HTS3’s interim executive leaders collectively express professional satisfaction – often at its peak when they are beginning a new interim role — no matter the goals or objectives. In a webinar panel presentation on October 25, 2018 executives in finance, nursing and physician leadership roles highlight the valuable contributions they believe they offer across the spectrum of healthcare organizations.
- Offer a fresh set of eyes. They have gained deep insights from dozens of interim assignments, including but not limited to underutilized and poorly trained human resources, streamlining processes, cost efficiencies.
- Assess the educational needs of an organization. They quickly ascertain if new and/or mid-level leaders are in need of additional training, education and coaching as well as where to access these resources.
- Be a truth speaker to the CEO and Board. As the “outside eyes,” an interim can objectively and tactfully offer guidance to senior leadership on issues and opportunities. Further, due to their vast professional network they will likely have access to solutions that extend beyond traditional outlets.
- Maintain a laser focus on metrics performance. It is easy for leadership gaps and transitions to derail emphasis on day-to-day operations. An interim will look for quick wins and “low hanging fruit” with a view to generating additional revenue from opportunities that the organization might have overlooked. Additionally, they will continue to drive positive performance on defined goals and metrics by department.
- Offer a wider-range of management experience. While most every C-Suite executive has a varied and comprehensive background, interim leaders have most often spent their careers spanning a broader selection of healthcare organizations in size and geography, financial stability, type of services provided and the challenges associated with each.
- Stabilize front-line staff. One of the most important roles of an interim will be to offer expertise and counsel to stabilize and/or improve their assigned departments. This includes offering empathy towards the level of instability, uncertainty and anxiety that staff are feeling related to their role going forward. Additionally, the interim may also need to address the management team’s concerns regarding filling the open vacancy with the perfect person.
In closing, our panel of interims offered two pieces of advice for upcoming leaders:
- Begin making recommendations for a foundation of growth, not just keeping the status quo. Assume you are going to be there for the next 10 years.
- The best indication of a job well done is when the organization extends a permanent job offer to you, even if your intention is not to stay. You have probably done your job if this is the case!!!
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