Transitioning jobs is not a matter of if, but when, for most healthcare leaders. In today’s work climate it is rare for any professional to stay with one employer for the duration of their entire career, and healthcare is no exception. In fact, a U.S. Bureau of Labor Statistics report from September 2020 found the median number of years hospital employees have worked for their current organization is five years.
Explore how one can successfully transition to a new role, even during times as uncertain as the COVID-19 pandemic, by checking out the following advice from five C-suite healthcare leaders.
Thomas Jackiewicz, President, University of Chicago Medical Center/COO, UChicago Medicine
My top tip is to take advantage of what video conferencing can help you accomplish instead of viewing it as a negative. When I joined UChicago Medicine in August 2020, I assumed doing almost everything remote was impersonal, but it was actually the opposite.
With the COVID-19 pandemic and an epidemic of gun violence in the communities our organization serves, we were all trying to contend with changes in our lives and concerns about the future. I got to see the personal side of faculty and staff much sooner because people were open to having conversations about their experiences on video calls. Seeing that personal side of people sooner has helped me get to know the organization much quicker than I would have under normal circumstances.
Andrew Goldfrach, FACHE, COO, Arrowhead Regional Medical Center, Colton, Calif.
Career transitions can feel destabilizing, but the time between jobs is a good chance to step back, reevaluate your passions and figure out what you want your next steps to be. One of the reasons it’s essential to reflect and be intentional about career moves is because healthcare leadership is a relatively small world, and it is easy to get pigeon-holed into certain sectors. Always remember this: Develop your career path or your path will be chosen for you.
Stonish Pierce, FACHE, COO, Holy Cross Health, Fort Lauderdale, Fla.
Resourcefulness, resiliency and patience are necessary to successfully transition into new roles during the pandemic. While the pandemic has limited large meetings, events and social gatherings that most are accustomed to as part of traditional organizational integration efforts, one must be strategic in their approach with these limitations.
Prior to your arrival, proactively request virtual meetings with key physicians, employees, community members and other stakeholders who may be vital to your success. After your arrival, seek similar opportunities to meet with these same stakeholders individually in-person or virtually in group settings as conditions permit. Leaders should round on front-line employees and physicians, and join virtual staff meetings and committees to establish the foundation for relationships.
Above all, one must remember to remain patient and be strategic in arranging opportunities to ensure short-term and long-term success.
Michele Szkolnicki, RN, FACHE, senior vice president/CNO, Penn State Health Milton S. Hershey Medical Center, Springfield, Pa.
Put in the time and investment it will take to make a good connection and be authentic over technology. With the pandemic, many of your interviews will take place via video conferencing. Hire yourself an executive coach, have them conduct a practice interview over video and respond to feedback on how to present better. Your coach can also work with you to focus on lighting and background. If you are required to do a presentation, remember this may be what tips the hiring decision one way or the other. Put time and effort into your presentation and know it cold. Rehearse it with your coach, take feedback and try again. It is vitally important to make a meaningful connection and that is harder to do over video conferencing. Your focused preparation can overcome that barrier.
Ashley R. Vertuno, FACHE, CEO, HCA Healthcare East Florida Division–JFK Medical Center North Campus, West Palm Beach, Fla.
If you are making a transition, be impatiently patient and stay grounded. Joining a new organization in a new role, especially during a time of uncertainty, has allowed me to continue to self-reflect and remain true to who I am as a leader. We all know we must perform and transform with results and resilience. There will always be ambiguity and exactness, accountability and empathy. This can be exhausting to your team and organization. However, just like in the water, we must ebb and flow as we provide direction and communication at all times. If not, the contrary is mediocrity and complacency, which can damage culture within your organization. I want to get to the destination as fast as possible, but I also know that sometimes we need to go slower and build buy-in across the team so we can move forward with expediency. Staying grounded and being impatiently patient has allowed for my transition to build a cohesive team who will ride any wave together.