Ordinarily, the names of hospital CEOs grace the society pages of their local newspapers—not the police blotter. Seldom are these community titans the subject of investigations by state attorneys general into questionable workplace conduct.
So, it was off-putting if not curious to see this past week a spate of unusual behaviors from a handful of hospital executives and former executives, all of whom allegedly appeared to have exercised poor judgment—or worse.
To wit:
Obviously, the seriousness of these incidents varies greatly. Using skid row transients to rip off the government is a far more egregious lapse than is a questionable personal relationship with a subordinate. And, we have to presume the innocence for those executives who've been charged but not convicted. However, at face value, these incidents reflect bad judgments by people who should have known better.
Why do normally responsible people in positions of high visibility and responsibility engage in career- and institution-threatening misadventures? There is no one reason. Often, however, leaders who fall spectacularly from positions of power don't work in a culture of accountability. They didn't have someone close at hand who felt comfortable forcibly pointing out the flawed behavior and the consequences to their careers and the institutions they lead.
You see this all the time with Congress, the most unaccountable organization on earth. Under the usual formula, the Congressman acquires power and enjoys perks that include kowtows, back slaps, and ring kissing from lobbyists, hacks, colleagues, and even the media—all of whom want something. So, the pol cuts himself off from reality and surrounds himself with courtiers who laugh at his witless jokes, and nod reverently when he says something ludicrous. Before long, his better judgment is gone, and he files a bill to outlaw feather dusters, or to designate the Saguaro Cactus as the state tree of Vermont.
The public expects buffoonery from politicians but not from healthcare professionals. Doctors, nurses, technicians, hospital executives are all generally held to higher standards in the communities they serve. And the vast majorities of these professionals deserve and protect that higher status with exemplary personal and professional conduct. That's why headlines about executives gone wild garner so much attention.
So, what prompted these leaders to act recklessly? Does it reflect flaws in the culture of accountability in their hospitals? Do some healthcare CEOs and other top executives surround themselves with people who tell them only what they want to hear? In the investigation of Beth Israel Deaconess CEO Paul Levy, for example, the Massachusetts attorney general suggested that board members were too deferential to his considerable talents to pursue questions about his personal relationship with a subordinate.
Once again, we come to the teachable moment. These executives gone wild provide an excellent comparison to examine senior executive accountability at your hospital. Can your subordinates raise concerns about questionable behavior from their bosses including you—without fear of retaliation?
A top-to-bottom culture of transparency and personal and professional accountability should be fostered, encouraged, and led by example from the top. It's a great way to stay out of the headlines.
John Commins is a content specialist and online news editor for HealthLeaders, a Simplify Compliance brand.