Fall 2017
ACHENJ September 21, 2017
In This Issue
President's Message
Message from the President
Message from Your ACHE Regent
Message from Your ACHE Regent
ACHENJ Mission & Vision
Mission & Vision
Leader to Leader Point Recipients
Leader to Leader Point Recipients
New Chapter Members
New Chapter Members
Chapter News
Chapter News
National News
National News Q3 2017
Career Resources
Career Resources
Ray E. Brown Management Resource Center
Ray E. Brown Management Resource Center
ACHE Diversity Tool
ACHE Diversity Tool
Articles of Interest
Unique Behaviors That Earn Your Employees’ Respect
3 Keys to a Great Pep Talk
Newsletter Tools
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What would you expect from the ACHENJ Podcast?
Strategies for Leadership
Topics on Healthcare Innovation
Topics on Disruptive Healthcare Concepts
Healthcare management at its best
Chapter Officers
Officers and Board of Directors - 2017-2018

Jeffrey Egnatovich MBA, RN
Hackensack Meridian Health

Immediate Past-President
Ceu Cirne-Neves, MPA, CPHQ, FACHE
Vice President, Physician & Patient Services
Saint Barnabas Medical Center
RWJBarnabas Health

Alex Puma
Director of Analytics
Monmouth Medical Center


Bruce Keele

Financial & CFS Senior Director

Janssen Pharmaceuticals, Inc.



Michael Pizzano, MAS
Chief  Executive Officer      
Kindred Hospital of New Jersey


First Member at Large
Paula Gutierrez, MHA, CPTC
Transplant Coordinator
NJ Sharing Network

Second Member at Large
Joe Wilkins, FACHE         
Senior Vice President            
Chief Transformation Officer
Atlantic Health System



Membership Chair
Maria C. Miranda, FACHE  
Director, Emerging Payment Models
BESLER Consulting

Michael J. McDonough, DMH, FACHE
Associate Teaching Professor
Health Services Administration
Rutgers University         


2017-2018 Organizational Chart


Articles of Interest
Unique Behaviors That Earn Your Employees’ Respect

Great entrepreneurs and well-known leaders tend to possess some “rather unusual behaviors not commonly seen in the corporate world,” according to Marcel Schwantes, a speaker, leadership coach, and the principal and founder of Leadership From the Core. In a recent article for Inc., Schwantes said brilliant leaders do the following four things:

Tap front-line employees for new ideas. Success happens when leaders go down to the production floor to “engage with workers, ask questions and actively listen to truly understand current issues.”

Stay curious. Saying great leaders are naturally curious may sounds cliché, but the notion is backed by research. For instance, a Harvard Business Review report found people with a higher "curiosity quotient" are more inquisitive and generate more original ideas, which leads to higher levels of knowledge acquisition over time.

Display vulnerability. “There's immense power in being openly vulnerable,” says Schwantes. Vulnerability allows leaders to connect with and engage his or her employees. Being relatable helps build relationships, which is what many businesses are built on.

Have empathy. “The practice of empathy works in a business sense only if the end result is removing barriers and helping your employees succeed,” says Schwantes. “It's the feeling of safety and freedom employees get that releases them to do great work.”

Schwantes believes these four uncommon behaviors command great respect and unprecedented employee loyalty, and lead to clear, competitive advantage.

—Adapted from “4 Rare (and Brilliant) Things Smart Leaders Do to Get Respect,” by Marcel Schwantes, Inc., July 30, 2017.


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American College of Healthcare Executives of New Jersey