- Thriving Mid-Level Leaders Drive Organizational Success
- Breaking Communication Barriers and Leading Cross-Functional Teams
- ACHE Seeks Nominations for Its Most Prestigious Awards
- Board of Governors Exam: Your Questions Answered
Thriving Mid-Level Leaders Drive Organizational Success
Consistent support and guidance from senior leadership ensures mid-level managers can effectively navigate complex responsibilities. In addition to crisis management skills, financial acumen, regulatory and policy knowledge, and comfort with evolving technology, mid-level leaders are required to rely on both emotional intelligence and strong communication skills. This involves not only promoting the well-being of staff, but also ensuring they are seen, valued and respected—a crucial component to retention efforts.
Cachet Colvard, director of operations at SCAN Health Plan, says—in the May/June issue of Healthcare Executive—that CEOs can offer managers the trust and space to bring up concerns, “but managers need to be able to decipher if those issues are things that should be escalated or if they can be resolved at the mid-level.”
Conversely, she says, if changes are forthcoming, “middle managers need to know how to take that information back to staff in a way that doesn’t scare them, yet at the same time effectively communicate the core message.”
“Executives can feel as if they know what is best by the nature of their experience and roles,” adds Kristin Wolkart, FACHE, president and CEO of H.O.P.E. Healthcare Consulting. “But as a leader, you need to listen to the people who understand and are connected to the root cause of an issue. Middle management knows what’s broken, and they also know how to fix it.”
Learn strategies for upskilling and development, including tips from McKinsey on how to create managers who are “force multipliers,” in “Building Mid-Level Mastery—How Managers Are the Link to Organizational Success.”
Breaking Communication Barriers and Leading Cross-Functional Teams
Effective cross-functional collaboration in healthcare improves patient care, efficiency and outcomes. However, misalignment, silos and poor communication often hinder progress. Patrick Lencioni’s Five Dysfunctions of a Team highlights key barriers: lack of trust, fear of conflict, weak commitment, poor accountability and misaligned priorities. Addressing these dysfunctions can enhance teamwork and drive systemwide success, and here are five ways to do it.
Build Trust Through Transparency. Trust is essential for collaboration. Leaders can foster it by promoting open discussions, breaking down hierarchies and ensuring psychological safety. Tactics such as interdisciplinary bedside rounding and structured debriefs after critical events improve trust and continuous learning.
Encourage Constructive Debate. Fear of conflict leads to miscommunication and poor decisions. Structured discussions, like morbidity and mortality conferences and case reviews, promote diverse perspectives while shifting focus from blame to improvement. Leaders can also frame meetings around open-ended questions to encourage honest dialogue and problem-solving.
Align Teams With Patient-Centered Goals. Unclear priorities hinder commitment. Systemwide goals—such as reducing sepsis mortality or increasing screening rates—help unify teams. Real-time dashboards and frequent progress updates keep teams aligned. Shared incentives across departments reinforce engagement and accountability.
Foster Accountability. Accountability should extend beyond leadership, with shared responsibility at all levels. Peer-led evaluations and structured handoff protocols (e.g., SBAR—situation, background, assessment, and recommendation) enhance collaboration and ensure seamless care transitions. Leaders can create a culture where team members hold each other accountable to improve outcomes.
Focus on Systemwide Impact. Department-specific key performance indicators KPIs can create silos. Aligning incentives with hospital-wide metrics, such as readmission rates, fosters collective accountability. Recognizing and rewarding interdisciplinary teamwork reinforces a culture of shared success and continuous improvement.
By implementing these strategies, healthcare leaders can break communication barriers, align teams around shared goals, and enhance both operational efficiency and patient outcomes.
Exact Sciences, an ACHE Premier Corporate Partner, provided the content above.
ACHE Seeks Nominations for Its Most Prestigious Awards
ACHE is accepting nominations for the Gold Medal Award, the Lifetime Service and Achievement Award, and the Robert S. Hudgens Memorial Award for Young Healthcare Executive of the Year.
- The Gold Medal Award is the highest honor bestowed by ACHE on outstanding leaders who have made significant contributions to the healthcare profession. This award identifies ACHE Fellows who best exemplify leadership at the organizational, local, state/provincial and national levels, and who continually contribute to the improvement of the delivery of healthcare services and community health. The deadline for submission of the nomination packet is Aug. 15.
- The Lifetime Service and Achievement Award recognizes Life Fellows and Retired Fellows who have made outstanding, nationally recognized contributions to advance the profession of healthcare management and ACHE. The deadline for submission of nomination letters is July 15.
- The Robert S. Hudgens Memorial Award for Young Healthcare Executive of the Year recognizes early careerist Fellows for outstanding achievements in the field of healthcare management. The deadline for submission of nomination letters is July 15.
Members are uniquely positioned to identify deserving leaders for nomination, and we ask for your assistance in encouraging worthy candidates. Visit News and Awards for full details on the nomination process, award criteria and past recipients. If you have questions, contact Jennifer L. Connelly, FACHE, CAE, vice president, Volunteer Relations, Executive Office, at (312) 424-9320 or jconnelly@ache.org.
Board of Governors Exam: Your Questions Answered
If you want to know more about pursuing your FACHE® credential, register for the next complimentary overview webinar at 1 p.m. Central time June 12. You’ll learn about eligibility requirements, the application process and resources to prepare for the Board of Governors Exam. You’ll also be given the opportunity to ask questions.
Becoming board certified in healthcare management as an ACHE Fellow demonstrates you have met rigorous standards and proven your competency in all areas of healthcare leadership, ensuring you stand out from the crowd. Andrew S. Mullins, FACHE, CEO, Lifeline of Ohio (Columbus), asserts, “Find out what you need to do now to be able to become a Fellow. You'll never regret it.”
Members who submit their FACHE application by June 30 will have the $225 Board of Governors Exam fee waived.
Register and learn more about the next FACHE Overview Webinar.