TALENT Healthcare Staffing Services’ Post

The ladder is out, the lattice is in. Executive career advancement inside and across highly matrixed organizations often means moving sideways or diagonally rather than upward. In this new article, Jason Petros and Keshia Harris show how healthcare leaders can navigate the lattice while keeping their eyes on their ultimate goals. #executivecareer #impactfulleadership

Do you have the right mindset to advance your career? My colleagues, Keshia Harris and Jason Petros, share their recommendations to navigate your career path: forget climbing the ladder and start scaling the lattice! Great tips for those in healthcare and other matrixed organizations. #impactfulleadership

Years ago, the journey to the C-suite in healthcare was fairly predictable – a step-by-step ascent up the career ladder. As the industry continues to evolve, the path has become less clear due to factors such as consolidation, financial challenges, and industry disruptors. Leaders seeking to advance their careers must view their career path as a lattice rather than a ladder.  In this article, my colleague, Jason Petros, and I discuss how leaders can successfully navigate the career lattice to achieve their ultimate career goals and how organizations and hiring managers can support the development of their top talent.  

Do you love what you do? Honestly, there are times when I love what I do less than other times! And I think that's normal. But overwhelmingly I feel fortunate to be in a career with a positive impact on so many people. People still raise an eyebrow, but one of our published values at Verve Healthcare is 'love'. 'How can you have 'love' as a value?' They ask. How can we not. If we want to work with team members and clients who are passionate about patient care and making a positive impact for people, then we certainly want to attract those who love what they do. And how can we expect them to choose us if we do not share and show that value? As Steve Jobs says, work takes up a large part of your life - and so fill it with things that make you happy. --- 👋 I am Steven Pink, CEO of Verve Healthcare and SELDOC Healthcare. I write about #healthcare #leadership #primarycare #workplacewellbeing #wellbeingatwork #workplacewellbeing

👉20 Years at United Health Care Staffing: A Journey of Growth and Impact👈 20 years ago, I took a leap of faith and joined United Health Care Staffing. It wasn’t just a job, it was the beginning of a mission—to make a difference in the lives of healthcare professionals and the patients they care for. 💡 The Early Days: Starting from scratch, the initial years were all about learning and adapting. Building relationships, understanding the market, and figuring out how to bring value to both healthcare professionals and facilities. 💡 The Challenges: Over the years, there were numerous challenges—from finding the right talent to keeping up with the changing healthcare landscape. But each challenge taught me something new and made the organization stronger. 💡 The Milestones: From serving 5 clients to more than 235, from placing a few professionals to helping secure over 4300 jobs across 50 states and 5 countries—it's been a fulfilling journey. 💡 What Keeps Me Going: The passion to continue making an impact. The knowledge that what we do helps hospitals, healthcare providers, and most importantly, the patients who rely on their care. 🎯 Looking Forward: As I reflect on these 20 years, I see the same hunger and drive that I felt on day one. The future holds even more opportunities to grow, innovate, and serve. ✨ Unexpected Insight: The journey isn’t about what I’ve achieved, but about who I’ve become—a leader driven by purpose, always striving to bring value to the healthcare community. Here’s to the next 20 years of creating even bigger waves in the healthcare staffing world! #HealthcareStaffing #Leadership #HealthcareHeroes #UnitedHealthCareStaffing #20Years #GrowthJourney #PassionAndPurpose

