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Hospital Leadership 'Success,' Redefined

Philip Betbeze, for HealthLeaders Media, August 30, 2013

'A Lot of Analysis'
Tyler relates recent experience in job searches for organizations that are very different from those he was getting just a year or two ago. For instance, he conducted a vice president of finance/operations search for a large hospital that's part of a system, in which the duties once associated with the CFO position have been removed from the job description. Revenue cycle and payroll, for example, are not there. But what is there is a lot of analysis, and the directors of the cardiology and ED service lines, just to name two, report to this vice president.  

"The org structure starts looking really strange," he says. "You might report to somebody you wouldn't normally think of. In that sense, it's a good trend because it gets people out of the silos and helps broaden them so they understand what life's like in a different area.

In the end, Tyler's recommending a new definition of success for the hospital or health system executive too.

"You can't necessarily aspire to be the CEO anymore because there aren't enough jobs," says Tyler. "Not long ago, if you had a master's in health administration, you automatically had a job and most were CEOs by age 40. The most many can aspire to now is being a vice president, because [there just aren't] those job opportunities."


Philip Betbeze is senior leadership editor with HealthLeaders Media.
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