Approved by the Board of Governors Dec. 5, 2023
Statement of the Issue
The need for healthcare executives to expand their professional competencies and leadership capabilities has never been greater. Changes in delivery of care, financial management and new technology continue to occur at a rapid pace, and the expertise and skills needed to respond appropriately to the resulting challenges are not easily obtained. A healthcare executive's lifelong learning journey helps ensure deliberate and ongoing professional and personal leadership development necessary to successfully lead and serve their patients, organizations, communities and other industry stakeholders effectively.
A commitment to professional and leadership development is also critical to the career success of healthcare executives. As new patient care delivery models continue to emerge and workforce challenges increase, traditional career ladders are giving way to new paths in healthcare that include all aspects of the healthcare continuum. An ongoing commitment to growth prepares healthcare executives for the resulting career opportunities.
Policy Position
The American College of Healthcare Executives believes healthcare executives have a responsibility to take charge of their professional and leadership development throughout their careers and, as part of the profession, to play an important role in supporting the professional and leadership development of others.
Developing management and leadership skills within an organization is an investment in the future and should be supported at both the individual and employer level because fostering leadership talent is key to sustaining the organization. At the same time, developing professional skills is a personal responsibility, necessary to enhance individual effectiveness, growth and advancement. As such, healthcare executives should invest time and resources in their own professional and leadership development, even if employer support for such efforts is not available.
To engage fully in professional and leadership development activities, healthcare executives should:
- Undertake periodic self-assessment that involves taking stock of one’s career in terms of individual professional strengths and weaknesses and specific competencies needed for current and future responsibilities. This includes getting feedback from others (e.g. 360° assessments). Self-assessments also should be used to identify career aspirations ensuring a professional development action plan is in place to achieve career goals and progression.
- Participate in both employer-based and external offerings that contribute to developing a balance of healthcare management competencies and general business skills. Embrace and master new information, new skills and emerging technologies to enhance professional performance.
- Attend face-to-face education offerings, which provide the richest environment for gaining insight from and sharing knowledge with experts and peers. Face-to-face education should also be supplemented with other learning formats, including distance learning opportunities.
- Regularly review journals, books and other resources such as relevant social media, e-learning and other technology solutions that provide insight into the trends, issues and challenges affecting the healthcare management field and society as a whole. In addition, review resources offering broad-based business management information on an ongoing basis.
- Keep up to date on all relevant certifications and licensure requirements. Maintaining professional certification is key to demonstrating a professional competency and commitment to lifelong learning. Maintaining board certification in healthcare management as an ACHE Fellow requires 36 hours, including a minimum of 12 ACHE In-Person Education hours and 12 ACHE Virtual Interactive Education hours. Up to 12 education hours may be Qualifying Education hours.
- As part of the healthcare leadership community, engage in active networking that includes one-on-one interaction with both peers and chapter, and professional society and trade association involvement. Networking benefits the individual and contributes to the professional and leadership development of others.
- Pursue professional relationships that seek the insight, experience and knowledge of others. As they grow in their professional development, healthcare executives should mentor others to share their knowledge, skills and experience. Mentoring others is another way to learn and grow as a leader. (See ACHE’s Policy Statement “Responsibility for Mentoring.”)
- Share their experience by teaching in an undergraduate or graduate health administration program as an adjunct instructor. Preparation of the course material ensures the healthcare executive stays current on the subject matter. Such roles also may encourage health administration programs to join and be active in ACHE’s Higher Education Network.
- Keep up with legislation that impacts the field.
- Participate in thought leadership and share their expertise with others.
It is only through an ongoing personal commitment to lifelong learning—essential at all career stages—that healthcare executives can thrive. By continually developing professional and leadership competencies and supporting the development of others, healthcare executives can better serve patients and communities, advance their careers, and help ensure the future of the profession is secure.
Policy created: November 1994
Policy updated: December 2023