In the wake of Steward Healthcare CEO's criminal contempt charge, it's time we talk about how business models are advised and shaped in healthcare. And that means we should talk about McKinsey and Company. The influence of McKinsey & Company on healthcare business models has sparked significant debate. While their guidance aims to improve efficiency and profitability, it can lead to outcomes that can negatively impact staffing, resources, patient and provider satisfaction, and patient care. It has also led to questionable executive compensation models. Recent reports highlight how McKinsey's strategies have led to controversial cost-cutting measures, including layoffs of clinical staff at UPMC, while executive pay remains high and expansions continue internationally (Pittsburgh City Paper, 2024, Fierce Healthcare, 2024). This pattern is not isolated, as seen in their advice to other healthcare providers, where financial gains for executives often take precedence over investments in frontline care. McKinsey and Company's consulting approach reflects the now-dated management principles embraced by Jack Welch, former CEO of General Electric. While many American companies embraced Welch's approach at the time, many believe that it contributed to the systemic erosion of American capitalism. Welch focused on ruthless performance assessments, restructuring, and layoffs while introducing outsourcing, offshoring, and strip-mining corporate acquisitions to increase shareholder value. Disturbingly, one can see the shadows of Jack Welch in McKinsey's consulting approach with healthcare clients like UPMC. How can we balance operational efficiency with the imperative to provide high-quality patient care? As we navigate this complex landscape, it’s crucial to question whether these business models truly serve the healthcare mission or merely enrich those at the top. Thoughts? 🤔 https://lnkd.in/gJM3vCj3 #Healthcare #Management #Leadership #PatientCare #BusinessEthics

🌊 “If a man knows not which port he sails, no wind is favorable.” – Seneca 🌊 In healthcare, every day brings unique challenges and pressures—staff shortages, budget cuts, and increasing demands on our time and resources. But Seneca’s words remind us that clarity of purpose can transform even the toughest conditions into opportunities for progress. When we know where we're headed, every step—no matter how small—becomes a powerful force toward our goals. As healthcare leaders, it’s up to us to anchor our teams in purpose, even amid uncertainty. Let’s provide a shared vision that turns obstacles into stepping stones, guiding us to serve patients and support our colleagues with resilience and compassion. Together, we can harness each “wind,” pushing forward to improve our workplaces, strengthen our teams, and continue delivering exceptional care. 🌅 #HealthcareLeadership #PurposeDriven #Resilience #HealthcareHeroes #LeadershipMatters #Teamwork #HealthcareManagement #Inspiration #PatientCare #NavigatingChallenges

Want Happier Patients? Start by Investing in Your Healthcare Team—Here’s Why It Matters A friend of mine runs a small healthcare organization. Early on, they focused all their energy on patient care, ensuring every patient received the best service. But internally, the healthcare team was overworked, exhausted, and underappreciated. As time passed, patient satisfaction began to decline. Realizing the root cause, my friend shifted focus—implementing team-building activities, flexible shifts, and recognizing individual contributions. The result? Not only did employee morale skyrocket, but patients began to notice the difference. The organization grew, and patient loyalty soared. It all started with investing in the team first. #linkedin #healthcareleaders #leadership

“…the #layoffs did not include C-suite roles and were mostly at the vice president level. ‘The decision to create a more modern and #sustainable #leadership structure was made by UNC Health executives and our Transformation Leadership Team,’ Mr. Wolf added. ‘We benchmarked our leadership structure to current #industry-leading practices. Decisions for which roles were impacted were made by leaders within the departments.’” Agree there is administrative bloat in hospitals and healthcare. This may have been the right move. I am wondering, with the many kinds of layoffs happening now and expected from #government cuts and cuts to #vendors who serve government, where people will find work. High #unemployment is distressing to individuals while reducing spending and shrinking the economy.

In business, it’s not about who’s ahead today—it’s about who’s still winning 40 years from now." My mentor taught me early in my career that “True success is measured in decades, not years.” I’ve carried that lesson with me, never getting caught up in short-term wins or who’s ahead of the curve in the moment. Because the true winners understand that business is a marathon, not a sprint. The best executives—the ones whose legacies last—often have careers spanning 40 years, with the companies they build enduring even longer. If we look at it that way, the race for legacy, market dominance, and proof of impact is like running a mile, with each lap representing a decade. It’s about pacing yourself, making strategic moves, and understanding that real success isn’t about being in front after lap one, but finishing strong when all four laps are complete. At SIPS Healthcare Solutions, that’s exactly how we operate. We don’t just partner with hospitals for quick wins or one-off engagements. We’re in it for the long haul, committed to being a reliable partner for years to come. As SIPS heads into its third lap, with 20 years of success cemented in history this December, we’re already planning for the next 80 years of impact. So here’s to the hospitals working with partners who care about both the hospital and its people—not just personal gain or quick come-up stories. Change happens when we run with those, willing to run with us. #bredtolead #SIPSstrong #becausewecare