When evolving means job loss
Ascension, the nation’s largest not-for-profit Catholic system recently split the title of president and CEO and unified its two-pronged structure. That will result in the upcoming departure of three top executives including Patricia Maryland, who has been at Ascension for 15 years, most recently in the role of CEO of the healthcare division. She’ll leave her post at the end of June. Joseph Impicciche will serve in the new role of Ascension president, leaving Anthony Tersigni with only the CEO title. The reorganization places new leaders in charge of making decisions that position Ascension as focused on well-being. Maryland helped orchestrate the move and understood it would mean eliminating her position in the name of efficiency.
WHAT WAS YOUR RISKIEST DECISION? Playing a role in making sure Ascension evolves and doesn’t remain static. There were two things I wanted to accomplish during this two-year contract as CEO of Ascension’s healthcare division. One was ushering in the next generation of leaders. The other was integrating the different divisions into one Ascension. This will help with our strategic direction to focus on health, quality of life and prevention rather than on a sickness model.
WHY WAS THAT MOVE RISKY? Eliminating the divisions in our organization will allow us to create better strategy and execute more effectively to reach the goals above. It also gives us the opportunity to compel leaders to lead. But it meant the elimination of the role I’ll be leaving in June.
DESCRIBE THE OUTCOME It means being positioned in a way to use all of the tools at our disposal to address chronic diseases in order to let people manage their health differently and provide those services upfront. I think over time it will move us toward a much more affordable healthcare system.
RESPONSE FROM THOSE INVOLVED The young people who are being asked to take on more responsibility are aspiring toward transformative work and initiatives. They see us senior leaders stepping back and allowing them to step forward. They have new energy. I think it’s very, very positive.
ADVICE TO EXECUTIVES IN SIMILAR POSITIONS You need to have the courage to do what’s right. You have to be willing to not accept the status quo if you know that it’s not going to help make the organization move faster in the right direction. I think the courage to make those changes and to set that tone establishes your leadership style.
DESCRIBE YOUR LEADERSHIP STYLE I have strong relationships with others because it’s not just about management, it’s about the relationships you build with associates, with your key stakeholders and constituents who work with you. I think I’m a great role model because I really walk the talk. I’m proud of the programs I’ve been a part of creating that are aimed at supporting our next generation of leaders.
HOW WOULD OTHERS DESCRIBE IT? Observant, selfaware, emotionally intelligent, strategic, collaborative.
You have to be willing to not accept the status quo if you know that it’s not going to help make the organization move faster in the right direction.”