(Le texte français suit.)
Editorial
Are we losing our visible leaders?
More often than one might care to admit the discussion in the corridors at conferences, seminars and conventions focuses on a position vacancy, "whatever happened to Bill?" or the imminent departure of yet another prominent health service executive.
Are we witnessing a particularly significant exodus? Is it confined to certain parts of the country? Is there reason for concern amongst Canada's health service leadership? While the answers are not readily available, most would agree that it is increasingly difficult to "recognize" the faces at conferences and meetings.
Whether we are experiencing the results of a natural cycle of turnover or a phenomenon of more profound proportions, it is clear that, in the midst of this change, excellence in health services management and leadership of national calibre is required. For leadership to be of national calibre, it must be recognized beyond its local and provincial jurisdictions. It must be exhibited not only by CEO's, but by nurse and physician executives, and by human resource, finance, and senior operations management in the care delivery sector. It must be found in health service executives from consulting, regional or district health planning agencies, home care, government and teaching.
This is not to say that we can or should expect every health service executive to contribute at the national level. However, there must be a sufficient quantity of nationally recognized exemplars or leaders from every sector. Their contributions must span the years and cross provincial boundaries. They must continue to contribute for years to come in their sectors and according to their talents.
Fellowship Equals Leadership
The Fellowship program of the Canadian College of Health Service Executives must seek out the true leaders in the field. It must recognize those health service executives who meet its standards. But it must also secure their commitment that they will continue to innovate, to publish or teach, to serve in regional, provincial and national reviews and to support the development of other individuals and of health service management in Canada.
The leaders of the 1990's are entering senior health service management positions from an increasingly diverse array of backgrounds. Career paths will differ from those of the last 25 years. The necessity of leadership that can be modelled will not only continue, but rise sharply. Fellowship is the vehicle to measure, recognize and promote that leadership.
Richard G. Stock, FCCHSE, Past President and CEO
Contact – Volume 16, Number 4, 1989
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Editorial
Are we losing our visible leaders?
More often than one might care to admit the discussion in the corridors at conferences, seminars and conventions focuses on a position vacancy, "whatever happened to Bill?" or the imminent departure of yet another prominent health service executive.
Are we witnessing a particularly significant exodus? Is it confined to certain parts of the country? Is there reason for concern amongst Canada's health service leadership? While the answers are not readily available, most would agree that it is increasingly difficult to "recognize" the faces at conferences and meetings.
Whether we are experiencing the results of a natural cycle of turnover or a phenomenon of more profound proportions, it is clear that, in the midst of this change, excellence in health services management and leadership of national calibre is required. For leadership to be of national calibre, it must be recognized beyond its local and provincial jurisdictions. It must be exhibited not only by CEO's, but by nurse and physician executives, and by human resource, finance, and senior operations management in the care delivery sector. It must be found in health service executives from consulting, regional or district health planning agencies, home care, government and teaching.
This is not to say that we can or should expect every health service executive to contribute at the national level. However, there must be a sufficient quantity of nationally recognized exemplars or leaders from every sector. Their contributions must span the years and cross provincial boundaries. They must continue to contribute for years to come in their sectors and according to their talents.
Fellowship Equals Leadership
The Fellowship program of the Canadian College of Health Service Executives must seek out the true leaders in the field. It must recognize those health service executives who meet its standards. But it must also secure their commitment that they will continue to innovate, to publish or teach, to serve in regional, provincial and national reviews and to support the development of other individuals and of health service management in Canada.
The leaders of the 1990's are entering senior health service management positions from an increasingly diverse array of backgrounds. Career paths will differ from those of the last 25 years. The necessity of leadership that can be modelled will not only continue, but rise sharply. Fellowship is the vehicle to measure, recognize and promote that leadership.
Richard G. Stock, FCCHSE, Past President and CEO
Contact – Volume 16, Number 4, 1989
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The "Our History" series is a collection of articles from past College newsletters (Contact 1973 -1996, College News in Healthcare Management Forum 1997 – 2004, Communiqué 2003 – present) which will show how the College has evolved in the past four decades. Visit the College's 40th anniversary website for more College history.
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Éditorial
Sommes-nous en train de perdre nos dirigeants les plus en vue?
Il arrive plus souvent que nous ne désirons l'admettre que les discussions dans les corridors lors des conférences, des séminaires et des congrès portent sur la vacance d'un poste (« Où est donc passé Bill? ») ou sur le départ imminent d'un autre directeur de services de santé.
Sommes-nous les témoins d’un exode particulièrement important? Le phénomène est-il limité à certaines régions du pays? Les leaders en santé du Canada doivent-ils s’inquiéter? Bien qu’il ne soit pas facile de répondre à ces questions, la majorité d’entre nous serait d’accord pour dire qu’il est de plus en plus difficile de « mettre un nom » sur les visages lors des conférences et des réunions.
Que ces changements fassent partie d’un cycle naturel ou qu’ils soient un phénomène aux proportions plus importantes, il est clair que nous devons maintenir l’excellence dans la gestion des services de santé et que nous devons pouvoir compter sur un leadership d’envergure nationale, c’est-à-dire qui soit reconnu au-delà des limites territoriales d’une ville ou d’une province. Ce leadership doit se retrouver non seulement chez les PDG, mais aussi chez les médecins et les infirmières et infirmiers cadres, et dans la gestion des ressources humaines et des finances et aux niveaux supérieurs de la gestion des activités dans le secteur des soins de santé. Les leaders en santé des bureaux de consultants, des organismes de planification de la santé régionaux ou de district et ceux œuvrant dans le domaine des soins à domicile, au sein du gouvernement et dans l’enseignement doivent aussi faire montre d’un tel leadership.
Cela ne signifie pas que nous pouvons ou que nous devons attendre de tous les leaders en santé une contribution d’envergure nationale. Toutefois, il doit y avoir un nombre suffisant de leaders reconnus à l’échelle nationale, et ce, dans tous les secteurs. Chacun, dans son secteur d’activité et selon ses talents, doit apporter une contribution soutenue qui s’étend sur plusieurs années et qui dépasse les frontières provinciales.
Fellowship égale leadership
Le Programme de fellowship du Collège canadien des leaders en santé doit chercher à reconnaître les vrais leaders dans ce domaine. Il doit reconnaître les leaders qui satisfont ses critères de qualité. Mais il doit aussi s’assurer qu’ils continuent à innover, à publier ou à enseigner, à participer à des études régionales, provinciales et nationales, et à soutenir le perfectionnement d’autres personnes ainsi que le développement de la gestion des services de santé au Canada.
Les leaders des années 1990 accèdent aux postes de gestion supérieurs dans les services de santé avec des antécédents de plus en plus variés. Les parcours de carrière seront différents de ceux des 25 dernières années. La nécessité d’avoir des leaders qui servent de modèles se fera non seulement toujours sentir, mais augmentera considérablement. Le fellowship sert à mesurer, reconnaître et promouvoir ce leadership.
Richard G. Stock, FCCLS, ancien président-directeur général
Contact – volume 16, numéro 4, 1989
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