ETHEA Q1 Newsletter
March 2021 | Q1
A message from your President
"Please let us know if any of you would be interested in learning more about any of the below listed vacancies: Program Chair, Mentorship Program Chair, Chattanooga LPC Chair, or the Tri-Cities LPC Chair"
ETHEA Members,

ETHEA Members,

On behalf of the board, I would like to welcome everyone to a new year! I am honored to serve as your ETHEA President in 2021. Our focus this year will be to provide valuable education and learning opportunities to our members. Reflecting upon the challenges of 2020 the board is better prepared to maneuver though the trials of the Pandemic while still providing our members alternative education event opportunities.

Furthermore, we are excited to announce that our chapter received the ACHE Award of Chapter Distinction this year at Congress. To qualify, our Chapter had to meet two of the four performance standards. Specifically, ETHEA achieved our goals for Net Membership Growth and Level of Member Satisfaction. I would like to take a moment to personally thank our 2020 ETHEA President Brad Folck and our 2019 ETHEA President Parry Qualls in addition to all the other board members who serviced these past two years for their dedication and perseverance during one of the most difficult times our Industry has ever experienced.

Regarding 2021 I am excited to report our Chapter has already hosted its first Virtual Education Learning Event for the year, which was very well received on the “Professional Burn Out – Lead Your Organization to Wellness.”  In addition, we have already scheduled our second Virtual Education Learning Event “Improving Hospital – Physician Relations: A Journey from Autonomy to Partnership” for Wednesday May 12th and hope to see many of you there. Looking to the future it is our desire to return to the traditional face to face education event format as soon as Covid-19 allows. However, we have several additional Virtual Education Learning Events planned for the rest of the year if that will not be possible. Stay tuned for future event updates!

Some additional news I would like to share with you all. Currently the ETHEA board has several vacant positions available for any member wishing to help our chapter stay focused on our mission, vision, and values. Please let us know if any of you would be interested in learning more about any of the below listed vacancies.

  • Program Chair
  • Mentorship Program Chair
  • Chattanooga LPC Chair
  • Tri-Cities LPC Chair

In closing I cannot stress how important it is to myself and the Board that our members have a great experience in 2021 and look at our chapter as an excellent resource for their professional and career goals. If we can help you achieve that in any way, please let us know. We are also thankful to our Sponsors who assist us in delivering to our members continued education events and opportunities. Please look to the ETHEA website at for news and information. Thank you all for your continued support and we look forward to seeing you at one of our upcoming events in person or virtual!


Russ Peters, MBA
2021 ETHEA President
Chapter News
The chapter is proud to announce that ETHEA has earned the “Award of Chapter Disctintion” for 2020!

As we navigate through the pandemic we will be working to provide continous learning through virtual face-to-face educational credit events such as the succesful March event.

On March 10th we awarded 1.5 face-to-face credits to all attendees of the “Professional Burnout in Healthcare: Lead Your Organization to Wellness” event facilitated by Michael E. Frisina, PhD. 
Upcoming Events
Mark your calendars for Wednesday May 12th for our next Virtual Education Event.

This event will be on "Improving Hospital / Physician Relations: A Journey from Autonomy to Partnership".

Registration links and reminders to come out, shortly.
Article of Interest
"The most powerful resumes are not a list of jobs held but, rather, a series of accomplishments achieved while in those positions"
Accomplishments Build Careers
If building their careers is a priority and not just wishful thinking, executives can consider starting every year knowing what they want to put on their resumes at the end of the year. When I share this advice with my staff, it is often met with a perplexed look, as those on the receiving end wonder if the CEO just told them they will need to be looking for a new job. The truth is quite the contrary. I offer this coaching advice to my most promising, up-and-coming or seasoned executives.
Careers are built on a series of accomplishments. The most powerful resumes are not a list of jobs held but, rather, a series of accomplishments achieved while in those positions—metrics progressed, programs built, market share gained and margins improved. Hiring managers want to see those accomplishments become progressively greater in scale and scope as well as complexity. Here is the twist: The same is true for performance reviews, raises and internal promotions.
I will take a risk on promoting a promising individual who has demonstrated a consistent drive and capability to get things done. I will likely not promote executives who have simply managed their areas of responsibility but have not taken it to the next level. This holds true even if they met their numbers, managed through crisis, successfully handled complex human resource issues and kept the lights on. That is all good. We need a lot of people who can do that; however, it is not my goal to prove the merits of the “Peter principle.”

One of the most impactful check-ins is a periodic progress report at a regularly scheduled meeting of key members of the leadership team.

Individuals may believe they deserve a promotion (e.g., “I have been a director for 10 years, and I deserve to be a VP!”). Unless they can demonstrate the ability to deliver tangible results and benefits for an organization beyond their current position, however, individuals should not be promoted. 

