What healthcare leaders need to know now

 

Why we do what we do, Vol. 2

By | December 21st, 2011 | Blog | Add A Comment

 

 

A holiday message from Furst Group CEO Bob Clarke:

 

We are all very busy in the healthcare industry.

 

We work diligently and frantically all year to ensure that the business operations run smoothly, that our EMR system is implemented and codes are properly entered, that our business development efforts are hitting their targets, that our inventory of supplies is properly managed, that our underwriting and pricing is set appropriately, that our bills are being collected, that the products and services we offer are enough to capture market share.

 

Those are all important tasks. But let’s remember why we work in healthcare in the first place and the impact we have on others.

 

The video above is another of our occasional examples.

 

Martha Irvine of the Associated Press reports on the legacy of Mark Staehely, a young cancer patient at Children’s Memorial Hospital in Chicago, and his concern that no child in the hospital feel forgotten at Christmas. Mark’s toy drive is the largest in Children’s history. In 2005, the hospital honored him with its highest leadership award. His mom and other friends have kept his toy drive going since his 2006 death, and they continue to raise tens of thousands of dollars a year for neuroblastoma research.

 

Please watch the video. You may also want to visit the website of Mark’s foundation at www.makeyourmark7.org.

 

 

Why ‘the best’ isn’t always what’s best for you

By | December 12th, 2011 | Blog, Healthcare Executive Search | Add A Comment

 

Sherrie Barch

 

By Sherrie Barch

Furst Group President

 

The hospital’s search for a new executive was down to two finalists. They were leaning toward Mark, but it was clear to me that John was a better fit and a stronger leader. So why was John lagging behind as the final interviews approached?

 

It was simple. John knew he was initially the underdog, and he became so focused on his competition that he neglected the very qualities that had brought him to the table. I pulled him aside.

 

“This job is yours to lose,” I told him. “You’re managing to your competition instead of touting your strengths. You’re the best candidate. The board likes you. They want to hire you. But you have to forget about the other guy and focus on who you are and what you can do for this organization.”

 

It worked. John took the hint, got the job, and has been thriving ever since.

 

I was reminded of this recently as I read an article by Joan Magretta in Harvard Business Review, “Stop Competing to Be The Best.” Read more…