The goal of so many healthcare organizations is to find leadership structures that allow their most profitable offerings to push the limits of success even further and supercharge results in all aspects. Corazon has been assisting our most insightful clients get ahead of this curve. Many times, this means realizing the synergies that exist amongst service lines and capitalizing on the similar patient population, staff skill sets, and capital investment. The most obvious example of this is the development of a Heart and Brain Service Line, which can only be achieved with the right structure, and then the right leader to take this idea forward.
As a pioneer and early proponent of the Service Line approach, Corazon not only recognized the unique skill sets that a Service Line Leader must possess but was so convinced of the importance of this fact, that our organization had a training program to round out potential candidates called The Corazon Academy in the early 2000’s. Since then, these skill sets have become the required standard and norm for this type of role. The upside of this new norm is that those skills can be transferable to lead multiple specialties if those individuals have the appropriate experience and the propensity to rise the occasion.
Because of niched experience, our clients are now tapping into our expertise to not only develop this combined approach from a programmatic side but also a leadership standpoint. These leaders must understand and have parallel experience and strength these specialties including but not limited to the following:
- Clinical standards
- Operations
- Facility requirement
- Regulatory perimeters
- Physician relations
It is also Corazon’s recommendation that Heart and Brain programs consider individual CMO’s for each of these specialties. We have worked with our clients to build these dyad models, create job descriptions, and develop compensation models for these types of roles through both search and consulting engagements. This kind of planning sets expectations for success. Which end of the curve is your organization preparing for?