Setting and Tracking Goals
There are numerous factors to consider when crafting annual goals. Making the goal a derivative of an organizational strategy, an interest of the executive’s direct supervisor, one that is shared with other executives or one that requires resources wholly contained within the executive’s area of responsibility are excellent options. Garnering required resources and support is more easily achieved when the goal incorporates these considerations.
Executives should know the metrics or impactful qualitative outcomes they want to achieve upfront. It’s also helpful to visualize the accomplishments derived from goals on their resumes. Then, individuals can ask themselves whether those achievements will be impressive on their annual performance reviews or to a hiring manager, regardless of whether a job search is in their career plans.
Executing Goals
First, executives are encouraged to communicate goals to stakeholders who will hold them publicly accountable. Second, delegate responsibilities to stakeholders with clear expectations, specific milestones and regular check-ins. One of the most impactful check-ins is a periodic progress report at a regularly scheduled meeting of key members of the leadership team.
Third, engage a peer who also has an interest in this goal. Share the journey. And fourth, make sure no significant resources beyond what is built into the annual budget are needed. Promises for additional resources evaporate quickly when finances get strained.
It has been all hands on deck as healthcare organizations absorb shifting government recommendations, institute policies and procedures for safety, procure adequate personal protective equipment, build testing capabilities, and care for COVID-19 patients, all while managing steep financial losses. A key for leaders is managing these day-to-day issues while keeping their goals top-of-mind and steadily progressing throughout the year.
Whether a job search is on the horizon or not, driving toward accomplishments that merit inclusion on their resumes will keep leaders focused on their career and perhaps even optimistic as they head into a performance review. 

--Adapted from “Accomplishments Build Careers,Healthcare Executive, Alan S. Kaplan, MD, FACHE, CEO, UW Health, Madison, Wis.
News from ACHE below on connecting with fellow members and the 2022 Slate call for nominations!
Connect With Fellow Members
We are pleased to offer members three new, free online communities for physician executives, Asian healthcare leaders and LGBTQ healthcare leaders. The communities’ platform makes it easier than ever for peers to connect in real time, tackle issues together and ask important career-related questions. Members can participate in discussion threads, share resources and best practices, and crowdsource innovative ideas and solutions.

To join, follow these steps:

  1. Log in to
  2. Under “Helpful Links” on the right-hand side, click the last option, “My Communities.”
  3. Click the “Add” button to choose the online communities you wish to join. An MD or DO degree is required to join the Physician Executive Community.
  4. Watch your inbox for your welcome email and instructions to access your new community! The email will arrive within 24 hours.

We hope you will join these communities. If you have any questions, please email
ACHE Call for Nominations for the 2022 Slate
ACHE’s 2021–2022 Nominating Committee is calling for applications for service beginning in 2022. ACHE Fellows are eligible for any of the Governor and Chairman-Elect vacancies and are eligible for the Nominating Committee vacancies within their districts. Those interested in pursuing applications should review the candidate guidelines for the competencies and qualifications required for these important roles. Open positions on the slate include:

  • Nominating Committee Member, District 1 (two-year term ending in 2024)
  • Nominating Committee Member, District 4 (two-year term ending in 2024)
  • Nominating Committee Member, District 5 (two-year term ending in 2024)
  • Four Governors (three-year terms ending in 2025)
  • Chairman-Elect

Please refer to the following district designations for the open positions:

  • District 1: Canada, Connecticut, Delaware, Maine, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, Vermont
  • District 4: Alabama, Arkansas, Kansas, Louisiana, Mississippi, Missouri, New Mexico, Oklahoma, Tennessee, Texas
  • District 5: Alaska, Arizona, California, Colorado, Hawaii, Idaho, Montana, Nevada, Oregon, Utah, Washington, Wyoming

Candidates for Chairman-Elect and Governor should submit an application to serve that includes a copy of their resume and up to 10 letters of support. For details, please review the Candidate Guidelines, including guidance from the Board of Governors to the Nominating Committee regarding the personal competencies of Chairman-Elect and Governor candidates and the composition of the Board of Governors.
Candidates for the Nominating Committee should only submit a letter of self-nomination and a copy of their resume.
Applications to serve and self-nominations must be submitted electronically to and must be received by July 15. All correspondence should be addressed to Heather J. Rohan, FACHE, chairman, Nominating Committee, c/o Julie Nolan, American College of Healthcare Executives, 300 S. Riverside Plaza, Ste. 1900, Chicago, IL 60606-6698.
Following the July 15 submission deadline, the committee will meet to determine which candidates for Chairman-Elect and Governor will be interviewed. All candidates will be notified in writing of the committee’s decision by Sept. 30, and candidates for Chairman-Elect and Governor will be interviewed in person on Oct. 28.
To review the Candidate Guidelines, visit If you have any questions, please contact Julie Nolan at (312) 424-9367 or