There are four key technology trends that revenue cycle leaders are prioritizing to boost efficiency, strengthen vendor management, and support staff transformation.
As hospitals and health systems face increasing financial pressure, revenue cycle leaders are doubling down on advanced technology to streamline operations, increase payment efficiency, and navigate workforce challenges—but they can’t do it alone.
HealthLeaders' upcoming RevTech Exchange, from November 11-13, 2024, in Nashville, is bringing these leaders together to discuss the latest trends reshaping revenue cycle technology with hands-on discussions led by industry innovators from organizations like Stanford Healthcare and WVU Medicine.
So, what are rev cycle leaders actually spotlighting? Let’s dive into the four technology trends that revenue cycle leaders are prioritizing—and why they matter now more than ever.
Strengthening Vendor Contracts
In today’s complex healthcare landscape, effective vendor management has become essential for revenue cycle success. As organizations increasingly depend on vendors for crucial automation, AI-driven tools, and data analytics, clear, well-structured contracts and accountability metrics are critical.
Leaders are recognizing the importance of establishing precise service-level agreements that define performance expectations, timelines, and accountability measures to protect against issues like service disruptions and cyberattacks.
“If we’re not able to implement [it] on time, and it’s because [the vendor’s] team wasn’t ready to go, then maybe our first payment doesn’t start till six weeks later than we planned,” Shannan Bolton, vice president of revenue cycle optimization for Stanford Health, and RevTech attendee explained. “These are the commitments that I’m going to build into those service line agreements.”
Building robust vendor partnerships with clearly defined standards and proactive communication ensures that external solutions genuinely support operational goals, helping to prevent dependency or service shortfalls.
Building Proactive Operations
AI and automation are reshaping revenue cycle operations, pushing organizations to shift from reactive problem-solving to proactive operational strategies.
“[Let’s say] there’s a tool that we have in place, but its [performance] is stagnant. I’m looking for continuous optimization,” Bolton said. “So, I’d look at it holistically: What are they offering or doing for other organizations that our current vendor hasn’t thought of or isn’t moving towards even if the changes are small or in a focused area.”
Pictured: Revenue cycle leaders talk shop at our spring 2024 Revenue Cycle Exchange.
On top of this though, the complexity of implementing AI solutions requires careful planning around governance, decision-making, and collaboration between departments like IT and operations.
Defining governance structures and identifying which teams will drive technological initiatives are critical in aligning AI efforts with organizational goals.
Leaders are increasingly focusing on creating seamless integrations with platforms such as Epic, which enables staff to operate "at the top of their licenses," ensuring that AI and automation solutions bring measurable, sustainable value to the revenue cycle.
Identifying New Opportunities to Improve Efficiency
AI’s potential to streamline workflows and improve payment accuracy is significant, yet identifying high-impact opportunities is essential for success.
Revenue cycle leaders are increasingly using AI to address targeted processes, such as enhancing first-pass claim approval rates and automating account management to reduce manual burdens.
On top of this, a common misconception around AI is that it is self-sufficient once implemented, but there are limitations to the technology which require oversight. For example, Bolton notes that most AI solutions manage simpler tasks, but not middle revenue cycle tasks that require more detail and clinical knowledge.
“That space becomes more complex, and the rules can change often by payer, location, or specialty,” she said.
Technology managing the simpler, repetitive tasks leave staff available to handle more complex tasks, like denials management. However, you can’t successfully implement a new solution without staff support, and leaders must be open and transparent in their conversations and messaging.
“We want our staff to continuously perform at the top of their scale.” Bolton said. “This means proactively developing the staff to upskill them once we bring in AI to perform that more simplistic work.”
When applied thoughtfully, these AI-driven improvements not only boost cash flow but also allow teams to focus on more complex tasks, ultimately contributing to a smoother, more positive patient experience.
Supporting and Preparing Staff
Speaking of staff, as technology transforms revenue cycle processes, it is critical to ensure that employees are supported through this transition.
