Literature Review

Top 5 topics at Modern Healthcare's Leadership SymposiumModern Healthcare; 9/16/24Here are five topics executives shared their thoughts on during the day-long event in Washington, D.C.:

Breaking the barriers in information sharing: Changing the discussion from legal risk to C-suite opportunity N2K; by Rick Howard; 9/16/24 In the evolving landscape of cybersecurity, sharing information among institutions is critical to bolster defenses against increasingly sophisticated threats. Cooperation between organizations can strengthen everyone’s defenses, but such an approach requires openness and transparency, something that many organizations have been reluctant to do. ... The C-suite – comprising top executives such as the CEO, CFO, CIO, CISO, and others – plays a critical role in shaping an organization's approach to cybersecurity. In the context of information sharing, the C-suite's role is pivotal in driving the cultural and operational changes necessary to transition from a risk-averse stance to one that recognizes the strategic value of collaboration and information exchange. One of the most successful initiatives that C-suite leaders can champion is participation in industry-specific Information Sharing and Analysis Centers (ISACs). ... [Following discussions include:] The business case for information sharing ... Enhanced risk management ... Cost savings and resource efficiency ... Compliance and legal benefits ... Innovation ... Professional Development ... Challenges to information sharing ... Legal and regulatory complexities ... Risk of exposure and misuse ... Trust issues among organizations ... Technical barriers ... Cultural and organizational obstacles ... Sharing information ... Categorize information by sensitivity ... Assess recipients ... Vet the data ... Monitoring and oversight ... Engaging in industry-wide collaboration ... Real world examples - Health-ISAC and the faulty CrowdStrike update ... The path forward ... [Click on the title's link for the full article and a whitepaper.]

YoloCares: Ten years in ... and we're just getting startedThe Davis Enterprise [CA]; by Craig Dresang; 9/14/24A longtime colleague who runs a large healthcare organization in the Washington, D.C., area recently asked me, “What is the most valuable thing you’ve fostered in your organization?” Needing no time to think, I immediately responded: Culture and stick-to-itiveness... I will share the guiding principles that helped shape the last ten years and will light the path for the next decade:

The psychological impact of inclusive leadership Psychology Today; by Priya Nalkur Ed.D; 9/9/24 Here's how empathy can drive organizational success. Key Points:

On a culture of physician leadership development Forbes; by Leon E. Moores, MD, DSc, FACS; 9/9/24 ... How do we create a culture of continuing physician leadership development? Over a decade ago, I was tasked with answering this very question. As a senior army surgeon, I approached the two-star general in the Army Medical Corps. I asked if I could put together a comprehensive program for physician leadership development for the 4200+ doctors in the US Army. ... We concluded that four distinct LOEs (lines of effort) needed development and implementation to create a culture of physician leadership. These LOEs, it turns out, are just as applicable in civilian healthcare as they were in the armed forces.

Prepping for the hospice HOPE tool: Starting the journeyCHAP email; by Jennifer Kennedy; 9/6/24The Centers for Medicare and Medicaid Services (CMS) recently finalized the implementation date of the hospice HOPE assessment tool in the FY 2025 Hospice Payment Update final rule. This quality requirement signals a new beginning for hospice providers related to quality measurement and future payment reform. Implementation is scheduled for October 1, 2025, so the clock is ticking, and the interval is short for provider and software vendor preparation for compliance.Publisher's note: Excellent article with helpful resource links.

20 leadership skills that are still relevant in the AI age Forbes; by Forbes Expert Panel / Business Development Council; 9/6/24 Artificial intelligence has the power to automate and streamline countless business processes and improve efficiency across just about every sector. However, AI tools (and the humans using them) need guidance and training to perform to their full potential, which makes strong leadership more important than ever. Members of Forbes Business Development Council discuss the leadership skills that are still relevant in the age of AI. From strong critical thinking skills to communication and empathy, these traits are crucial to leading any organization through the transitions that come with new technology. [ These leadership skills include the following:] 1. Emotional Intelligence ... 2. Empathy ... 3. Transparency ... 4. The Ability to Identify Areas for Improvement ... 5. A Commitment to Continuous Learning ... 6. Adaptability ... 7. High-Level Communication Skills ... 8. Humility ... 9. Mental Agility ... 10. Knowledge of When to Apply AI ... 11. Prioritization Skills ... 12. Authenticity ... 13. Compassion and Understanding ... 14. An Understanding of How AI Can Complement Human Skills ... 15. Timely, Action-Oriented Decision-Making ... 16. Relationship Building ... 17. Resiliency ... Editor's note: Especially when recruiting and hiring AI leadership and setting up AI strategies for hospice and palliative care, use these qualities (1) within yourself in how you approach AI and (2) leadership skills you seek out from AI high-tech candidates. 

