Management Learning Experiences of Ceos

By Thomas W. Chapman

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• Language: English
• Publisher: Xlibris US
• Release date: May 16, 2008
• ISBN: 9781465318138

Thomas W. Chapman

Dr. Thomas W. Chapman is President and Chief Executive Officer for The HSC Foundation. The HSC Foundation is the parent corporation for two subsidiaries, the HSC Pediatric Center (formerly The Hospital for Sick Children) and Health Services for Children with Special Needs (HSCSN). The parent corporation provides overall governance and management of the system and its subsidiaries. The subsidiaries directly serve individuals with special health care needs, families and communities in the Washington metropolitan area. Dr. Chapman provides leadership and significant involvement in community service for the non profit health care industry. These efforts have been achieved through developing and implementing a wide range of community-based programs, speaking at universities, public agencies and hospitals on the topic, writing articles for publications and interviews with the media about the importance of community services as a societal priority. Dr. Chapman’s previous positions include Senior Associate Vice President for Network Development, and Professor, Health Services Management and Policy, The George Washington University Medical Center; Chief Executive Officer, The George Washington University Hospital; President, Greater Southeast Healthcare System; and President, Greater Southeast Community Hospital. Dr. Chapman serves on the Boards of the Consumer Health Foundation, The Eugene and Agnes E. Meyer Foundation, Clarian Health Partners of Indiana, and Kaiser Permanente (Corporate Board and Mid-Atlantic).

Book preview

Copyright © 2008 by Thomas W. Chapman, MPH, EdD.

Edited by Henrietta Speaks

All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the copyright owner.

This book was printed in the United States of America.

To order additional copies of this book, contact:

Xlibris Corporation

1-888-795-4274

www.Xlibris.com

[e-mail]

40559

Contents

Introduction

Chapter One

Chapter Two

Chapter Three

Chapter Four

Chapter Five

Chapter Six

Chapter Seven

Chapter Eight

Chapter Nine

Chapter Ten

Appendix

References

Endnotes

ACKNOWLEDGEMENT FOR HENRIETTA SPEAKS

This book could not have been completed without the advice, editing and intellect of Ms. Henrietta Speaks of Birmingham, Alabama. Her efforts guided and transitioned this from technical concepts to practical words.

ACKNOWLEDGEMENT FOR

CARAMELA AUSTIN

The long hours and efforts to complete technical and professional input were provided by Caramela Austin. Her guidance and insights enabled this book’s successful completion. I am deeply indebted to her for these essential services.

Thomas W. Chapman, MPH, EdD

([e-mail])

President and CEO

The HSC Foundation

FOREWORD

The very last sentence of Dr. Chapman’s illuminating and skillfully written book says it all. He concludes the ultimate result of engaging in an exclusive learning group is that … you will address creatively and enjoyably the psychological isolation that comes with the territory of the CEO.

Modern American business, and especially the complex management and governance of healthcare enterprises, leaves the CEO in a particularly isolated spot. Not only is the isolation created by the very real circumstances of being the CEO of any large and complex organization, but the societal requirements of the very industry, health care, which the CEO has chosen for a career further isolates that CEO. Therefore, CEOs hunger for knowledge and for stories from other CEOs of successful initiatives. Dr. Chapman’s description of the kinds of exclusive learning groups and how they operate is a primer for CEOs in assessing their need to participate. Dr. Chapman’s conclusion that CEOs can engage in self measurement and comparative assessment is spot on with respect to the most significant value of an exclusive learning group.

This book is a must read for new CEOs as well as long tenured CEOs. The author is a professional with unparalleled experience, education, and training and he writes with both gravitas and compelling intellect.

Daniel F. Evans, Jr.

President & CEO,

Clarian Health Partners

Indianapolis, IN

FOREWORD

In my own career, as CEO of several large and complex organizations, there have been a number of times and settings where I could openly interact with and learn from other CEOs. I very much valued those opportunities.

In one case, I belonged to a Board with CEOs from a dozen non-competitive health plans. In another case, I was part of a Board with CEOs from health plans from other countries. In both cases, I could sit and talk about my problems and their problems and we could each learn from and teach one another. Those times were golden. I traveled a long way regularly to go to those meetings because I learned so much. Even when I was teaching, I learned.

There are problems and issues that CEOs have that are unique to the CEO job. In other jobs, there is always at least one higher layer—a greater context that you are part of. As a CEO, you sit at the peak of the context—the peak of the problem resolution pyramid. It’s a great place to be—but it is like soloing an airplane. In the CEO sessions, I could talk to the people with that same solo flight experience base.

A management learning group for CEOs is a good and useful place to be.

George C. Halvorson

Chairman of the Board, President

and Chief Executive Officer

Kaiser Foundation Health Plan, Inc.

& Kaiser Foundation Hospitals

Oakland, CA

Introduction

By Sharon J. Confessore, PhD.

This book provides a view of activities inherent to the continuous development of an elite occupational group—Chief Executive Officers (CEOs). Through careful analysis of many hours of interviews, conversations, observations, and controlled polling, Tom Chapman reveals the distilled wisdom of real and practicing chief executives as they confront the challenges of the office and the need to learn and grow while shouldering grave responsibility.

Identifying the best ways to support executive leaders’ learning is elusive; however, the unique nature of the CEO role makes a compelling reason to seek better understanding of how elite executives learn. Professional organizations and companies vigorously pursue a variety of methods. These efforts have led to increasing investments—approximately $75 million in 2006—in leadership education and development, yet CEOs rarely participate in these types of activities. Chapman explores the reasons CEOs avoid standard development programs, and he describes options CEOs not just prefer, but enthusiastically pursue.

This book focuses on the relationships between CEOs, the social dynamics that drive their learning needs, and the role exclusive learning groups play in meeting the CEO’s highly specialized learning requirements. When we think of learning, most of us associate learning with schools, curriculum, highly structured events, and tests. We think of our experiences in academia, professional classes, or company training. Much of