Automation and AI bring new opportunities, but they also shift traditional roles, making change management a key consideration for revenue cycle leaders.
Encouraging staff to embrace evolving responsibilities and highlighting career development rather than workforce reductions can create a culture of adaptability.
Leaders are focusing on communicating the benefits of these technological changes and holding managers accountable for making full use of new tools.
“From a humanity standpoint, it’s so important,” Bolton said. “Making sure that the staff know we have their best interests at heart, that we’re going to develop you, support your career development, even if that means it’s not in this organization.”
With a well-structured approach, organizations can harness technology to optimize revenue cycle processes while fostering growth and resilience among their teams.
TheHealthLeaders Exchange is an exclusive, executive community for sharing ideas, solutions, and insights. Please join the community at ourLinkedIn page.
To inquire about attending a HealthLeaders Revenue Cycle Exchange event and becoming a member, email us atexchange@healthleadersmedia.com.
A CFO's job is evolving and its mission impossible. What will it take to survive as a modern CFO as isolated decision-making isn't a part of the future?
Welcome to our October 2024 cover story. Each month, our editors will be taking a deep dive into the topics that matter most to you in our cover story series. From ways to win the payer/provider war to the new era of the APP, we've been working hard this year.
So, what did our team look into this month? Well, the role of the healthcare CFO has reached a breaking point. No longer just the financial gatekeepers, today's CFOs are thrust into an unforgiving landscape where the stakes couldn’t be higher. With the entire fiscal health of their organization resting on their shoulders, they must make critical decisions in the face of economic turmoil, shrinking margins, and escalating labor costs.
Every misstep risks not just the bottom line but the clinical outcomes that patients depend on. In this high-pressure environment, failure is an option. In the rare cases when hospitals do fail, the CFO will be in the conversation about why.
This begs the question: is this responsibility too immense for one individual? Many healthcare CFOs are burning out, crushed by the weight of these ever-expanding expectations. On top of this, CEOs are now asking themselves if it’s too risky for the entire financial wellbeing of a healthcare organization to hinge on one person?
As the job description continues to grow, CFOs are now required to oversee everything from operational strategy to technology investments—all while navigating the daily pressures of shrinking margins, labor shortages, and payer disputes.
In this high-stakes environment, where every misstep can be costly, is the modern CFO’s role becoming unmanageable? Our finance editor Marie Defreitas found out.
Baptist Health is leading the AI charge to reduce costs, streamline operations, and improve patient care and satisfaction.
In the fast-paced world of healthcare, the adoption of artificial intelligence (AI) is no longer just a futuristic dream—it’s quickly becoming a key driver of operational efficiency.
Baptist Health, a Jacksonville, Florida-based health system, is at the forefront of this AI revolution, particularly in the realm of revenue cycle management. Leading the charge is Steven Kos, MSHCS, CHCIO, senior director of revenue cycle application support and a HealthLeaders’ AI in Finance Mastermind participant.
Under his guidance, Baptist Health has been able to leverage AI across multiple areas of the revenue cycle, leading to reduced administrative burdens, increased efficiency, and improved patient satisfaction.
“We primarily use AI in the front office space,” says Kos. “For example, we use it for prior authorization and reducing the administrative burden around retaining that authorization. It has made a significant difference in ensuring that the right coverage is in place for treatments and services.” Kos emphasizes that AI has streamlined tasks that were previously time-consuming and prone to human error.
AI’s Role in Improving Patient Scheduling and Reducing No-Shows
One area where Baptist Health has effectively implemented AI is in ambulatory scheduling. Kos explains that the health system has undertaken a major project to standardize and automate scheduling templates, which is crucial to automating these processes.
“It’s hard to automate something that’s not standardized. Once we standardized our templates, we are now able to automate around them. Centralization of process not only helps manual workflows but also provides capabilities for tools like OCR to be leveraged with AI, which we have done in ambulatory by automatically indexing documentation that is scanned into the medical record,” he says.
