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The many forces driving some hospitals to financial distress make it impossible to maintain the status quo. Leaders can move beyond a binary close-or-don’t-close decision to reconsider what it means to deliver healthcare in communities that struggle to support a hospital.

With hundreds of competing priorities, hospital executive teams must focus on something they that they know they can spend time on and get real results from. An intense focus on improving length of stay gives hospitals a significant advantage in financial performance.

The moral issues coming at executives today are increasing exponentially in complexity, frequency, and intensity. Literature can help cultivate a practice of judicious thought that is as sophisticated as these issues demand.

This article is part one in a series on reigniting the strategic plan and growth opportunities. Part two will dig deeper into steps the board can take to elevate strategic planning efforts.

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.

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.