2015/6/41 Becoming a Leader in the C-Suite: How to develop the necessary skills Teacher: Professor Ma Student: Lee Hsinhua Number: M Date:

2015/6/42 Introduction It takes a certain kind of leader to advance into a C-suite position such as CEO or COO. What it takes to make it in the C-suite, including the necessary leadership and communication skills and how to manage one's strengths and weaknesses to become a better leader.

2015/6/43 Q1:what are some of the top skills necessary for leaders to advance to the C- suite?

2015/6/44 Q1 STOKES: 1.Interpersonal skills are mandatory. 2. Learn to lead the multigenerational work force we have today. CHAPPELL: 1.trust 2. Ability to confront the brutal facts. REPETTI: A leader without followers is just someone wandering around in the woods.

2015/6/45 Q2: How important are communication skills to C-suite leaders?

2015/6/46 Q2 REPETTI: You have to be able to do it in a way that people think you are doing it with sincerity and integrity. STOKES : Be able to communicate with a variety of different constituencies. CHAPPELL: 1.Communication skills are integrally tied to your ability to develop trust. 2. We must first seek to understand before trying to be understood.

2015/6/47 Q3: What kind of continuing education should top-level executives pursue?

2015/6/48 Q3 STOKES: Don't pass up an opportunity to learn-commit to being a lifelong learner. REPETTI: Be committed to the constant reinvention of yourself. CHAPPELL: 1.One of the keys to leadership is having a continuous learning plan. 2. The most important entries are the ones regarding your mistakes. 3. It also is important to go to events like ACHEs Congress on Healthcare Leadership.

2015/6/49 Q4: How can healthcare executives manage their own strengths and weaknesses to achieve their top leadership potential?

2015/6/410 Q4 REPETTI: Understand yourself. CHAPPELL: Face the facts about your strengths and weaknesses-many never get there. We must constantly assess our skill set and the challenges we face. STOKES: 1. North Mississippi Medical Center uses a 360-degree feedback evaluation tool. 2. Develop a 180-day action plan.

2015/6/411 Q5: What are some of the greatest challenges leaders in the C-suite face? How can they deal with these issues?

2015/6/412 Q5 STOKES: Employee relations, motivating your work force and aligning physicians' values with your organizations values. You also must consider your organization's relationship to the community. CHAPPELL: Defining quality. We can only focus on one problem at a time. REPETTI: Adjusting to the role of C-suite leader presents its own set of challenges.

2015/6/413 Q6: How important is mentoring or executive coaching to developing executives in preparation of advancing to the C-suite?

2015/6/414 Q6 REPETTI: If you have the opportunity to take part in executive coaching, it should be seen as a gift from your organization. STOKES: Everybody needs a coach. It is important to have a coach who is willing to be honest and candid with you. CHAPPELL: Many times your staff are afraid to point out your faults.

2015/6/415 Q7: What is the No. 1 piece of advice you would give to someone hoping to advance to the C-suite?

2015/6/416 Q7 CHAPPELL: 1.Keep the patient first-they determine the true north in joint venture negotiations and meeting agendas. 2. Be a healthcare paratrooper. STOKES: Being a servant leader is critical. REPETTI: Take the time to walk the floors- watch the people who are really making it happen. Don't lose sight of what is really important.

2015/6/417 Proverb1 What’s the big deal? A: I can’t believe you were late. B: What’s the big deal? The traffic was bad. It could have happened to anyone. 有什麼好大驚小怪的

2015/6/418 Proverb2 It’s Greek to me. Professor Ma: Mary, can you understand what’s I’m talking about? Mary: No, it’s Greek to me. 我完全不懂

2015/6/419 Thanks for listening.