Leadership: meeting the demands of the times.

LEADERSHIP IN HEALTHCARE ADMINISTRATION continuously evolves to meet the demands of the times. From a cottage industry at the start of the last century, hospitals and health systems have grown in response to remarkable advances in medicine and technology, and to payment and regulatory changes ranging from Hill-Burton, to Medicare and Medicaid, to managed care. As the nation's healthcare delivery system has grown more complex, so too have the demands on hospital and health system leaders. Debra Sukin and Stephanie McCutcheon present their views on leading change in the feature articles. Both views reflect the new and diverse challenges hospital and health system CEOs must manage. The communities we serve depend on us to generate new value and to invest more resources to advance the state of healthcare. Organizations must bring together physicians, nurses, and supporting staff whose talent and energy drive a sustainable health system. Ms. Sukin outlines eight critical factors necessary for success "in an industry destined for continuous change." Ms. McCutcheoris case study provides a complimentary look at what she describes as a "transformational strategy" to meet an uncertain future. THE UNIFIED ENTERPRISE MINISTRY The Unified Enterprise Ministry® model is Trinity Health's response to the challenging times the feature articles address. By leveraging this model, Trinity Health has become one of the strongest and most respected networks of community hospitals in the country. Our culture and operating model are focused on creating a superior patient care experience supported by operational and service excellence. Trinity Health aims for the transformational change Ms. McCutcheon emphasized as we seek to exceed national performance benchmarks. The Unified Enterprise Ministry model allows us to accelerate transformational change by * being unified in our desire to provide high quality care within an affordable cost structure, * being willing to accept business risk to give our patients the best care experience anywhere, and * serving as a healing ministry, providing care to everyone, especially to those who are less fortunate and more vulnerable. TRINITY HEALTH'S FOUNDING PRINCIPLES Trinity Health was created from the combined heritage of the Sisters of Mercy and the Sisters of the Holy Cross and their Catholic healthcare ministries. As part ofthat legacy, the sponsors established principles to guide the organization's mission and development. Ms. McCutcheon refers to the "Principles of the Future of Hospital Sisters Health System delineated by the Sponsors." Trinity Health's 15 Founding Principles are the foundation on which our health system was built. The principles direct the organization's mission, operating model, and future development. They continually inspire us to two elements Ms. Sukin calls out as critical to future success: adaptability and ongoing learning. For example, our eleventh Founding Principle calls on us to "leverage [our] strengths and geography in order to facilitate the sharing and adoption of best practices and learnings across the System as well as to assure its financial stability." Ms. McCutcheon's emphasis on physician involvement is reflected in Trinity Health's eighth Founding Principle, which emphasizes a commitment "to partnering with physicians to assure quality outcomes and cost effective, compassionate, and accessible care." DIVERSE ORGANIZATIONS JOINED BY A SINGLE MISSION Ms. McCutcheon cites people as an asset in leading change initiatives. Trinity Health's culture starts with a peoplefocused philosophy where associates rely on one another to deliver great care to our patients - body, mind, and spirit. Similarly, Trinity Health builds on the collective strengths of its human resources toward the creation of a superior patient care experience, especially for those seeking affordable healthcare services. …