American College of Healthcare Executives
Your Chapter's Quarterly Newsletter Spring 2009
In This Issue

From the President
Message from the Regent - Spring 2009
BOG Exam - Advancement Seminar Offered
THEF Scholarship Applications Due Soon
Winter Quarter ePoll Results
THEF Goals for 2009
Management by delegation
Lead change by creating a sense of urgency
Ensure delivery of Chapter E-newsletter (Disclaimer)


How is the economic downturn affecting your organization?

Reduced capital expenditures
Reduced ancillary staff
Reduced nursing staff
Modified compensation structure
Has had no impact
Other methods (Email answers to:


THEF Website
ACHE Job Bank

Chapter Officers


Robert E. Byrd, FACHE
Alamance Regional Medical Center


Christine L. Sternjacob
Novant Health Triad Region


Paul A. Jeffrey
Wesley Long Community Hospital Moses Cone Health System


Pamela M. Sinclair, FACHE
High Point Regional Health System

Samuel B. Seifert
Wake Forest University Baptist Medical Center

Lead change by creating a sense of urgency

Leading your group through change requires you to set a good example, one that communicates the urgency of constantly pushing the change along. Here are several tactics to help you do this:

  • Respond promptly to requests. When a staff member wants to talk about issues or problems related to the change, make time as soon as possible. Even if you can’t fill the request immediately, do respond immediately and say when you are available.
  • Highlight your involvement. When you assign tasks to employees, don’t simply tell them what they should do. Also let them know what you will be doing in related areas to advance the change. For example, if an employee will be gathering information to add to a report on your group’s work, describe how you will be contributing, i.e., coordinating others’ contributions, formatting the report and so on.
  • Send continual reminders. These may be in the form of updates about the progress of a specific task, for instance, or a nudge to a specific individual about completing that task.
  • Prune unnecessary work. Balance your attempt to do everything necessary with an equal effort to purge what’s unnecessary. Your crew will respond better to added tasks when they see that extraneous ones will be eliminated.
  • Always be positive. Perhaps the most difficult part of creating a sustainable sense of urgency is the need to not let the pressure get to you or your crew. For example, seeking urgency does not mean abandoning humor and patience, two attitudes that sustain people under pressure.

Adapted from Communication Solutions; (800) 878-5331;

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BOG Advancement Prep Seminar
Fundamentals of Healthcare Management
Saturday, June 27th

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