A notable use of AI in patient scheduling is predicting the likelihood of no-shows. Using rules-based tools like Fastpass with AI, Baptist Health can forecast the probability of a patient missing an appointment and fill a cancelation. “If we know a patient may be a no-show, we can reach out to the patient, confirm appoint cancelation and offer that spot to someone else,” Kos explains. This proactive approach not only maximizes appointment slots but also improves access to care for other patients.
Kos further highlights AI’s integration into OR scheduling, which has made a considerable impact. “We’re automating case scheduling and improving the access to care by reducing the time it takes to schedule an appointment and render that service,” he adds.
Enhancing Patient Experience with AI in the Contact Center
Beyond the administrative and clinical realms, Baptist Health has also deployed AI in its contact center to enhance patient experience.
According to Kos, conversational AI bots are being used to assist patients in navigating their healthcare journeys. “These bots help patients find where to go, whether it’s finding a physician or determining the most suitable provider for their care. It serves as a virtual assistant, improving patient experience significantly,” says Kos.
These AI tools can handle a range of tasks, including wayfinding and managing referrals. Baptist Health's AI-driven system can process faxed referrals, digitize them, and compare the information against the EHR to ensure that necessary orders are in place and create a referral shell to schedule against.
"We’ve seen good success with this, and as we roll out more solutions in the referral space, we anticipate saving time up to an equivalent of 10 full-time employees," Kos notes.
AI's Expanding Role in Clinical Documentation and Claims
Baptist Health is also exploring AI’s potential in clinical documentation and coding, albeit in pilot phases. The health system is employing ambient and generative AI to capture patient-physician conversations in real-time and generate clinical documentation; starting with small pilots.
“This reduces the documentation burden on physicians, allowing them to focus more on patient care,” Kos says. This technology has already shown promise in improving the accuracy of clinical documentation, which is crucial for supporting the revenue cycle.
In the claims submission and billing arena, AI is helping Baptist Health reduce manual intervention. “We use AI for tasks like claims attachment automation, billing, and coding. AI helps us rank claims based on their priority, so we’re not checking on claims unnecessarily,” Kos explains.
The result is a more efficient claims process, reducing the number of follow-ups and improving overall cash flow.
The Challenges of AI Implementation
While AI offers enormous potential, implementing it comes with its own set of challenges. Kos cautions against the tendency for vendors to “overpromise and underdeliver.” “Vendors can sometimes assume that successful implementations at other healthcare systems will be replicated at your healthcare system. There are a lot of factors to consider.”
“There’s often a lot of legwork on the provider’s part to get things working smoothly. It takes time to tune AI models, and they can sometimes be inconsistent at first,” he says.
Another significant challenge Baptist Health has faced is maintaining trust in AI systems. “If clinicians see that AI isn’t perfect, they lose trust, and adoption slows down,” Kos explains.
Additionally, external factors, such as system upgrades or security changes, can destabilize AI solutions, creating disruptions in automation and undermining confidence in the technology. “Unplugging an underperforming AI system can be worse than living with it, so you must weigh the pros and cons carefully. It is always good to think about what an off- ramp looks like,” Kos advises.
AI’s Potential in Coding and Denials Management
Baptist Health is cautiously optimistic about expanding AI’s role in coding, particularly for simple visit coding. "We already use auto-suggested coding, and we’re piloting further AI integration into the coding process," says Kos.
By incorporating AI earlier in the process, Baptist Health hopes to reduce the number of documentation queries sent to physicians, which would further streamline operations.
However, Kos acknowledges that AI in coding is still a work in progress, particularly for more complex areas like oncology. “Coding in certain specialties requires extreme precision, and AI takes time to learn those nuances,” he says.
The ultimate goal is to reduce denial rates by improving documentation and coding accuracy. Although it’s still too early to quantify the exact impact, Kos is confident that AI will play a pivotal role in reducing payer-related issues.
Repurposing Staff and Enhancing Patient Care
One of the benefits Baptist Health has seen from its AI initiatives is the ability to repurpose staff, particularly in administrative roles to support patient experience.
