Defin­ing the chief pa­tient ex­pe­ri­ence of­fi­cer role:

Modern Healthcare - - NEWS -

Avoid a “mes­siah hire” sce­nario, says Donna Padilla of Witt/ Ki­ef­fer. “Clearly de­fine the po­si­tion and what suc­cess will look like.”

But don’t make the fo­cus too nar­row, says Air­ica Steed of the Univer­sity of Illi­nois Hos­pi­tal & Health Sciences Sys­tem. The CXO has to have flex­i­bil­ity to ad­dress the chang­ing needs and cul­tural nu­ances of the or­ga­ni­za­tion.

Some­one who un­der­stands the cul­ture is crit­i­cal, said Dr. James Mer­lino of the Cleve­land Clinic. Fa­mil­iar­ity with so­cial nu­ances can help a CXO har­mo­nize the in­ter­ests of dif­fer­ent stake­holder groups.

The CXO’s sta­tus within the or­ga­ni­za­tion mat­ters, says Ja­son Wolf of the Beryl In­sti­tute. “If the CXO is buried too deep down, you’ve al­ready made a state­ment be­fore you’ve even started,” he said.

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