Inclusive leadership: Fostering diversity and inclusion Forbes; by Lynda Silsbee and the Forbes Coaches Council; 9/5/24 In today's work world, diversity and inclusion are more than just buzzwords—they are essential components of a successful and innovative organization. Inclusive leadership, which actively seeks to embrace diversity and create an environment where all individuals feel valued and empowered, is critical to fostering this philosophy. Leaders who prioritize inclusion can harness the full potential of their teams, driving creativity, engagement and productivity. ... A study by Bersin by Deloitte shows that inclusive and diverse companies have "2.3 times higher cash flow per employee" and smaller businesses enjoyed 13 times higher cash flow. In addition, these companies had greater readiness for change and innovation. Inclusive leadership goes beyond the representation of different demographics within an organization. It involves creating a culture where diverse perspectives are actively sought out, respected and integrated into decision-making processes. Such leadership fosters a sense of belonging, where everyone feels valued for their unique contributions.

Hospice of Hope names new executive director The Highland County Press, Hillsboro, OH; by Hospice of Hope Press Release; 9/3/24 Hospice of Hope has recently announced the appointment of Derek (Shawn) Flaugher as the organization’s new Executive Director. Flaugher will succeed Anthony (Tony) Trovato, who is set to retire at the end of September 2024. Flaugher obtained his Bachelor of Business Administration degree from Morehead State University and pursued a master’s degree in accounting at Clemson University. A retired Army National Guard Veteran with a combat tour in Afghanistan, Flaugher has dedicated 31 years to Hospice of Hope, progressing through roles including Staff Accountant, Controller and Director of Business Operations. Outgoing Executive Director Tony Trovato expressed his confidence in Flaugher, stating, "I am pleased to pass on the leadership to someone as committed and accomplished as Shawn. His wealth of experience and deep understanding of the healthcare landscape will be invaluable in his new capacity."  

Patients are everyday heroes The Andalusia Star News, Andalusia, AL; by Vickie C. Waster; 9/2/24 One of my favorite songs is by Mariah Carey. The communication of the chorus speaks to what we in hospice and other areas of healthcare experience every day. This song always invokes empathy in my heart, and I believe many of you can truly resonate with the lyrics, as we share a common experience in our roles in healthcare. ... The heroes we encounter are our patients, families, and their caregivers. They show heroism in their resilience, their ability to find hope in difficult circumstances, and their unwavering support for each other. As hospice professionals, we acknowledge that we are entrusted to provide medical, spiritual, and emotional support to those in our care. We do this with a deep sense of humility and humbleness, always mindful of the respect our heroes deserve.  “A hero is an ordinary individual who finds the strength to persevere and endure despite overwhelming obstacles.” Christopher Reeve

How to get people to do what you want and still like you in 3 steps, from a leadership expert CNBS - Make It - Leadership; by Tom Huddleston, Jr.; 9/2/24 One of the biggest challenges for any leader is figuring out how to hold people accountable for their mistakes without creating bad blood. In those situations, playing the blame game is always a losing strategy, according to leadership expert and bestselling author Michael Timms. The secret to calling out poor performance while maintaining a positive relationship with employees is to own up to your own mistakes first so you can inspire others to do the same, Timms said in a TED Talk in January. It’s a strategy called “modeling accountability.” Timms ... noted that he and other leaders often fall into the same trap: “blaming other people for a problem without considering my part in it.” ″[This is] something I teach management teams: You can’t inspire accountability in others until you model it yourself,” he said. 

A tale of two leaders: What leadership has taught meBaker Women Newsletter; 8/24Showcasing how leaders come in various shapes and sizes is the common thread throughout this issue. We interviewed two Baker Donelson women leaders – Martha Boyd, chair of the Firm's Labor & Employment Group, and Jennifer Dunlap, vice-chair for the Firm's Labor & Employment Group – to see how they approach leadership, empower others, and what they have learned about themselves within their leadership roles.

Awards and Recognitions: August 2024 We congratulate these honorees and celebrate their contributions to our collective hospice and palliative care mission, vision, and compassionate care throughout our world. Do you know any of these leaders? We encourage you to forward this to them or to find another way to celebrate their success. (We are piloting this as a monthly feature in Hospice & Palliative Care Today.)