“When you implement an AI solution, you can often repurpose staff to focus on patient care and customer service. We’re training our staff to become patient advocates, guiding patients through their care and ensuring they get that ‘white glove’ treatment whenever possible,” Kos explains.
Baptist Health is also fostering a culture of continuous learning, encouraging its staff to develop new skill sets around AI and automation.
“We’re training individuals to take on roles that are more supportive of technology, helping to improve workflows and even becoming part of the solution,” Kos says. This focus on upskilling has created opportunities for staff to advance their careers while also improving operational efficiency.
The Importance of Governance in AI Implementation
As AI becomes more integrated into Baptist Health’s operations, the organization has established an “AI Institute” to ensure that new solutions are thoroughly vetted.
“It starts with a business case, then we dive into the details around the AI—how it will work with our environment, the risks involved, and what metrics we’ll track,” Kos explains.
This governance process has been crucial in ensuring that AI investments are aligned with Baptist Health’s broader goals and that resources are allocated effectively.
Looking Ahead
For Baptist Health, AI is more than just a technological innovation—it’s a transformative tool that is reshaping how the health system operates.
“We’re still early in the process, but AI is already helping us reduce administrative burdens, improve efficiency, and enhance patient care,” Kos says.
As AI continues to evolve, Baptist Health is poised to remain at the cutting edge, leveraging technology to drive better outcomes for both patients and providers.
The HealthLeaders Mastermind program is an exclusive series of calls and events with healthcare executives. This AI in Finance Mastermind series features ideas, solutions, and insights on excelling your AI programs.
To inquire about participating in an upcoming Mastermind series or attending a HealthLeaders Exchange event, email us at exchange@healthleadersmedia.com
TGH and CEO John Couris successfully navigated Hurricane Helene using lessons learned from Hurricane Ian.
Editor’s note: On October 10, Tampa General Hospital was hit by Hurricane Milton. The system remained open as emergency response teams were activated to support communities impacted by the storm. “Preparing for Hurricane Milton was an incredible effort by the entire team and a true test of our resources, but it ensured we could continue to provide exceptional care for our patients in a high-quality, safe and uninterrupted environment before, during and after the storm,” John Couris, president and CEO of Tampa General Hospital said on its website. “Tampa General is open to support communities impacted and particularly our first responders. Working together, we will come back from Milton stronger than ever.”
When it comes to preparing for hurricanes and other natural disasters, hospitals must be ready to protect patients, staff, and facilities.
Tampa General Hospital (TGH) successfully navigated Hurricane Ian in 2022, avoiding damage despite being in the storm's path. Unfortunately, history repeated itself this year.
On September 26, Hurricane Helene made landfall in Perry, Florida, and caused flash flooding in the western part of the state, but luckily, the hospital's vulnerable Level 1 trauma center remained dry and unscathed.
“We are pleased to share that our Tampa General Hospital health system stood strong against the storm. In the wake of the hurricane, we remain focused on providing world-class care to our patients and supporting emergency response efforts across our community,” the health system’s website says.
How did they do it? Well, CEO John Couris was prepared.
Here’s how to prepare your facility for an emergency storm, based on TGH’s experiences with Hurrican Ian:
1. Start Early: Preparation Begins Well Before the Storm
TGH started preparing for Hurricane Ian a week before it made landfall. This included stockpiling critical supplies like food, water, and medical resources.
According to Couris, “[We] began bringing in our emergency supplies, med-surge supplies, and emergency water about a week out. We also set up our AquaFence, which can push back about 15 feet of storm surge.”
Actionable Steps:
Review emergency supply stockpiles well ahead of time.
Secure critical infrastructure, such as flood barriers or AquaFences.
Test backup systems like emergency generators to ensure functionality.
Three days before Ian, TGH activated its emergency command center, part of a larger 8,000-square-foot facility that uses AI and predictive analytics. “We have a dedicated emergency management team that takes over, with leadership staying on-site to make real-time decisions,” Couris explained.
Actionable Steps:
Establish a centralized command center to coordinate response efforts.
