The resume writer assigned to me advised me not to include my mailing address on my resume. How do executive recruiters feel about that recommendation?
I think it is bad advice. When recruiters create a database record, they prefer to have all the information. When candidates do not provide all their contact information, it raises a flag. Not red, but yellow. Why would you want to raise a flag with a search consultant?
Your mailing address is important for the vetting process. Recruiters want to know where you reside.
That said, if you are a manager-level candidate living in a metropolitan area, there is an argument to be made that listing your address may raise inappropriate questions about your commute time, and your long-term commitment to the job. But senior level executives should not follow advice better suited for lower level managers.
Here is the information you should include:
If you agree, or have an alternative view, please share your thoughts.
If you have a question, write to John at firstname.lastname@example.org.
© 2015 John Gregory Self
One of the most challenging businesses to run in America is a hospital. It is one of the most complex business models ever devised by man, said Peter Drucker, and it takes a special type of leader to run one, and run it well.
I begin my defense of this conviction with the old adage that cash flow covers a multitude of sins. In large hospitals, mistakes, even big ones, typically can be covered by cash flow. In small hospitals, mistakes frequently show up on the profit-loss statement. But there is a far bigger, more serious challenge that small hospital CEOs must deal with, a challenge that will affect their very survival. Unfortunately, it is not as high on their priority list as are the various federal waiver programs and the future of Medicaid and Medicare reimbursement.
What is that overlooked challenge? Community trust — gaining it and sustaining it. It is the equivalent to the manufacturing quality of an automobile. Once lost, it is very hard to regain.
Without community trust, small and rural hospitals are destined to fail. That is why it must be one of the most important strategic initiatives that a CEO focuses on every day. As I wrote on Monday, I am not a big believer in adding too many “Chief” titles to the senior leadership team. But this function is critical. The CEO must function as the chief trust officer.
How you build the trust will vary from community to community but here are five important pillars of a critical partnership that must be a part of every plan:
© 2015 John Gregory Self
There are too many chiefs and not enough Indians. I have heard that phrase for as long as I can remember. My dad, the owner of a successful retail bakery, was fond of the phrase, especially when his business partner, my mother, began to micromanage his day.
In healthcare, doctors, skeptical employees, and union members use it to describe what they feel are bloated executive staffs. Now, to make things more interesting, we have seen an explosion of new “chief” titles. Here are a few that are becoming more popular. They include:
You get the picture. It is clear that some of these titles were created to salvage good executives who were interested in more responsibility, money, and prestige, so they got a “chief” title. To be fair, there are many more organizations that have created “chief” titles to demonstrate to the rank and file the importance of specific initiatives such as growth and innovation or to highlight a chronic challenge as in Chief Quality and/or Chief Safety Officer.
As a general rule I am not wild about expanding the C-suite because it represents more, not less, overhead and higher, not lower, costs. However, I realize that as far as some bureaucratic health systems go, I am swimming against the tide. That is precisely why I believe that so many expanding health systems are going to run into a cost, quality and satisfaction problem. Bigger is not necessarily better. There are exceptions to the rule, but they are very rare. The only thing bigger gives you is more clout against the payers, to hold the line against reductions in reimbursement so that we can sustain a business model that we understand and, more or less, works for us now.
Let’s not make the mistake of equating the complexity of our organizations with the need to load up on Chiefs with the mistaken belief that somehow they will enable us to deliver better, safer and lower cost care.
Yes, hospitals are amazingly complex businesses but I remain a devout believer that the hospitals which will excel in a post reform environment will be those which create and sustain a culture that emphasizes what I call personal healthcare, that is to say, focusing on all patients with the same level of care and compassion that we normally reserve for family members and close friends.
We already have a title for the person who is responsible for that: Chief Executive Officer.
© 2015 John Gregory Self