Career Advancement: A Search Consultant’s View

1. Career Advancement: A Search Consultant’s View Mark Andrew Senior Partner Witt/Kieffer June 2016

2. 1 Understanding the landscape

3. What’s happening in the job market? • Executive turnover remains high • annual CEO turnover is currently 18% (ACHE) • Reasons include: • Industry consolidation and churn from M&A • Increased cost-cutting and financial scrutiny • Retirement of “legacy leaders” and baby boomers • Movement of CEOs within health systems • Emergence of new models of care

4. Disruption can mean opportunity • What positions are in demand? • finance • compliance • IT • physician leaders • quality • ambulatory/clinical care • population health/care continuum

5. Reform can mean opportunity • What type of leaders are sought? • collaborative, team players who fit a system mentality • strategic thinkers • flexible, adaptive • technologically aware • mature, professional, principled • innovative in transforming services to become patient-centric; value-based; consumer-driven; results-oriented

6. Future Leaders Created in Difficult Times • Hospitals and health systems will seek out executives who deliver results/performance in a shifting landscape • Skills necessary for future leaders, cited by CEO respondents: • Finance • Strategy • Change management • Physician relations • Ambulatory services • Hospital owned/affiliated group practice management • Efficient facility staffing and operational acumen

7. Action steps to advance your career 2

8. How to advance your career • Develop a personal mission statement • Know your values • Assess your strengths and weaknesses • Cultivate strategic leadership opportunities • Broaden your exposure within your organization • Network within and outside • Build your personal “brand”

9. Differentiate your “brand” • Stay current with industry trends • Learn survival skills • Stand out from the crowd • Create new paths

10. Networking necessities • Diversify contacts - join associations, attend events • Get active in online professional groups (e.g., LinkedIn) • Network with those who can hire you as well as peers • Talk with search consultants (before you really need us) • Volunteer in professional & community service organizations • 70 to 80 percent of job opportunities come from networking!

11. Leadership Competencies • Leadership competencies most commonly identified by best practice organizations: • Team building skills/collaborative style • Strategic thinking/big picture view of the organization • Values-centered/role models organizational values • Visionary/promotes mission and goals • Change agent/promotes innovation • Results-oriented/high performance norms/metrics • Coaching and mentoring others • Continuous growth orientation/receptive to feedback • Communications skills/manages message

12. 16 Competencies Leadership Model *With permission from Health Administration Press, Chicago, IL (2015) Exceptional Leadership: 16 Critical Competencies for Healthcare Executives, ed. 2 by Carson F. Dye, FACHE and Andrew N. Garman, PsyD.

13. Final Thoughts • Be realistic about your goals and interest in a move • Be aware of your expectations and marketability • Sometimes a lateral move or step back for the “right” organization is better than a move up in another • Be willing to change and learn in changing times • Be confident—take responsibility for your career

14. “Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt to offer a solution everybody can understand.” - General Colin Powell Mark Andrew Senior Partner Witt Kieffer 949-797-3528 marka@wittkieffer.com