Healthcare represents a significant 17% of the U.S. GDP, yet its true value lies far beyond economic contribution — it is foundational to the health and well-being of the nation. I sought to understand how America’s top healthcare providers maintain their leadership status. The common thread across all five leaders I spoke with — from integrated health systems to acute care, behavioral health, and pediatrics — was clear: culture.
Peter Drucker, one of the most influential business thinkers of the 20th century, famously stated, “Culture eats strategy for breakfast.” This notion is further supported by Jessica Skon, CEO of BTS, who emphasizes that organizations that treat culture as a strategic accelerator reach their goals faster than those who neglect it. Skon explains, “Culture is either intentionally shaped or develops by default, but it will either propel an organization forward or hold it back. CEOs who deliberately evolve their company’s culture drive lasting success and accelerate strategic outcomes.”
The following insights draw from the leaders of five distinguished healthcare organizations: Boston Children’s Hospital, Northwell Health, Kaiser Permanente, Sutter Health, and Universal Health Services, each exemplifying how culture shapes their operational success.
Communication: The Bedrock of a Strong Culture
Michael Dowling, CEO of Northwell Health — New York’s largest healthcare provider with 21 hospitals and nearly 90,000 employees — highlights the importance of communication in fostering a strong culture. He has made it a practice for over two decades to meet face-to-face with new hires weekly, reinforcing the organization’s values and mission, while listening to their concerns. “Communication, connection, and collaboration are the core of a great culture,” Dowling says. Additionally, he engages with staff on a personal level, including weekly dinners with front-line workers and breakfast meetings with employees at all levels. “How the CEO and leadership interact with staff can make a significant difference,” Dowling notes, underscoring the message that the work being done is meaningful and important.
Unique Practices That Bind the Team
Northwell also employs innovative practices to promote community involvement and staff recognition. Through employee donations, they launched a community clothing store, directly supporting those in need. The hospital hosts an annual Chef’s Challenge, where gourmet meals prepared by hospital chefs are judged by culinary and wellness experts. The Innovation Challenge allocates over $1 million annually to employee-driven projects that aim to transform healthcare. Additionally, the President’s Awards celebrate those who inspire their peers through stories of compassion and innovation, while the Truly Awards recognize physicians who elevate patient care standards. “I spend more time focusing on the people part of our business than anything else,” Dowling states, reinforcing his belief that employees are a healthcare organization’s most valuable asset.
Setting the Tone: Leadership’s Role in Culture
Warner Thomas, CEO of Sutter Health, which serves 57,000 employees across 24 hospitals, emphasizes that the foundation of a strong culture starts at the top. “Good leaders are good communicators who foster a culture of transparency, alignment, and trust,” Thomas says. Leaders must establish clear goals and metrics, ensuring that staff understands organizational priorities. To keep the team aligned, he recommends a structured meeting cadence, including daily huddles, weekly team meetings, and quarterly strategy sessions. “These practices provide clarity and keep everyone on the same page, helping teams understand the why, how, and what of their work,” Thomas explains.
Embracing Diversity: Strength in Differences
Kevin B. Churchwell, M.D., President and CEO of Boston Children’s Hospital, one of the nation’s top pediatric centers, speaks about the importance of leveraging diversity within their culture. Churchwell emphasizes that their Employee Led Groups (ELGs) and other forums for physicians, trainees, and researchers serve as platforms for connection and empowerment. “Our differences make us stronger,” Churchwell says. Through these groups, employees build bridges across various cultures and shared interests, fostering an inclusive and collaborative environment that drives the hospital’s success.
Learning and Empowerment: Cultivating a Culture of Growth
At Kaiser Permanente, a pioneer in integrated, value-based care, Dr. Maria Ansari, CEO of The Permanente Medical Group, explains that the organization’s culture is centered on continuous learning and empowerment. “We invest heavily in professional development, physician leadership, and team engagement,” Ansari states. This approach not only enhances the quality of care but also boosts morale and job satisfaction among staff. By focusing on team empowerment, Kaiser Permanente ensures that its employees are equipped to provide exceptional care and contribute to the ongoing evolution of healthcare services.
Connecting for Excellence
Marc D. Miller, President and CEO of Universal Health Services (UHS), a leader in behavioral health, highlights that communication is key to their culture of excellence. UHS operates 333 behavioral health hospitals and 28 medical-surgical hospitals, with a workforce of 96,000 employees. Miller’s approach to culture includes regular Q&A-style town halls, allowing employees to ask questions on pressing issues, including the impact of artificial intelligence in healthcare. These sessions provide transparency into leadership priorities and encourage direct engagement with employees. “This open communication cultivates a culture of excellence,” Miller asserts, emphasizing the importance of staying connected with staff to drive the company’s mission.
Conclusion
The healthcare industry’s leading organizations are defining success not just through medical innovation or technological advancements but through a deliberate and sustained commitment to culture. From clear communication and staff empowerment to fostering diversity and learning, these CEOs demonstrate that a positive organizational culture is integral to achieving long-term success. By prioritizing their people, these leaders are not only improving healthcare outcomes but also creating work environments where employees feel valued, supported, and inspired to excel.
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