The challenge in the health and human service field right now isn’t a lack of plans. Executive teams are sprouting new strategic plans, growth plans, business plans, and marketing plans on a regular basis.
The challenge is making that plan happen. I don’t want to state the obvious, but a plan that isnât implemented is a planâŠ
The formula for success and sustainability for most health and human service organizations has changed. At a macro-level, the consumer relationship with the health care system is being âremade.â The expectations of consumers (and payers) have changedârapid access, great experience, and low cost are top of the âmust haveâ list. And there are new playersâŠ
In my article, How To Build An Executive Team For The Future, I detail the five pillars of non-clinical management competencies that specialty provider organizations need in their executive teams to survive and thrive in todayâs environmentâbest summed up as a need for strategic leadership, innovation, tech savvy, financial savvy, and performance management competencies.
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âLeadership is most essential during period of transitions, when value and institutes are losing their relevance, and the outlines of a worthy future are in controversy. In such times, leaders are called upon to think creatively and diagnostically.â â Henry Kissinger
Being the leader of any organization is always a challenge. It is a dailyâŠ
