LS: It was very interesting. When I spoke with the search firm, which was Korn/Ferry, they acknowledged up front that I had two roles during the process. One role was to actually help shape the job description and what type of candidate we needed. So I was kind of the “right-hand man” if you will, here at the health system, and then the other role was as a candidate. Yes, I made it known early on that I was interested in it and the executive team here was very supportive and encouraged me to apply as well.
AG: Did you feel it was important to tread lightly during your interim CIO phase?
LS: A lot of folks that I’ve known throughout the years have said it’s important to act as if. But you do have to balance that with some business acumen as well because you’re going through a process and you can’t completely ostracize or upset people during that process too. I don’t think that serves you very well.
AG: How could you ostracize someone by acting as if?
LS: Well if you come in very definitive, you know, if you come out of the gate too hard. I guess that’s the point I’m trying to make is that you don’t want to swing the pendulum. You don’t want to say just because I have this acting title, I have to move from being the strategy guy that really is supportive and bringing things to the table, to the opposite end of the table and say, “This is the strategy and this is how we’re going to do it.” You just have to make you don’t swing too far the other way. I did think you have to lean more towards the execution.
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