Journal of Healthcare Management - March/April 2016 - (Page 81)

I N T E R V I E W Interview With Peter S. Fine, FACHE, President and CEO of Banner Health P eter S. Fine, FACHE, has been president and CEO of Phoenix, Arizona-based Banner Health since November 2000. Banner Health is one of the nation's largest secular, nonprofit healthcare organizations, operating 29 acute care facilities in seven western states. Banner employs more than 48,000 people and is Arizona's largest private employer. Mr. Fine previously was executive vice president and chief operating officer at Aurora Health Care, a large integrated system headquartered in Milwaukee and serving all of Eastern Wisconsin. Mr. Fine has served on the ACHE Board of Governors and is also a member of the American Hospital Association, The Health Management Academy, and Greater Phoenix Leadership. Mr. Fine serves on the board of directors for Premier, Inc., and previously served on the boards of Accuray, the Translational Genomics Research Institute, and the Heard Museum. Mr. Fine has also served on the Arizona Commission on Medical Education and Research, the Citizens' Task Force on the Maricopa County Health Care System, and the Citizens Finance Review Commission for the state of Arizona. Mr. Fine received the 2010 CEO IT Achievement Award from Modern Healthcare and the Healthcare Information and Management Systems Society and the Phoenix Business Journal's Most Admired CEO Award in 2010. Dr. Kash: We are faced with a challenging management environment in healthcare. What are your views on effective healthcare leadership and the primary leadership skills needed today and as we move forward? Mr. Fine: You have to adapt your leadership skills as the environment changes, but clearly some skills are stable and don't change over time. We have this saying at Banner Health: Visibility breeds credibility, credibility breeds trust, and if you want to be trusted, you'd better be visible. In times of trauma, reinvention, or disruption, people sometimes have difficulty being highly visible. I conduct a leadership orientation once a month for all new organizational leaders. I try to convey the message that visibility is critically important from a credibility perspective. One of the outcomes you want from a great leader is people trusting his or her judgment, and nobody is going to trust the judgment of someone who is invisible. Maintaining a high degree of visibility doesn't happen by accident; leaders should schedule time to make sure it occurs. Art Malasto, FACHE, a former ACHE Regent for Indiana, was an early mentor of mine. I was 26 years old and the assistant administrator in a 300-bed hospital that he ran. Art came to the hospital 6 days a week at 7:15 a.m. By 7:30, he was walking the floors and did not return to his office until 9:30 a.m. His morning walks helped create a high degree of visibility that resulted in a high degree of trust in his judgment. Trusting a leader's judgment is critical because the messages you send and the decisions you make are not going to be liked by everybody. But if staff members 81

Table of Contents for the Digital Edition of Journal of Healthcare Management - March/April 2016

Journal of Healthcare Management - March/April 2016
Contents
Interview With Peter S. Fine, FACHE, President and CEO of Banner Health
Reducing Physician Burnout Through Engagement
Improving Care Across the Continuum
Analysis of the Community Benefit Standard in Texas Hospitals
Physician–Organization Collaboration Reduces Physician Burnout and Promotes Engagement: The Mayo Clinic Experience
Work–Family Conflict Among Newly Licensed Registered Nurses: A Structural Equation Model of Antecedents and Outcomes
Hospital Systems, Convenient Care Strategies, and Healthcare Reform

Journal of Healthcare Management - March/April 2016