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Intense coaching styles were on display in the NCAA Division I basketball championships. While this intensity may not translate fully to complex corporate environments, can truly important results be achieved without a level of intensity that would be considered out of the ordinary?

In the current environment, it is extremely hard to build and retain effective professional teams. Striking the right balance between capability and compatibility is an essential task, dependent on the needs of a particular organization at a particular point in time.

As interest around artificial intelligence’s potential builds, healthcare management teams must start grappling with questions on how this rapidly evolving technology might drive future organizational strategy. The path forward will require reading, learning, and experimentation.

Since the late 1980s, financial planning has been a core focus of Kaufman Hall’s work. A recent leadership change emphasized the importance of financial planning to the for-profit corporate world. It should be given similar priority in the not-for-profit hospital universe.

A deeper dive into the numbers behind the numbers in Kaufman Hall’s National Hospital Flash Report generates a nuanced story, with results that are relevant to setting long-term social health policy agenda and to the strategic management of complex provider organizations.

The problems with Boeing hold lessons for healthcare, an industry that—like aerospace—cannot afford to make mistakes. Hospital and health system leaders must build and maintain high reliability organizations.

John Lynch was hired by the San Francisco 49ers in 2017 to turn the team around. The vision he created for the team holds important lessons for healthcare leaders working to acquire and retain the very best talent.

Former UCLA basketball coach John Gooden believed that quickness and a sense of urgency was absolutely necessary to winning in a competitive environment. But quickness must be accompanied by emotional and professional balance in order to achieve excellence.

The hospital leadership issues that really matter right now center around the ability of hospital executives to possess and demonstrate an authentic emotional IQ to lead a diverse workforce in difficult circumstances.

Artificial intelligence is developing rapidly and relentlessly pushing into business practice generally, and healthcare specifically. Healthcare leaders must learn how the endless potential applications of AI might affect their organizations in the very near future.

The concepts of fluid and crystallized intelligence explored by Arthur Brooks in his new book, “From Strength to Strength,” offer a new way for health system leaders to look at their executive team and find the proper balance between different types of intelligence.

Before you can establish the organizational thought platform that best guides your hospital forward, you will need a leadership team that is committed to creating a “listening and learning” healthcare company.