Ensure your leadership team stays on-site during the storm for fast decision-making.
Create a two-tier staffing model (Team A for the storm, Team B for post-storm relief).
3. Practice Disaster Drills Year-Round
A key to TGH’s success was regular disaster training. Couris emphasized, “All critical elements worked because we practice this stuff all year long. We conduct mass casualty drills and review standard procedures constantly.”
Actionable Steps:
Conduct regular disaster preparedness drills, including mass casualty simulations.
Train staff on emergency protocols and refine procedures through tabletop exercises.
Make emergency readiness part of routine operations.
4. Plan for Water Shortages
A major lesson learned from Ian was the critical importance of water. At the time, several hospitals had to evacuate due to a lack of water pressure, even though their facilities withstood the storm.
Couris pointed out that during Ian, “Water was the primary reason why patients had to be transferred. We are developing plans to ensure TGH has its own emergency water supply.”
Actionable Steps:
Evaluate your facility’s water usage and plan for emergency water storage.
Consider tanker trucks or alternative water sources in the event of supply interruptions.
Develop contingency plans to maintain fire suppression and sanitation systems if municipal water is compromised.
5. Make Sleeping Arrangements for Staff a Priority
TGH had 2,000 staff members caring for nearly 900 patients during Hurricane Ian. Couris noted that while their emergency plan worked, sleeping arrangements for staff always pose a challenge. “Hospitals aren’t designed to house thousands of staff for days, so we’re always learning how to do that better.”
Actionable Steps:
Designate sleeping areas and provide adequate bedding for on-site staff.
Anticipate long stays and ensure facilities are equipped with basic amenities like showers and meals.
Continually refine staff accommodation plans based on feedback from previous events.
6. Collaborate with Other Hospitals for Patient Transfers
After the Ian, TGH played a crucial role in assisting hospitals to the south, transferring over 50 patients from affected areas. Couris explained, “We had five helicopters and ambulances running patients from Fort Myers up to Tampa.”
Actionable Steps:
Establish relationships with nearby hospitals for mutual aid agreements.
Plan for patient transfers, including air and ground transportation logistics.
Ensure your hospital is prepared to accept patients from neighboring facilities in case of evacuations.
7. Constantly Review and Improve Your Disaster Plan
Couris’s final piece of advice is to make disaster preparedness an ongoing effort. “My advice to people is practice, practice, practice. Review your processes and systems consistently. The only way to stay ready is to make this part of your routine operations.”
Actionable Steps:
Regularly review and update emergency plans based on new insights and lessons learned.
Involve all levels of staff in disaster preparedness to build a culture of readiness.
Keep refining your plans to ensure your hospital is ready for the next storm.
By following these strategies, hospitals can better prepare for the impact of natural disasters, ensuring the safety of patients, staff, and facilities.
Your hospital's CEO needs to be on social media. Here are three mistakes to avoid.
It’s not easy out there and hospital and health system trustworthiness is all the rage (as it should be).
That’s why healthcare executives, particularly CEOs, are increasingly expected to embrace digital platforms like LinkedIn to foster engagement, build credibility, and strengthen their organizations’ reputations.
A robust LinkedIn presence can help leaders share insights, highlight their institution’s achievements, and demonstrate their commitment to healthcare excellence.
However, just as with any other form of communication, there are potential pitfalls that can tarnish a CEO’s online reputation and, by extension, the hospital they represent.
Here are three key mistakes healthcare executives should avoid on LinkedIn, which will ensure they leverage the platform effectively.
1. Neglecting Consistency
LinkedIn is a platform that thrives on active and consistent engagement. CEOs who create profiles but rarely post or engage with content risk missing opportunities to connect with their audience. In the healthcare sector, consistency is particularly crucial because it signals reliability and thought leadership—two qualities patients, employees, and partners value highly.
When hospital CEOs neglect their LinkedIn presence or engage only sporadically, it can send a message that they are disengaged from the larger healthcare conversation. It’s essential to maintain regular posting—whether it’s sharing relevant articles, updates about the health system, or thought leadership pieces on healthcare trends.
