Literature Review

What’s next for the healthcare CEO role?Becker's Hospital Review; by Kelly Gooch; 10/24/25Hospital and health system CEOs face mounting pressures and a rapidly evolving healthcare landscape — one that requires them to think critically about their leadership today, but also about how their role will need to evolve in the years ahead. Leaders must navigate various responsibilities — from confronting health disparities and engaging more deeply with their communities and employees, to adopting AI and addressing financial challenges. Becker’s asked [hospital] CEOs to share how they see the role evolving over the next two to five years — and how they are preparing themselves and their organizations for that shift.

55% of healthcare executives plan to change roles within 3 years: SurveyBecker's Hospital Review; by Kristin Kuchno; 10/17/25More than half of healthcare executives plan to leave their roles within the next three years, according to a report from LHH, an executive search firm. Here are six more things to know from two 2025 surveys...

Nonprofits can profit from customer experience practices Evolve-Success; by Rick de Yampert; 10/14/25 Becca Gatian is grateful for each of the gifts she receives as executive director of Halifax Health – Hospice.“When we notice a gap in service or someone has a concern, we don’t call it a complaint,” said Gatian. “We see it as a gift, an opportunity to improve.” For Halifax Health – Hospice, a nonprofit that services Volusia, Flagler, Orange and Osceola counties, “We always focus on the patient and family – they are our customers,” Gatian said. “‘Client’ seems like a clinical term. It’s really about meeting the customer where they’re at versus having a product that we sell. When you think about a customer and a great experience, it’s because that organization individualized that experience for that particular patient and family.”

The Exec: Hamilton Medical Center CMO on incremental successes in change management HealthLeaders; by Christopher Cheney; 10/13/25 In healthcare, attempts to make changes quickly at a grand scale are often unsuccessful, this CMO says. The primary element of success in change management is to pursue a strategy that emphasizes small and incremental changes, according to [Ricard Perez] the new CMO of Hamilton Medical Center in Dalton, Georgia. ... If you are going to be affecting people's daily work lives, your best bet for success is to make sure that those people have some representation at the table," Perez says. "Once you have stakeholders at the table, they can become advocates and catalysts for change because they will have an intricate understanding of why change needs to happen."

Emotional analytics in HRtech: Measuring mood, motivation, and morale HRTechSeries; by HRTech Staff Writer; 9/22/25 Organizations have used the same set of HR metrics for decades to keep track of the health of their employees: turnover rates, absenteeism, performance scores, and time-to-hire. These benchmarks are useful, but they don’t tell the whole story about what really makes an organization successful. They keep track of what employees do, but not how they feel. That gap is no longer acceptable in today’s fast-paced workplace, where employee experience is becoming more and more important for engagement and retention.

Conversational AI in hospice care: risks and benefits Hospice News; by Jim Parker; 8/29/25 Numerous types of artificial intelligence (AI) have gained a substantial foothold in health care, including hospices, with conversational AI among them. Conversational AI uses natural language processing and machine learning to develop virtual assistants and chatbots that can automate certain functions. ... The use of conversational AI in health care for the most part falls into two categories — delivery of remote health services and administrative assistance to health care providers, according to 2024 research published in the Journal of Medical Internet Research. ... However, the technology has limitations, the study found. These include ethical challenges, legal and safety concerns, technical difficulties, user experience issues and societal and economic impacts.

Lessons from U.S. Army Special Ops on becoming a leaderHarvard Business Review; by Angus Fletcher; 8/19/25In today’s volatile and uncertain world, leadership skills have become more crucial than ever, yet many organizations struggle to train their managers to lead effectively. But experiential learning and failure-based training, as practiced by U.S. Army Special Operations, can transform managers into leaders who excel in high-pressure situations. By focusing on initiative, emotional confidence, imagination, and strategic vision, the Special Ops curriculum offers a unique and effective approach to leadership development that can be adapted to various industries and organizational contexts. This method has shown remarkable success in both military and business settings, making it a valuable resource for companies looking to cultivate strong leaders in times of uncertainty.

The future of work: Prioritizing human connection with Ryan Jenkins Teleios Collaborative Network (TCN) - Anatomy of Leadership; podcast/video by Chris Comeaux with Ryan Jenkins; 8/13/25 "Connection isn't new, it's just neglected. And it's neglected now more than ever." These powerful words from Wall Street Journal bestselling author Ryan Jenkins set the stage for a transformative conversation about what might be our most critical yet overlooked human need. Despite our hyperconnected world of social media, texting, and endless digital communication, genuine connection continues to slip through our fingers. Jenkins reveals the crucial distinction between mere communication and true connection – explaining how our brains process these experiences differently and why it matters so profoundly.

The hidden leadership threat draining workplace productivity Forbes; by Julian Hayes II; 7/27/25 If speed is a premium currency in modern business, friction is the hidden tax. It doesn't appear on your balance sheet or get highlighted on the org chart. Yet, it compounds daily through missed deadlines, disengaged employees, decision bottlenecks, various leadership issues, and a tech stack that overwhelms more than it empowers. ... Perhaps the most revealing (and to some surprising) insight: executives reported the highest levels of friction. The very individuals tasked with solving complexity are often the most affected by it. This discovery underscores a deeper truth: friction isn't merely an operational issue. It's also a leadership issue. ... [The] following four categories of friction offer a diagnostic window into the health of an organization's leadership infrastructure. ...

How to perform a Regret Audit: A simple question that can help you live with purpose and have fewer regrets. Psychology Today; by Jordan Grumet, MD; 7/20/25 As a hospice doctor, I’ve spent countless hours sitting at the bedsides of dying patients, listening to the echoes of lives well-lived and those haunted by regret. As Bronnie Ware described in The Five Regrets of the Dying, many end-of-life reflections center around missed chances to live more authentically, joyfully, and meaningfully. But we don’t have to wait until our final moments to face these truths. I’ve long advocated for the hospice life review as a proactive tool. It’s a structured set of questions used by hospice professionals to help patients process their lives and find peace. The questions are simple but profound:

Leaders shouldn't try to do it all - Many important tasks can be done by other people. Focus on what you can do a lot better than anyone else.Harvard Business Review; by A.G. Lafley, Roger L. Martin; Jan-Feb 2025Leaders shouldn't spend their scarce time on activities simply because they are very important. They should do only the things that nobody else in the organization can do nearly as well - if at all. And they should spend as much of their time as possible on them.Publisher's note: Accessing article may require subscription or purchasing the issue.

How to give physicians autonomy—and protect them from burnout American Medical Association (AMA); by Georgia Garvey; 7/1/25 Almost everyone appreciates having autonomy at work. But when physicians spend more than a decade in high-stakes and grueling medical training, only to enter practice with virtually no control over their work environment, schedule or day, it can lead to the kind of spiraling frustration that often turns into burnout or leaving the profession entirely. “It’s one of those things where the more you try to micromanage a physician’s schedule, the more a feeling of distrust you give to the physicians ...” said Jill Jin, MD, MPH, an internist and senior physician adviser for the AMA, one of the authors of the AMA STEPS Forward® “Value of Feeling Valued Playbook.” ... Though the percentages of those experiencing burnout have declined from the peak during the COVID-19 public health emergency, 43.2% of physicians still say they have at least one symptom of burnout.  ... When physicians feel valued—... as competent professionals who have devoted immense time and energy to becoming experts at their jobs—it is proven to be positively associated with lower levels of burnout.