Role mod­els in their com­pa­nies and com­mu­ni­ties


It’s of­ten said that the lead­er­ship of an or­ga­ni­za­tion should re­flect the com­mu­nity it serves. It’s a no­ble aim, and an ab­so­lute ne­ces­sity in health­care, where so much is rid­ing on the in­ter­ac­tion be­tween a pa­tient and a provider or payer.

That’s why the Top 25 Mi­nor­ity Ex­ec­u­tives in Health­care is such an im­por­tant pro­gram. It’s a chance to con­grat­u­late– and learn from–the lead­ers and or­ga­ni­za­tions who are get­ting it right. These ex­ec­u­tives are role mod­els in their com­pa­nies, com­mu­ni­ties and in the in­dus­try as a whole.

But as we have seen in the decades we have worked with health­care talent, it can’t stop there. The com­mu­nity also needs to be re­flected in the board­room and in the lead­er­ship-de­vel­op­ment pro­grams within each in­sti­tu­tion for di­ver­sity to truly be­come part of the fab­ric of the or­ga­ni­za­tion.

Much is chang­ing in health­care these days. New lead­er­ship so­lu­tions are needed as well. Health­care boards and CEOs need to com­mit to uti­liz­ing the rich­ness that di­verse back­grounds and cul­tures can bring when build­ing their lead­er­ship teams. The Top 25 Mi­nor­ity Ex­ec­u­tives are 25 shin­ing ex­am­ples of what can hap­pen to a health­care or­ga­ni­za­tion and to a com­mu­nity when di­ver­sity is an in­trin­sic part of the lead­er­ship par­a­digm.

Bob Clarke, CEO

Furst Group

Sher­rie Barch, pres­i­dent

Furst Group

Newspapers in English

Newspapers from USA

© PressReader. All rights reserved.