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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.
Board Leadership in Challenging Times
Carolyn F. Scanlan, vice chair of Penn Medicine Lancaster (Pa.) General Health, discusses how governing boards can best address some of the challenges ahead in 2021.
Health Care Board Orientation
In this health care 101 course, you will learn how to better navigate your own system/organization, gain a general comprehension of the language of health care (and its many acronyms), and get an overview on the health care landscape.
The Ever-important Role of Hospital Community Boards
Community governance is more critical today than ever before considering recent, often fast-moving trends and changes in the U.S. health care market. Nonprofit hospitals and health systems that double down on strong community governance not only have increased likelihood of staying true to their mission, but also have distinct strategic advantages over those that do not.
Exploring Ways to Reinvent Generational Recruitment
An emerging group of future health care leaders are ready to take on the challenge of health care board service.
Using Investment Governance to Achieve Financial Excellence
Significant financial stresses and the impact of economic and market conditions on investment portfolios are leading more boards of top hospitals and systems to re-evaluate their financial governance.
The Leadership Audit
Evaluations and Assessments
To understand how the organization really functions on a day-to-day basis, boards need to gauge the hospital’s work life and its efficacy. Board responsibilities include: (a) understanding the hospital’s operating model and whether it actually performs in that mode, how critical decisions are made, and the hospital’s ability to recognize its own problems and “self-correct”; and (b) ensuring that it happens.