'Maintenance or Movement': How Penn State Health's Interim CEO Is Leading During Transition

In the finite time Deborah Addo has at the helm of the health system, she's striving to leave her mark while paving the way for a successor.

The lifespan of an interim hospital CEO's tenure can be unpredictable. "It's time-certain, but uncertain," Penn State Health interim CEO Deborah Addo told HealthLeaders.

Shepherding a health system through a transition period between permanent guiding hands brings with it its own set of unique challenges. How much action do you take? Should you operate as a wartime or peacetime general? How long should you plan for the changes you implement to be in place?

It, of course, depends on the context. In the case of Addo, she served as president and chief operating officer of the Hershey, Pennsylvania-based system since 2021 before filling the void left by Steve Massini, who retired as CEO in October.

As Addo took the reins, she first sought out clarity in how she should approach her time in the position and what direction she could take it.

"I had some critical conversations with the president of our university to really ask, 'Hey, are you looking for someone for maintenance or are you looking for someone for movement?' I think you do need to clarify that and both are okay, dependent on where your organization is, but it also needs to align with the person that you're asking to do it," Addo said. "I'm less okay with maintenance, so it would have been hard if that was her answer. Fortunately, it wasn't, and it was for movement, so it really then set the course for what we needed to do."

Pictured: Deborah Addo, interim CEO, president, and chief operating officer, Penn State Health.

That confidence to play a pivotal role, both within herself and from her bosses, was developed over the three-plus years Addo spent working closely with Massini as second in command. She learned firsthand what it takes to grow the system, its legacy, and its pride.

Now, Addo is applying that experience within the confines of the interim CEO position, for as long as she has the opportunity.

"One of the things is ensuring that you still create what will be those measures for success, even if it's a short period of time," Addo said. "You still create what is the strategic plan, even if it's for a short period of time. But you also have to be comfortable with letting go of ownership because there is a reality that some of what you put in place might be changed sooner versus later. So I think if you go into it with that mindset, then it makes it a whole lot easier."

With as much turnover as C-suites in hospitals and health systems across the country are experiencing, it's vital for organizations to have a succession plan in place. "I actually think it's irresponsible if we don't," Addo said.

Addo has undertaken not just one, but two key duties in Penn State Health's succession planning. In addition to serving as interim CEO, she's also very much engaged in the search process for a successor, which she expects to be completed in late spring.

"I'm working with the search company that is going to be leading this up to make sure that the voice of the executive team is also very much heard and understood," Addo said. "I'm realizing that we are going to be the support system for whoever comes in and assumes the helm. And then as we continue, it's looking at how do we not miss a beat? I want that person to be even better positioned because of the time that I've spent in this chair."

Addo, who used to run track, likens the process of creating the right environment for a successor to handing off the baton in the 4x400-meter relay. When you mess up the handoff, she noted, you're unlikely to get the outcome you want.

"For me, it's making sure that I give a smooth handoff and then get out of the way."