WittKieffer Impactful Leaders Podcast

Taking a Big Swing at Enrollment Success: Candace Boeninger

Like many institutions in higher education, Ohio University saw enrollment plummetduring the Covid pandemic. Rather than take small, incremental steps to turn thingsaround, Ohio U – led by Candace Boeninger, VP for Enrollment Management –"stepped up to the plate" and took a "big swing" at reversing the course of enrollmentdeclines and, in fact, producing record enrollment numbers in the past few years. Itwas this baseball metaphor that resonated with Boeninger, the mother of four boyswho play the sport. It prompted her to think big: the school overhauled its student visit structure and space; reimagined its financial aid approach; revamped its studentoutreach strategy; and took other bold steps to re-energize enrollment efforts.
In this discussion with WittKieffer Senior Partner Amy Crutchfield, Boeninger reflectsupon the challenges she and colleagues at Ohio U have faced, and how their boldvision of the future has benefited the institution. They also discuss current challengesin enrollment management (including FAFSA uncertainty) and how enrollment leaderscan shape their strategies for the future – with the support of peers and their presidents. 

Academic Medicine Dean Insights: Terence Flotte, M.D.

In this Impactful Leaders episode – the first in our special Academic Medicine Dean Insights series– WittKieffer Executive Partner Kim Smith speaks with Dr. Flotte about his early inspirations to become a physician leader, and how he supports other physicians to develop the skills and mindset to lead others. Even the most high-functioning physicians, he explains, need to develop the team orientation and fearlessness to excel as leaders.
"Great leadership requires achieving a sense of satisfaction in yourself by the success of others," believes Terence Flotte, M.D., Executive Deputy Chancellor and Provost of UMass Chan Medical School and the Dean of the T.H. Chan School of Medicine. Over a long career as an academic physician and physician leader, Dr. Flotte has strived to bring others into change and growth initiatives, which is essential for success. "When you're contemplating a change," he adds, a good idea "will remain your idea unless you bring other people into the process of helping to create the change."

Accelerating Physician Leader Impact Michael Parmacek, M.D.

Like many physician leaders, Michael Parmacek, M.D., had to be nudged in the direction of leadership by others who saw his potential in that realm. Now, as Chair of Medicine at Penn's Perelman School of Medicine, Dr. Parmacek has made it a point to support other clinicians in their leadership journeys. He worked with the Penn Medicine Academy to develop the Enhancing Leadership Training program to help experienced and up-and-coming physician executives gain the competencies they need to excel in their roles. Job number one for physician leaders today, he says, is to solve the burnout issue that is prevalent among practicing physicians and caregivers. "People trump strategy," he believes, suggesting that the health and well-being of clinicians must supersede other initiatives to move academic medicine forward.

Accelerating Physician Leader Impact: Joan Zoltanski, M.D.

Clinically trained in pediatrics, Joan Zoltanski, M.D., Chief Medical Officer of UCSF Benioff Children's Hospitals, finds it easy to stay fully engaged in her work – with physicians and caregivers as well as patients, their families, and the broader community. Being fully engaged, for pediatricians, is "the norm," she says. "It's our sweet spot." In the world of "adult" care at UCSF, Dr. Zoltanski has turned this penchant for engagement into success as a leader.
In this Impactful Leaders episode, part of our Accelerating Physician Leader Impact series, Dr. Zoltanski speaks with WittKieffer Principal and fellow pediatrician Mike Anderson, M.D. about how to support the well-being of clinicians, and to best support those physicians who wish to pursue leadership. 

Finding the Highest Highs as a College President: Marjorie Hass, Ph.D. (Part 2)

No college president will survive without a deep appreciation for the joys of the job despite almost nonstop stressors and challenges. But joy and reward do indeed exist. In this podcast – the second of two installments as part of WittKieffer's Impactful Leaders Podcast dedicated to higher education – Council of Independent Colleges'.
President Marjorie Hass speaks with WittKieffer's Melody Rose about how college presidents can not only thrive in their roles but find incredible joy in them. Hass believes there comes a time when a president must say, "I am going to be in love with this institution not in spite of its flaws but because of its flaws." When the president fully steps into their role and embraces the inevitable doubts that arise in the middle of the night, they will know they can survive – and even thrive – as they find true fulfillment.  

