CEO turnover increases as hospital losses swell

http://www.beckershospitalreview.com/finance/ceo-turnover-increases-as-hospital-losses-swell.html

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Hospitals across the nation have seen operating margins shrink as they face dwindling reimbursement, regulatory uncertainty and new alternative payment models. Many hospital CEOs are taking the fall for their organization’s financial challenges, according to the Houston Chronicle.

Thirty medium- to large-sized hospitals across the country have lost their CEOs in the last six months, Janis Orlowski, MD, chief healthcare officer for the Association of American Medical Colleges, told the Houston Chronicle. Some CEOs voluntarily departed to take on a new position or retire, but many were ousted.

“That’s an increase in turnover, probably a reflection of the current volatility of the healthcare market,” Dr. Orlowski told the Houston Chronicle. “Many hospitals are losing money now and the future only looks rockier, with more uninsured and less Medicaid support. Boards want the right person to lead them into such turbulent times.”

To succeed in today’s healthcare market, hospital CEOs need to not only ensure the organization is financially stable but also stay ahead of change and remain engaged in their work, according to the report.

Why an Interim Leader Might Be Right for Your Hospital Now

http://go.healthtechs3.com/webmail/65212/301376317/512fd82f27c1c374fcb87b63770e819d

Upcoming Webinar

Hospitals face difficult transitions every time a leader departs; maintaining momentum, restoring trust with the board, physicians and staff, financial turnarounds, and more.  The right interim leader – at the right time – can provide the expertise and guidance to steer the hospital through difficult straits, often providing the right combination of new strength and leadership for rapid financial or operational turnarounds (or even just a cultural change) when it would be tough for an incumbent to make the necessary changes.  While transitions can be somewhat scary, the right interim can ease the fears of the hospital and the community just by having a “seasoned” pro ready to step in when you need expert help.

Upon completion of the webinar, participants will understand:

  • What the right interim can mean for your organization
  • How s/he can provide unbiased continuity and stability for the institution and its staff and do the sometimes necessary “heavy lifting”
  • How to define what the right interim leader looks like – traits, skills, and fit

Please click here to view details and register.
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Should I pursue professional credentialing?

Should I pursue professional credentialing?

I need to start this article with a disclaimer.  I am HIGHLY BIASED in favor of professional credentialing.  If this is offensive to you, stop reading this now.  I am fairly well credentialed.  I have a Masters of Business Administration degree and a Doctorate of Science in Healthcare Administration.  I hold Fellowship certifications from both the Healthcare Financial Management Association (HFMA) and the American College of Healthcare Executives (ACHE).  I hold HFMA certifications in Managed Care and Patient Financial Services (PFS).  I am in the first class to be certified by HFMA in managed care and I was the national valedictorian in my HFMA PFS exam class.  I served a sentence on HFMA’s Board of Examiners (BOE) including a year as Chairman of the BOE.  The BOE is responsible for HFMA’s professional certification program.  Other than this, I have not done much to improve myself professionally or promote professional certification.

Lest this come across as self aggrandizing, you should know that I had a rough time in high school but ended up being the first in my family to earn a bachelor’s degree and that undergraduate degree was bestowed by The University of Virginia’s McIntire School of Commerce.  One of the highlights of my service to the healthcare profession is my service on HFMA’s BOE.  A number of changes to the HFMA certification process occurred during my service on the Board and as the Chairman of the BOE that I am very proud of.  Changes that were focused on making the certification process more objective and making the preparation process more efficient.

You’re damn right I think credentialing is important.

What is the value proposition of an Interim Executive?

What is the value proposition of an Interim Executive?

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In my experience dealing with buyers of interim services, the first and often most heavily weighed consideration is the cost of the interim resource.  The less sophisticated the decision maker, the more likely that they will be motivated primarily if not exclusively by cost.  This is because they do not get or choose to ignore the value proposition.  This has happened to me time after time.  Each time, I held my ground and demanded a fair premium for my services.  In each case, I told my client that if they did not find value in my services, they could terminate me without cause or notice.  Once they had a chance to experience what a sophisticated interim executive could provide, the cost issue was not raised again.  A decision maker that seizes an opportunity to buy interim services at a small or no premium should be worried about what they will be getting for their money.

Interim healthcare executives deliver strong leadership on demand

http://www.jacksonexecutives.com/2016/03/25/interim-healthcare-executives-deliver-strong-leadership-on-demand/

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Interview with Ray Snead: The Need for Interim Executive Finance Management to Support the Finance Function of Today

http://cforadio.com/press/?p=922&doing_wp_cronhttp://cforadio_com/press/?p=922&doing_wp_cronCfo_radio&doing_wp_cron

Ray Snead

https://interimcfo.wordpress.com/

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Interim Executive: Potentially Attractive Career Option

http://www.johngself.com/self-perspective/2014/09/interim-executive-potentially-attractive-career-option/?utm_source=Self+Perspective+from+JohnGSelf+Associates&utm_campaign=dbcc7ab83d-RSS_EMAIL_CAMPAIGN&utm_medium=email&utm_term=0_70effc545f-dbcc7ab83d-88600789

Businessman and business sketch