Creating a vision, clarifying expectations, securing the future, and listening to your staff aren’t just trivial boxes to check – they’re essential components of health IT leadership, says Bill Russell.
With more care happening outside of the hospital – and even the physician office – it’s become critical for CIOs to understand the barriers facing patients and harness technologies to meet their needs, says Carla Smith.
Talking about the lack of diversity in health IT leadership is important, but what’s even more critical is doing something about it, says Cletis Earle, who discusses his work with CHIME’s diversity initiative.
One of the core competencies in today’s CIO isn’t being an expert in everything, but rather in being smart enough to surround yourself with experts, says Adam Buckley.
A healthcare CIO needs to do three things: keep the trains running on time, lay new track, and build airplanes, says Bill Russell, who believes it’s about time we define the CIO’s role.