Executives Gone Wild: Paying the Price for Personal Conduct
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 senior editor with HealthLeaders Media.
- CMS Sets 2014 Pay Rates for Hospital Outpatient and Physician Services
- New G-Codes to Pay Doctors for Broad Array of Non-Face-to-Face Care
- FDA hopes hospitals will switch to newly regulated pharmacies
- States Rejecting Medicaid Expansion Forgo Billions in Federal Funds
- Douglas Hawthorne—A Chance to Do Something Big
- Why You Should Involve Patients in Nursing Handoffs
- Not-for-Profit Hospitals Find Opportunity Amid Uncertainty
- The 5 Biggest Healthcare Finance Trouble Spots
- 'Country Doctor of the Year' Embraces Challenges of Rural Medicine
- Substance Abuse Resurfaces Among Anesthesiologists in Training