1. 2015/6/41 Becoming a Leader in the C-Suite: How to develop the necessary skills Teacher: Professor Ma Student: Lee Hsinhua Number: 9651011M Date: 2008.5.14

2. 2015/6/42 Introduction It takes a certain kind of leader to advance into a C-suite position such as CEO or COO. What it takes to make it in the C-suite, including the necessary leadership and communication skills and how to manage one's strengths and weaknesses to become a better leader.

3. 2015/6/43 Q1:what are some of the top skills necessary for leaders to advance to the C- suite?

4. 2015/6/44 Q1 STOKES: 1.Interpersonal skills are mandatory. 2. Learn to lead the multigenerational work force we have today. CHAPPELL: 1.trust 2. Ability to confront the brutal facts. REPETTI: A leader without followers is just someone wandering around in the woods.

5. 2015/6/45 Q2: How important are communication skills to C-suite leaders?

6. 2015/6/46 Q2 REPETTI: You have to be able to do it in a way that people think you are doing it with sincerity and integrity. STOKES : Be able to communicate with a variety of different constituencies. CHAPPELL: 1.Communication skills are integrally tied to your ability to develop trust. 2. We must first seek to understand before trying to be understood.

7. 2015/6/47 Q3: What kind of continuing education should top-level executives pursue?

8. 2015/6/48 Q3 STOKES: Don't pass up an opportunity to learn-commit to being a lifelong learner. REPETTI: Be committed to the constant reinvention of yourself. CHAPPELL: 1.One of the keys to leadership is having a continuous learning plan. 2. The most important entries are the ones regarding your mistakes. 3. It also is important to go to events like ACHEs Congress on Healthcare Leadership.

9. 2015/6/49 Q4: How can healthcare executives manage their own strengths and weaknesses to achieve their top leadership potential?

10. 2015/6/410 Q4 REPETTI: Understand yourself. CHAPPELL: Face the facts about your strengths and weaknesses-many never get there. We must constantly assess our skill set and the challenges we face. STOKES: 1. North Mississippi Medical Center uses a 360-degree feedback evaluation tool. 2. Develop a 180-day action plan.

11. 2015/6/411 Q5: What are some of the greatest challenges leaders in the C-suite face? How can they deal with these issues?

12. 2015/6/412 Q5 STOKES: Employee relations, motivating your work force and aligning physicians' values with your organizations values. You also must consider your organization's relationship to the community. CHAPPELL: Defining quality. We can only focus on one problem at a time. REPETTI: Adjusting to the role of C-suite leader presents its own set of challenges.

13. 2015/6/413 Q6: How important is mentoring or executive coaching to developing executives in preparation of advancing to the C-suite?

14. 2015/6/414 Q6 REPETTI: If you have the opportunity to take part in executive coaching, it should be seen as a gift from your organization. STOKES: Everybody needs a coach. It is important to have a coach who is willing to be honest and candid with you. CHAPPELL: Many times your staff are afraid to point out your faults.

15. 2015/6/415 Q7: What is the No. 1 piece of advice you would give to someone hoping to advance to the C-suite?

16. 2015/6/416 Q7 CHAPPELL: 1.Keep the patient first-they determine the true north in joint venture negotiations and meeting agendas. 2. Be a healthcare paratrooper. STOKES: Being a servant leader is critical. REPETTI: Take the time to walk the floors- watch the people who are really making it happen. Don't lose sight of what is really important.

17. 2015/6/417 Proverb1 What’s the big deal? A: I can’t believe you were late. B: What’s the big deal? The traffic was bad. It could have happened to anyone. 有什麼好大驚小怪的

18. 2015/6/418 Proverb2 It’s Greek to me. Professor Ma: Mary, can you understand what’s I’m talking about? Mary: No, it’s Greek to me. 我完全不懂

19. 2015/6/419 Thanks for listening.