So, what’s the solution here? CEOs should aim to post at least once a week and engage with comments and messages regularly. This keeps their profiles fresh and helps build a community of followers who look to them for insights and information.
2. Sharing Content Without Context or Personalization
Speaking of sharing content, another common mistake CEOs make is sharing articles or posts without providing additional context or personal insights.
LinkedIn is a professional network that thrives on meaningful engagement, not just content distribution. Simply sharing articles without any added commentary or reflection can make a CEO appear disconnected or indifferent.
For healthcare executives, adding a personal touch—whether it’s a comment on why a certain healthcare policy matters, or how their hospital is adapting to new medical technologies—can elevate their LinkedIn presence.
When sharing an article, CEO’s should include a brief comment that highlights their thoughts or reactions to the piece. This transforms a simple share into a conversation starter and positions them as thoughtful leaders in their field.
3. Over-Promoting
While LinkedIn is an excellent platform for highlighting a hospital’s achievements and initiatives, CEOs must strike a balance between promoting their organization and showcasing their human side.
Over-promotion—where every post is about awards, accolades, or organizational milestones—can make a profile feel more like a marketing campaign than a genuine leadership presence. Followers may become disengaged if they sense the content is purely promotional.
In fact, Harvard Business Review points out that CEOs who demonstrate authenticity and vulnerability on social media—such as sharing lessons learned from challenges or personal stories about healthcare—are more relatable and trusted.
By humanizing their hospital or health system and sharing real stories or experiences, CEOs can create a more engaging and trustworthy online persona.
CEOs should blend promotional content with personal reflections, stories from the front lines, or insights about their leadership journey. This balance ensures they remain relatable while also promoting the successes of their institution.
This article was written exclusively for our newsletter, The Buzz. The Buzz is a monthly newsletter that follows all of the top trends in multimedia and social media. Make sure to sign up so you don’t miss out!
Amid the hype and promise, a growing tension is becoming clear: the reality of what AI can deliver versus what it can't.
Welcome to our September 2024 cover story. Each month, our editors will be taking a deep dive into the topics that matter most to you in our cover story series. From ways to win the payer/provider war to the new era of the APP, we've been working hard this year.
So, what did our team look into this month? Well, healthcare is in the middle of an evolution. Faced with a continuing decline in doctors and nurses and an increase in clinical care needs, health systems and hospitals are looking to AI to fill in the gaps.
Amid the hype and promise, a growing tension is becoming clear: the reality of what AI can deliver versus what it can’t. While advocates tout AI’s potential to revolutionize healthcare delivery, the technology still faces significant hurdles in most areas.
That may not be what a healthcare industry fraught with waste, burnout and misaligned incentives wants to hear, but that’s what we’ve got.
As healthcare faces mounting financial pressures in 2024, revenue cycle executives are under increasing pressure to reduce denials; but how?
One significant challenge is the growing burden of denials, which, if left unchecked, can critically impact a hospital's bottom line.
Recent studies indicate that denials, especially those related to prior authorizations, have escalated, leading to costly consequences for health systems.
According to a 2024 benchmarking analysis, denials now account for 13% of all claims, a jump from 11% reported in 2022. For an average-sized health system, this figure translates to 130,000 unpaid claims annually.
As denials continue to rise, many systems face significant operational and financial challenges that are compounded by increased payer scrutiny.
Why are they happening? According to the report, the top reasons for an uptick in denials remain consistent with past trends.
These include:
Insufficient data analytics to flag issues in submissions (65%)
Lack of automation in the claims and denials management process (64%)
Inadequate staff training on claims submission and denial prevention (49%)
Operational inefficiencies and insufficient resources are primary barriers that hospitals need to overcome to better manage their revenue cycle.
So How Can You Reduce Denials?
To combat the growing challenge of denials, revenue cycle leaders must take a data-driven, proactive approach to claims management.
