Revenue cycle executives discuss the need to bridge leadership gaps by prioritizing data literacy curiosity, intentional engagement in remote work environments, and self-awareness.
The skillset required to lead a revenue cycle team has changed significantly over the past ten years.
This week, revenue cycle leaders are convening at the 2026 HealthLeaders Revenue Cycle Exchange in Sarasota, Florida, for candid discussions on the challenges they face in an environment that is rapidly changing.
One discussion focused on specific leadership gaps they are addressing to scale performance. The consensus? The modern revenue cycle requires leaders who are data-fluent, curious, and willing to take a critical look at themselves in the mirror.
Data-Driven Leadership
When it comes to identifying problems, anecdotal examples may have sufficed in the past. But that is no longer the case. In an era of fast-paced technological innovation, data literacy is mandatory, not optional. However, participants agreed that this ability is sorely lacking among senior leadership.
With near-infinite amounts of data available at their fingertips, the question now is: How do you use it to develop a cohesive narrative?
"You can have all the tools in the world,” one executive told the group, but even if you can have the skills, if you're not curious, you're never going to find any answer.
Leaders who can’t make sense of data, won’t be able to identify problematic issues in their revenue cycles. One participant shared a story about a service line that boasted a near-zero denial rate. It looked like a success. But once they dug deeper, it became apparent that the department was significantly underperforming on payments.
A coder left off modifiers when they thought a claim might be denied. The slipup cost $3 million.
Identifying Leadership Potential in a Virtual Environment
The shift to remote and hybrid work has made it difficult for revenue cycle leaders to engage and monitor a dispersed workforce. Executives are struggling to identify high-performers and future leaders when they exist in a two-dimensional box on a monitor.
To address this challenge, leaders need become more intentional about active listening and creating visibility. This includes using tools like virtual suggestion boxes to capture ideas or dedicating specific time for unplanned work. Training and educational events also present opportunities to create engagement.
The Need for Self-Reflection
Effective leaders can’t expect their staff to mature if they are unwilling to shine a light on themselves. One participant shared that, while it may create discomfort, there needs to be a willingness to “look at myself in the mirror.”
The failure to recognize your own flaws often translates to an inability to recognize when an employee’s poor performance is due not to a personal shortcoming but to an organizational deficiency. Of course, there is a fine line to walk when it comes to balancing authority with displays of vulnerability.
Follow live updates and takeaways from this Exchange on our LinkedIn page.
The HealthLeaders Exchange is an exclusive, executive community for sharing ideas, solutions, and insights.
To find out more about the HealthLeaders Exchange program, visit the program’s webpage. To inquire about attending a HealthLeaders Exchange event and becoming a member, email us at exchange@healthleadersmedia.com.
Luke Gale is the revenue cycle editor for HealthLeaders.
KEY TAKEAWAYS
Data literacy requires curiosity to uncover hidden issues, like the multi-million-dollar loss one organization found behind a suspiciously perfect denial rate.
Leaders must use intentional strategies like virtual suggestion boxes to identify high performers who might otherwise go unnoticed in a remote work environment.
Scaling performance requires leaders willing to self-reflect and recognize when their own shortcomings, rather than employee failure, are hindering the team.