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Building an Effective CEO-Board Partnership
The past few years have only made things harder for new CEOs, with the impact of COVID-19 creating a volatile, politicized environment on top of existential organizational challenges. Even with all that, a big surprise for a new CEO is how much time and energy are required to establish and nurture an effective strategic partnership with your board so as to add value to the organization.
Health Care Governance in Changing Times
To navigate the choppy waters ahead, hospital and health system boards need to develop a plan to reengage all trustees and renew CEO and board leadership collaboration.
Trustee Insights Archive Editions
Trustee Insights I Archive includes previous editions of the AHA’s enhanced digital resource for hospital and health system boards and leadership. This robust monthly digital package includes insights and analysis on the changing dynamics in the health care field and what they mean for boards, as well as other rich resources to help achieve high-performing governance.
Diverse Board Members Offer Their Perspectives
Open discussion, continued engagement and genuine effort can support meaningful and sustainable change for board diversity efforts.
Assessing Overall Board Effectiveness: Key Elements for Success to Consider
Investing time now in evaluating and enhancing board effectiveness can accelerate organizational results for years to come.
How Children’s Minnesota Makes DEI Efforts a Priority
Through leadership and board support, Children’s Minnesota is making DEI efforts a strategic priority.
11 Principles for Health System Governance
A WellSpan Health task force developed meaningful principles that signaled a changed approach to governance at the health system.
Creating a More Diverse and Inclusive Board
Starting discussion in the boardroom about diversity and inclusion can support and accelerate board diversity efforts at health care organizations.
Role of the Chief Governance Officer
Trustee Articles
The recent economic crisis, coupled with weekly headlines about one company after another demonstrating poor corporate governance choices, led investors and corporate watchdogs to blame boards of directors for less than-expected company performance. These stakeholders argue that directors were asleep at the wheel and not paying close enough attention to their oversight responsibilities.