Here are three strategies to help reduce denials and improve financial outcomes:
Invest in Advanced Data Analytics
With denial rates climbing, having the right data at hand is essential. Health systems should leverage analytics tools to identify patterns in denied claims, root causes, and the most common submission errors. These insights allow teams to address and rectify problem areas before claims are submitted, reducing the likelihood of denials.
Implement Automation in Claims Processing
Beat payers at their own game. Automation can streamline claims processing, improving accuracy and speeding up submission times. Automated systems can also flag potential denials before they happen, such as missing documentation or incorrect coding, enabling teams to fix issues early. Hospitals that have implemented automation report fewer manual errors and a decrease in denial rates.
Enhance Staff Training and Expertise
A well-trained revenue cycle team is a crucial component in reducing denials. Providing ongoing education on best practices in claims submission and payer requirements can help staff avoid common pitfalls. Additionally, building in-house expertise on navigating payer appeals can lead to faster and more successful resolutions of denied claims.
Rev cycle leaders must adopt a multi-faceted approach to address the increasing challenge of denials. Through enhanced data analytics, automation, and staff training, hospitals can not only reduce their denial rates but also improve their overall financial performance.
This article is part of HealthLeaders’ How Do I? series.
Workforce, patient engagement, patient trust: Can all of these pain points be solved with social media?
Not completely, but having hospital or health system executives leverage social media will help.
In today's digital age, a strong social media presence is crucial for healthcare executives (as well as their hospitals).
For hospital and health system c-suite executives, leveraging social media effectively can enhance your organization’s reputation, attract top talent, and even drive patient engagement.
Here are six ways c-suite execs can build a compelling online presence.
1. Optimize Your Profiles
Your LinkedIn profile, for example, is your digital business card. Start by ensuring that your profile is complete and up-to-date. Use a professional headshot that conveys approachability and confidence. Your headline should go beyond your job title—consider including a value statement that highlights your expertise and what you bring to the industry.
The “about” section on any social platform is your opportunity to tell your story. Write a compelling narrative that emphasizes your leadership journey, your passion for healthcare, and your vision for the future of your organization.
This section should also reflect your (or your health systems’) personal brand—what you stand for, what motivates you, and how you make a difference.
Regularly share content that reflects your interests and expertise in healthcare. This could include industry news, insights from recent conferences, or commentary on emerging trends like telehealth or healthcare innovation. When sharing, add your perspective—explain why the content is relevant and what others can learn from it.
Engagement is a two-way street. Interact with posts from your network by liking, commenting, or sharing. Engage in conversations with peers, colleagues, and even competitors. This not only increases your visibility but also positions you as a thought leader who is actively involved in the healthcare community.
3. Create and Share Original Content
One of the most powerful ways to build a strong presence online is by creating original content.
Articles, posts, and videos that showcase your expertise can significantly enhance your credibility. Consider writing about leadership challenges, successful strategies you've implemented, or your thoughts on healthcare policy changes.
When creating content, keep it concise and value-driven. Busy professionals appreciate insights that are quick to read yet rich in information. Don’t shy away from using visuals—infographics, short videos, and professional photos can make your posts more engaging.
4. Network Strategically
Building a robust network is essential. Connect with other healthcare leaders, policymakers, academics, and influencers. When sending connection requests, personalize your message to explain why you want to connect. This makes your outreach more genuine and increases the likelihood of building a meaningful relationship.
Join groups relevant to healthcare leadership. These groups offer a platform to share ideas, ask questions, and learn from others in the industry. Actively participating in group discussions can further establish your presence as a thought leader.
5. Showcase Organizational Achievements
Social media is not just about personal branding—it’s also a platform to highlight your organization’s accomplishments. Share news about your hospital’s achievements, new initiatives, and community impact.
Tag your colleagues and team members in posts to celebrate their contributions and demonstrate that you value your team’s efforts.
You can also use LinkedIn to announce job openings, attract talent, and showcase your organization’s culture. Highlighting awards, certifications, and milestones can build your organization’s reputation as a leader in healthcare.
