson; Layout: Fine Print, Ltd.

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Health Administration Press

A division of the Foundation of the American

 College of Healthcare Executives

One North Franklin Street, Suite 1700

Chicago, IL 60606–3529

(312) 424–2800

A legacy is defined as something handed down

from ancestor or predecessor.

A leadership legacy is the knowledge, stories,

experiences, and lessons passed on to others

by someone in a position of authority or power.

It is a memorable impact that is embedded

into the lives of others.

—Lynda McDermott,

"What Will Be Your Leadership Legacy?"

When you die they'll indicate on your tomb

the year of your birth and the year of your death

separated by a dash (1960–2020).

The dash is your life. What you did. How you lived.

Whose life you touched. The legacy you left behind.

The more purposefully engaged you are in helping others,

the deeper and finer and more memorable is your dash.

—Dr. Nido Qubein,

"Why It Is Important to Leave a Legacy"

If your actions create a legacy that inspires others

to dream more, learn more, do more and become more,

then, you are an excellent leader.

—Dolly Parton

Contents

Foreword

Preface

Acknowledgments

Introduction

Part I: The Leadership Challenge

1   Leadership Clarity: Bedrock for Legacy Thinking

Part II: Building Blocks for a Career of Impact

2   Self-Reflection and Awareness

3   Integrity and Character

4   Visioning: The Long View

5   Mentoring and Leadership Development

6   Managing Diversity

7   Leading Innovation

8   Celebration Matters

Part III: Your Career Life Cycle

9   Encore Performance

10 Conclusion: Map Your Journey

Appendixes

A American College of Healthcare Executives Code of Ethics

B American College of Healthcare Executives Policy Statement

Increasing and Sustaining Racial/Ethnic Diversity in Healthcare Management

C American College of Healthcare Executives Ethical Policy Statement

Creating an Ethical Culture Within the Healthcare Organization

D American College of Healthcare Executives Ethical Policy Statement

Ethical Decision Making for Healthcare Executives

E American College of Healthcare Executives Ethical Policy Statement

Ethical Issues Related to a Reduction in Force

F American College of Healthcare Executives Ethical Policy Statement

Impaired Healthcare Executives

G American College of Healthcare Executives Policy Statement

Responsibility for Mentoring

H American College of Healthcare Executives Policy Statement

Preventing and Addressing Workplace Abuse: Inappropriate and Disruptive Behavior

I American College of Healthcare Executives Ethics Self-Assessment

References

Interviewed Leaders

Index

About the Authors

Foreword

WHAT KIND OF legacy will you leave when you reach the sunset of your career and look back? One of the benchmarks I use is the collection of notes I have received from colleagues, physicians, patients, and employees throughout the years.

Here are some of the notes that I treasure:

Feedback from a faculty member of a leadership academy I started 12 years ago:

Ten years ago, Leadership Academy had the promise of being a very special and unique leadership development program, fueled by your passion to teach and your vision of growing future generations of leaders who embraced your values of integrity, transparency, accountability, and teamwork. You described each year's class and the growing alumni ranks as your agents of culture change—the emerging leaders who would see beyond the silos of individual operating units to the power of a unified organization. Thank you for the opportunity to learn about leadership along with each class and to profoundly understand that it is always, always about the people.

A pharmacy employee's response to a daily blog describing the experiences of a medical response team sent by Scripps Health, San Diego, to Houston after Hurricane Katrina:

I am so touched by the stories you are sharing with those of us back here in San Diego. It brings tears to my eyes every time I read how one of our fellow staff are affected by these people that have so much despair in their life. We can only imagine what it is like. The media always seems to put some kind of political spin on everything which makes it difficult to comprehend. Please continue to send your daily updates of what it is really like. It brings us all closer together. It's wonderful that our organization is able to participate in this relief process. Let everyone know how proud we are to know our organization has such dedicated, compassionate people who have put their own lives on hold for a period of time in order to help those in such dire need. Thank you again for your communication with us.

A physician's response to a blog describing the experiences of the medical response team deployed by Scripps Health to Haiti after the 2010 earthquake:

I am an internist and have been here [at Scripps] for 17 years. The journal from the field that you send us each day is so moving that my eyes tear up every time I read it. I have to catch my breath before I can go see my next patient. I read your experiences to my family and friends and my children, at 10 and 12 years old, are so inspired, they too want to be on the next plane to Haiti. I have done medical work in other countries and know the fulfillment one gets from helping those in need. I love that feeling. Those of us at home are cheering for you, and we are proud of you. We hope you stay safe, and healthy, and heal many.

Legacy is a concept that I never gave much thought to in my early years in management, and though I suspect very few people do, looking back, I see that legacy is one of the most important dynamics for a leader to consider.

