Too often in crisis healthcare boards and leaders lean into existing strategic plans rather than asking critical questions that could unlock new opportunities.
Holding on to the status quo, no matter how successful it might have been, will not propel today’s hospitals into the future. Communities across the nation depend on for hospitals for health care, employment and economic stability. As their leaders, boards of trustees should embrace governance changes that will enable them to guide their organizations in a complex, competitive health care world that will not be the same tomorrow as it is today.
Individual health care organizations cannot independently do everything that is needed to fulfill their mission commitment to the community.
High performance governance in today’s environment is critical. Every board member must clearly understand and be capable of carrying out his or her responsibilities at the highest level of governance performance. Recruiting new trustees to serve on your board is every bit as important as CEO recruitment. How well boards plan and execute this vital process defines the hospital or health system’s leadership success for years to come.
Every board works to be effective, to be engaged in meaningful work, and to be supportive of the work of the organization. To achieve those goals, a board must continue to recruit other directors who will work for those same goals.
Trusteeship in America has been remarkably unaffected by several generations of learning about leadership and organizational effectiveness. The authors of the book Governance as Leadership: Reframing the Work of Nonprofit Boards provide fresh new perspectives on the governance process, and introduce various aspects of leadership as essential elements in governance success. Hospital boards can benefit from the authors’ insights by examining their leadership style and purpose using the authors concepts.