Here’s an example from Lynn Ansley, the VP of revenue cycle management at Moffitt Cancer Center Moffit that we love. Lynn created a weekly “Motivational Monday” post series, not just to showcase her team, but the Moffitt organization as well.
Above all, authenticity matters. Be genuine in your interactions and ensure that your content reflects your true beliefs and values. Authenticity builds trust, which is crucial in healthcare leadership.
For hospital and health system executives, social media offers a powerful way to amplify your voice, share your vision, and connect with the broader healthcare community.
By optimizing your profile, engaging with relevant content, creating original material, networking strategically, showcasing your organization’s achievements, and maintaining consistency and authenticity, you can build a strong and impactful presence that benefits both you and your organization.
This article was written exclusively for our newsletter, The Buzz. The Buzz is a monthly newsletter that follows all of the top trends in multimedia and social media. Make sure to sign up so you don’t miss out!
Virtual nursing is not a fad. It's so transformative that we are near the first generation of nurses who may never touch a patient.
Welcome to our August 2024 cover story. Each month, our editors will be taking a deep dive into the topics that matter most to you in our cover story series. From ways to win the payer/provider war to AI governance, we have a lot of stories up our sleeves this year.
So, what did our team look into this month? Well, nurses are feeling overworked and burned out, and there are not enough nurses to fill the gaps left by those leaving the industry. This means your hospital halls will soon be empty, but not for the reason you think. Your nursing staff will be virtual.
Many organizations are turning to virtual nursing to address staffing and wellbeing, and with the current trajectory virtual care will be an integral part of the future of healthcare.
So, while your rooms won’t be completely devoid of in-person nurses, soon an entire department of onsite clinical staff will be a thing of the past.
Our CNO editor G Hatfield spoke to some of the best in the industry in virtual nursing and dug into how nurse leaders can adapt and advance.
Did you miss our July cover story on the rise of the advanced practice provider? No worries, you can read it here.
As 2024 continues to unfold, healthcare executives are paying close attention to several key trends that are shaping the future of the industry.
It’s no secret that these are trying times for hospital and health system leaders. As we have learned from our interviews, research, and virtual and in-person events, there is no shortage of challenges from every facet of healthcare organizations from CEOs to revenue cycle executives.
From financial pressures to workforce challenges, these developments are set to impact how hospitals and health systems operate in the coming years.
Here are the top eight trends that our healthcare leaders have been monitoring most this year.
1. Mounting Financial Pressures
Healthcare systems are grappling with significant financial strain as costs continue to surge. Labor expenses increased by over $42.5 billion between 2021 and 2023, largely driven by workforce shortages.
The U.S. healthcare system is facing a critical shortage of doctors and nurses. Projections suggest a shortfall of up to 124,000 physicians and 450,000 nurses by next year. This shortage poses a significant threat to the quality and accessibility of care.
Negotiations over reimbursements are becoming tougher, with hospitals facing delayed payments and tighter reimbursement policies. Healthcare executives are trying to keep their heads above water in this complex payer landscape—and all while trying to ensure sustainable financial performance.
4. Regulatory and Policy Changes
Shifting regulations are reshaping the healthcare industry.
All of these shifts require hospital leaders to adapt quickly, ensuring compliance while exploring opportunities for improved care delivery and cost efficiency.
As hospitals face rising costs and competitive pressures, many are looking to consolidate to improve operational efficiencies and strengthen their financial position. M&A activity is expected to continue at a rapid pace, with health systems increasingly pursuing cross-geographic deals to share resources and create synergies in an evolving market.
These disruptors are capitalizing on new patient preferences for more convenient, cost-effective care. With the ability to offer targeted services and significant capital at their disposal, these non-traditional players are reducing inpatient utilization and attracting valuable patient segments.
Hospital executives must adapt to this competitive landscape by improving their own offerings and patient experience.
Attracting and retaining healthcare workers is an ongoing challenge for hospitals, particularly in light of the current shortages in both clinical and non-clinical roles.
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Pictured: Revenue cycle leaders talk shop at our spring 2024 Revenue Cycle Exchange.
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