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Weekly UpdatesAndrea Price, FACHE, holds the number-two leadership post at Sparrow Health System, a not-for-profit system that provides high-quality services throughout the mid-Michigan region. Board certified in healthcare management as a Fellow of the American College of Healthcare Executives (ACHE), Ms. Price has been recognized over the years for her many contributions to the field.
In April 2008, she was selected by Modern Healthcare magazine as one of the "Top 25 Minority Executives in Healthcare." In September 2008, ACHE and the Michigan Healthcare Executive Croup and Associates honored her with the "Distinguished Service Award." The National Association of Health Services Executives (NAHSE) has bestowed on her several awards, including the "Distinguished Senior Healthcare Executive" (2008), the "Senior Health Services Executive of the Year" (2003), and the "Young Health Services Executive of the Year" (1992). In addition, in 1992, she was a recipient of ACHE's "Early Career Award for Management Excellence."
Ms. Price was a member of the NAHSE board of directors, and she was chair of its CEO/Senior Executive Conference Committee. An active participant in ACHE, she has served as a member of the Board of Governors, as an Interim Regent and Regent-at-Large, and as a member of numerous committees, including the Voluntary Giving Committee, the Confidential Committee, the Governance Implementation Task Force, the Regent's Advisory Council, the Nominating Committee, the Finance Committee, the Governance Ad Hoc Task Force, and the Bylaws Committee. Close to home, she was on the board of directors of the Health Care Council of Mid-Michigan, was a member of the Michigan Hospital Association (MHA) Community Benefits Task Force and the MHA Healthy Michigan Foundation Advisory Croup, and was MHA fudge for the Ludwig Community Benefits Award.
Previously, Ms. Price worked at Hurley Medical Center, serving in various leadership posts, including interim president and CEO, executive vice president and COO, and vice president for professional services. She was an administrative fellow at Children's National Medical Center in Washington, DC, and she completed an administrative residency at the District of Columbia Hospital Association. Ms. Price received a bachelor of arts from the University of Michigan, Ann Arbor, and a master in health services administration from Tulane University School of Public Health and Tropical Medicine.
Dr. Grazier: Please tell us about your dual role as executive vice president and chief operating officer.
Ms. Price: I occupy the number-two position at the hospital and system levels. On the hospital side, I manage the day-to-day operations. On the system side, I over-see our affiliated hospitals and their CEOs. The two roles are very different in terms of expectations and visibility; this was a major epiphany for me. Hospital-level work is hands-on, something that I enjoy and in which I have a lot of experience.
System work, on the other hand, demands a different approach. I serve as a resource for system CEOs, providing direction and guidance to ensure that the initiatives in their respective hospitals for their communities are in line with the system's goals. Success here depends on my ability to lead, persuade, influence, and collaborate. I also develop leaders by giving them opportunities to take on new challenges.
In addition to being EVP (executive vice president), I represent Sparrow on two affiliated-hospital boards.
Dr. Grazier: It sounds like you learned the systems role quickly. What resources did you use to function in this new role?
Ms. Price: Early in my career, I was fortunate to have Don Brown, an excellent mentor and CEO who pushed me far out of my comfort zone. I was just an administrative fellow, but he demanded so much from me. One day, I said to him, "Don, you are not being fair. You require me to do things that you don't even ask your executives to do." He answered, "I'm not mentoring them. I'm mentoring you." He believed in my capabilities, and he trained me to do more than what is expected.
Also, I know my areas of strengths and limitations. I do not shy away from challenges, especially from something I've never done before. Although the system EVP role was new for me, I knew from previous experience what I needed to do to be successful. I have a network of people across the country from whom I can draw advice and resources. A personal sense of organization, being self-driven, and being the oldest child in my family made me the go-to person when I was growing up. Being a wife and a mother of four contributes to my facilitation skills. I'm juggling a lot of responsibilities. I am active in my children's school, serving on the PTO (parent-teacher organization) and being in touch with their teachers and principals. The systemwide initiatives at Sparrow have helped enhance my collaboration and leadership skills.
What it all boils down to is that I enjoy what I do, and I make every effort to empower the people around me to be successful at what they do.
Dr. Grazier: Please describe your leadership style.
Ms. Price: I lead by putting people first, whether or not they report to me. It's my duty to help other people succeed, so I provide as much support, coaching, encouragement, feedback, and guidance as necessary. I also give them a chance to demonstrate their skills and knowledge so that they can become aware of their own strengths and weaknesses. I serve as a resource to my staff, readily available to address their needs.
"Patient first" is my philosophy. There is nothing that goes on in the hospital that I am unwilling to do, regardless of my title. I have mopped spills off the floor in my suit and heels, much to the amazement of the staff. While I was rounding late one night, I met a patient who was hungry for a salad. I went to the cafeteria and prepared a salad according to how the patient wanted it. As a healthcare executive, I can't give medication, but I can get water for a patient.
My communication style is open and honest. That helps me in establishing trust, respect, and confidence with those with whom I interact. Executive rounding gives me a chance to demonstrate the value of transparent communications with all employees. I get to know them well, and they open up to me, sharing their concerns and opinions. People at every level of the organization, whether board members, physicians, direct reports, employees, and even my boss--the CEO--all respond to these attributes.
Dr. Grazier: What advice do you offer to new healthcare management graduates or those just beginning their careers?
Ms. Price: First, have a career game plan, complete with goals. Look at it periodically to make sure you are staying on track. Sometimes, even a career setback can turn out to be a good thing. After I completed my administrative residency, I worked as a manager at a for-profit company. My ultimate goal was to be a healthcare CEO, so I knew I needed to gain experience in a hospital setting. I decided to apply for an administrative fellowship, despite everyone's warning that I was taking a step back. That move turned out to be the right one.
Second, be selective about your next position. Consider the skills and knowledge you will gain, not the amount of money you will get paid. Early careerists tend to be too eager in accepting jobs that pay more. At this stage, the focus should be on learning skills that support your career goals.
Third, develop a mentor relationship; this applies to any healthcare manager at all levels. Healthcare leaders genuinely like to coach and guide those who display promise. I am blessed that my mentors approached me. My minister often reminds his congregation that if people do not give back the blessings they receive, then they have no purpose in life. I truly believe this message, so I vowed long ago that I would always make time to help others. My assistant knows that if anyone calls for career advice, they are welcome to come and see me. No screening required.
Dr. Grazier: What are some of the biggest professional challenges that healthcare managers will face in the near future?
Ms. Price: Patient safety and transparency, which are linked to ethical behavior. We need to take the lead in these areas, instead of waiting for these issues to be forced on us. If a health system or hospital is as good as it claims, then it should not be afraid to publish its quality processes and outcomes. A patient comes to our facilities to get better, so we need to set up effective mechanisms to ensure that our patients are receiving safe care and our employees are working in a safe environment. As leaders in healthcare, we should be committed to ensuring that all patients, at all times, receive the right and appropriate care for their respective needs.
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