Taming the "Stress Monster" of the College Presidency: Marjorie Hass, Ph.D. (Part 1)

College presidents are expected to be at their best virtually 24/7. The pressures of the job can mount to the point of frustration and are made worse by a profound sense of loneliness in not having a peer on campus to confide in. In this podcast – the first episode of WittKieffer's Impactful Leaders Podcast dedicated to higher education – Council of Independent Colleges' President Marjorie Hass speaks with WittKieffer's Melody Rose about the unique challenges presidents face, and how to manage the "stress monster" of the role. Both former college presidents, Marjorie and Melody reflect upon the hidden pressures of the role, how to define them and then confront the difficulties so that presidents – and their families – function and find ways to lead effectively.  
Note: While the pressure of the presidency exists, there are joyful moments of the job. Part II of this podcast will share highlights of this. 

Accelerating Physician Leader Impact: Jeff Sperring, M.D.

As much as leaders hope to be "in charge", what they quickly learn is that they must deal with many things beyond their control, says Jeff Sperring, M.D., CEO of Seattle Children's. This can be a particular challenge for physicians as they advance into leadership roles of increasing authority. Speaking from his own experience, Sperring says that physician leaders are often thrown into opportunities whether they are ready or not, and must adapt and learn from each experience. "The only guarantee is no guarantee. The only constant is change," Sperring says.
In this episode of WittKieffer's Impactful Leaders Podcast – the first in a series of episodes dedicated to physician leadership – Sperring is interviewed by WittKieffer's Michael Anderson, M.D. about his formative years as a Navy physician, and how he was presented with leadership opportunities throughout his career despite his lack of experience. By embracing each opportunity, he found a rewarding career far different from what he imagined in his early days as a practicing pediatrician. "Wherever you are, make the best of it," he says.

Mapping a Path Forward: Steve Gordon, M.D.

Every healthcare leader faces intractable problems. The key to solving them, notes Dr. Steve Gordon, CEO of St. Charles Health System of Bend, Oregon, is creating a simple map to chart a course forward. Providing direction gives an organization a vision and optimism for what's ahead. Dr. Gordon used this philosophy to orchestrate a remarkable turnaround at St. Charles and believes it is the key to progress in challenging leadership situations. "When you're lost, any map will do," he says.  
In this Healthcare Impactful Leaders episode, WittKieffer Senior Partner Elaina Spitaels-Genser talks with Dr. Gordon about the seemingly impossible challenges he faced coming into an organization that was losing not just money but scores of employees, and how he mapped out a step-by-step reversal of fortunes. 

How Leaders Can Learn to Thrive Together: Wendy Perkins

Wendy, CEO of WPS Health Solutions, saw a strong organization when she joined the organization, but needed to evolve its leadership team from siloed "micro-cultures" to a unified, transparent team with transparent, collective norms. Their mantra, "Thriving Together," has allowed leaders to seek help from others, and for others to readily offer help. "It's a roller coaster ride that we're on together," she says.
In the process of orchestrating culture change at WPS, Perkins has learned about her own leadership priorities and abilities. She's learned to be vulnerable, transparent, authentic, and compassionate. She's willing to grow every day. "Leadership is a choice you make," she has discovered, "not a place you sit."

A "Veteran" Healthcare HR Leader Explains Her Passion for People: Dalph Watson

Few executives have the breadth of experience that Dalph Watson has. A Navy hospital corpsman early in her career, Watson has held HR-related leadership roles in government (City of Detroit), the private-sector (Walmart), the insurance field (Blue Cross Blue Shield), and in the non-profit healthcare realm, including with her current employer, Cleveland-based MetroHealth System, as Chief People Officer.
In this conversation with Keshia Harris, Consultant in WittKieffer's Healthcare Market, Watson looks at the formative experiences in her own past that have shaped her leadership philosophy and allowed her to be highly effective at maintaining an engaged, vibrant workforce in what are challenging times for healthcare. She implores healthcare organizations to be creative in their hiring and employee-development practices (especially seeing military veterans as a valued resource), and to view "disruptors as partners" in developing workers and leaders and improving the industry. While Watson has seen and done a little bit of everything, she keeps her focus simple – to help healthcare workers and their families: "Take care of your people, and your people will take care of you."