When I completed graduate school, my goal was simply to find a job—a leadership position in a quality organization that might offer me a good career and an opportunity for future advancement. I knew that I loved healthcare operations, and maybe, if I was successful, I might ultimately become a chief operating officer at some point in my career.

Well, as I often tell students and others who come to visit with me, I fell up in my career, and I went far beyond my original career goals.

Over the years, I began to think less about my career track and more about the difference I was—or was not—making in my work and in my life. It struck me that I was certainly not solely responsible for my success; instead, it was the people who worked with and for me who had vaulted me to success. I realized it was important for me to dedicate more of my time and energy to finding ways to make it better for those who had made it better for me. And once I became a CEO, I realized that I was responsible for a legacy that spanned many areas and covered numerous stakeholders—patients, the organization, the community, and my profession—and wondered what a positive legacy would look like in these areas.

Jim Rice and Frankie Perry have written a unique leadership book exploring the concept of legacy. Frankly, I wish this book had been available in the early stages of my career, as legacy is created over the entirety of one's career, not a concept we contemplate only when we enter its final stages. Legacy should be a consideration when we select an organization for which to work as well as when we make decisions that affect our patients, staff, physicians, and community. Most importantly, it should be a journey of events we manage proactively rather than occurrences we just let happen. The decisions we make and the actions we take every day not only will follow us during our entire career but, taken jointly, will comprise what will be our legacy.

This foreword began with some notes that are very important to me. Their words give me a sense of the legacy I might be leaving. I conclude with one more:

I will never forget the first day of the Leadership Academy. We were all asked to share something about ourselves. Each person was incredibly genuine when they spoke. As it moved from one person to the next around the table, I could not help but reflect that this experience would be life changing for me. As it moved around the table getting closer and closer to me, I began to feel something inside that I really cannot explain. When my turn came, I began to share, and in so doing, was brought to tears because I was so moved by what I knew would be a great moment in my life for personal growth. On the one hand, I was embarrassed for becoming emotional, yet on the other hand, I felt total acceptance from Chris and my peers. As I journeyed through the year, I began to see all of my many flaws and how if I would step back and acknowledge them, I could grow and become a more effective leader. The greatest lessons came from Chris. Not so much in what he said, but his transparency and lead by example approach. I remember him acknowledging weakness and his dependence on surrounding himself with the best people. I will cherish the growth I experienced, the friendships made, and the many reflective notes written to memorialize all of the special moments in which my eyes were opened to yet another area of my life that I previously had not seen.

Enjoy the book, as well as the people you will touch and the legacy you will leave.

Chris D. Van Gorder, FACHE

President and CEO

Scripps Health

Preface

MORE THAN 20 years ago in a Budapest café, a senior Ministry of Health leader asked me, Do you know the difference between hospital leaders in the former Soviet Union and yours in the United States? Yours are optimistic about the future and worry about their legacy. Ours are pessimistic about the future and don't think about a legacy. Though perhaps a bit cynical, that sentiment planted a seed of curiosity that grew into this text.

Over the past two decades, as we have aged, we have watched and listened to leaders in more than 30 countries, across industries, and from both for-profit and not-for-profit enterprises. We have explored questions about legacy, jobs that matter, and careers of impact. The following five recurring questions have guided these conversations:

Do healthcare leaders think about their legacy, and if so, how do they seek to build and leave behind a positive legacy?

How do they describe a career that has made a positive difference?

What legacy do they hope to leave with

—their employers,

—their community,

—their industry, and

—their family?

How can a healthcare leader be more intentional about building and nurturing a legacy?

Which practical strategies can a leader in the hospital and healthcare sector use to improve his or her chances for a career of impact?

This book explores answers to these questions and offers insights targeted not just to early careerists but also to mid- and late careerists refining their careers.

Twenty-one senior leaders from the US hospital and healthcare sector were interviewed regarding their career plans and progression in careers of impact. Scores of studies were examined about leadership and a leader's legacy. The result is a distillation of ideas that we hope will help you plot your legacy road map and ignite your and your colleagues’ excitement about, and effectiveness in, shaping your journey to a legacy you are proud of for your organization, your community, our field, and your family.

James A. Rice, 2011

WHEN WE THINK of legacy, we think of leaving a legacy. And of course, we all want to be well remembered when we are gone and to have made a significant contribution while we were here. But rather than leaving a legacy, our challenge to you in this book is to live a legacy. You need to live leadership that makes a difference and that results in a career of impact. This kind of legacy is built day by day—not at the end of your career, or in the middle—but from the very beginning and throughout your professional journey.

Certain characteristics are requisite building blocks for creating a strong leadership foundation. These building blocks are the focus of Part II of this book.

But having this foundation in place is only the beginning. A career of impact must be sustainable and live on through the accomplishments and contributions of others who