Spring 2018 Volume 21
In This Issue
President's Message Spring 2018
Message from Your ACHE Regent - Spring 2018
Leadership and Professional Development
Healthcare Leadership - Thoughts From My Foxhole
In the News
News from ACHE National
STC-ACHE Advancement Committee Update
Philanthropy and Community Relations Update
4 Steps to Establishing Your Leadership Philosophy
Enhance Your Decision-Making Skills: 3 Tips
Administrative Notes
Request for e-Newsletter Articles
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Ensure delivery of Chapter E-newsletter (Disclaimer)
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Should the Military healthcare system be intergrated with the civilian healthcare system?
Chapter Officers
Roxanna Rose, MHA, FACHE


Immediate Past President

CAPT Lynn Downs

Adela Garcia
Leadership and Professional Development
Healthcare Leadership - Thoughts From My Foxhole
MG David Rubenstein, FACHE, Past Chairman, ACHE

Howdy, all.  I trust you’re well as summer takes hold of Central and South Texas.


I came across two quotes recently, two quotes that reminded me of an encounter I had with my boss’s boss.


The quotes?


The first quote is from Colin Powell.  He shared that “There are no secrets to success.  It is the result of preparation, hard work, and learning from failure.”


The second quote is from Bill Gates.  He shared that “It's fine to celebrate success but it is more important to heed the lessons of failure.”


And what of the encounter?


I returned from an Army deployment in March 2000 to discover I had a new boss’ boss, the Deputy Commanding General for the Army’s III Corps. At the appointed time I visited with him to discuss my unit and my goals. First, we discussed me.  As a proud dad I bragged about my two children.  To my glowing report about my daughter the Deputy CG asked if she had ever failed.  I swelled up and said, “no.”  He said, “oh, too bad.’




What is it about failure that makes us shy away from it? And what is it about failure that makes us want to take the easy road to ensure we don’t fail?


I believe the basis for our fear of failure is rooted in the lack of permission to fail.  Occasionally our managers and leaders don’t give us permission to try something that may lead to a failure.  Occasionally we don’t give ourselves the permission to try something that may lead to a failure.  On both accounts we are shortchanging our organizations, our beneficiaries, our stakeholders, and ourselves.


What to do?


First, understand that you must try new things if you or the organization expect to move forward.  Continuing to do something just because that’s what has always been done and because it’s the comfortable route, it is not going to lead to new successes.


Second, accept that failure happens.  You and your subordinates are not alone.  We all try and occasionally, we all fail.  That’s the course of getting better.  For leaders, we must underwrite our people’s efforts even if the occasional failure is the result.  We too, learn from failure.


Third, spend quality time and a lot of it, planning and considering the effort you’re intending to take.  The time spent on thinking through the second and third order effects will greatly reduce the possibility of those effects happening. Include these effects and your plans to mitigate them, when briefing your effort to your people and to your boss.


Fourth, work hard at developing lessons from the failure.  What went right?  Where did things go wrong?  What could you or your people have done differently?  What personal and professional lessons did you come away with?


Finally, don’t spend a lot of time regretting and reconsidering the failure.  Once you learn from it, it’s time to move on.  Like a car in your rear-view mirror, you need to know it’s there and its implications by being there; but the car is driven through the windscreen. 


We all want to succeed and excel, with every project and with every decision.  But sometimes our best plans take a detour, or an external influence causes a problem. Okay, got it.  You maximized the planning, you minimized the impact, and now you’re going to learn and move on.



Best wishes for every future success.

For Leaders Who Care!


MG David Rubenstein, FACHE


Past Chairman, ACHE



































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