HFMA VIEWS

MarieAnn North, MBA, FACMPE
Navigant Consulting

When I completed my MBA program twenty years ago, I was taught that from time to time I would lead organizations through change. Then there would be rather lengthy periods of stability before the next major change occurred.

In a recent Wharton class, the professor described the current business environment as “constant white water”--an appropriate and graphic description for health care these days. It made me realize that the skill set many of us were taught and have been using,  is unlikely to be the best match for today’s environment.

Below is my new and improved version of what every C-Suite executive must learn to love if they are to survive and even thrive in today’s environment.

(1) Competence--middle management has been cut, and support staff is minimal. Today’s executive must be equally comfortable at both global and detailed levels. More and more, executives are “doing their own work”. It’s amazing what you can discover when you get out of the office and get involved in your organization.

(2) Change--the old mentality was not to “fix” things that weren’t “broken.” The new mode of thinking is that everything can be improved on. Embracing change rather than resisting it allows one to develop a healthy sense of adventure.

(3) Challenge--the environment seems to get more complex each year. Just think of all the new acronyms we’ve had to learn! On the positive side, let’s face it, there are no moments of boredom.

(4) Creativity--the old solutions don’t work. Yes, lack of a data, analysis, debate, traditional approaches, and of course consensus, can by a scary thing. Be bold – create chaos – it can engender all sort of positive changes.

(5) Competition--we compete for physicians, patients, nurses, CEOs, payer contracts, profitable service lines, etc. It’s tough to compete when all of our energy is used up on internal issues. Today’s executive must have the courage (another C-word) to simplify their own organizational work environment (cancel some meetings), and focus on competing in the external environment.

(6) Closure--nothing is more demoralizing than never getting anything done. Focusing on closure is key--every meeting needs to result in a decision. Every decision must result in implementation. It re-energizes the work environment when things get done.

(7) Communication--white water environments require unambiguous leadership, clear direction, and plenty of additional communication. When we create uncertainly, people fear the worst. Clear communication at all levels is the key.