Executive Performance and Compensation
Health care CEOs may need a little help. How about hiring a chief of staff?
The following is intended to be an example that boards may adapt to meet their individual
chief executive officer (CEO) evaluation needs.
By Steven T. Sullivan
As health care transforms, boards are tying executive compensation to long-term performance
Many hospital and health system boards and their leadership teams are at an interesting juncture where each is heavily reliant on the other for strategic support and execution. They…
Boards and CEOs must constructively address the succession imperative. Succession planning for the CEO and other senior leadership positions is critical to organizational continuity and stability, especially in a transforming healthcare field.
Boards can play a key role in guiding, supporting young health system leaders
Expert guidance to help leaders set priorities, make the right decisions and improve results...
CEO goal-setting and evaluation is a fundamental responsibility of a governing board. These questions are designed to help boards assess their CEO evaluation process and determine if any improvements are necessary.
Succession planning is a high-stakes governance responsibility. The significant costs of protracted CEO searches and failed replacements are well-documented. Yet, data from the for-profit and nonprofit sectors continue to show that many boards aren’t focusing enough attention on succession planning…
Incentive compensation plans are intended to focus executives’ attention on their organizations’ most vital priorities and initiatives. As health care organizations revise their business strategies to address the ongoing transformation of care delivery and payment, health care boards also need to…
In the new era of health care, hospital boards must consider a different kind of leadership style