Healthcare systems are navigating a complex landscape of evolving technologies, regulatory changes, persistent workforce challenges, and escalating costs. Strategic leaders are re-evaluating operational approaches for 2026, focusing on empowering frontline staff, enhancing patient care, and improving overall efficiency. A recent series of insights from healthcare executives reveals key leadership lessons shaping these strategic pivots, emphasizing a return to foundational principles alongside innovative solutions.

The need for adaptability and a renewed focus on core values is paramount. Leaders are prioritizing variables within their control, designing systems that support optimal performance, and recognizing the critical link between strategy and frontline execution. These shifts reflect a broader trend toward prioritizing people, streamlining processes, and fostering a culture of trust and collaboration within healthcare organizations. This article explores six key lessons emerging from these leaders, offering a glimpse into the strategies driving success in a rapidly changing industry.

Prioritizing Frontline Engagement and the Patient Experience

Bryan Croft, Executive Vice President and COO at Cedars-Sinai Medical Center in Los Angeles, underscores the importance of direct engagement. He advises leaders to “get out of your office and walk the halls,” actively connecting with patients and caregivers to understand their motivations and challenges. Becker’s Hospital Review highlights this emphasis on understanding the human element within the healthcare system. This approach, Croft believes, grounds leadership in the core mission of patient care and fosters a more rewarding and effective work environment.

Focusing on Controllable Variables and Financial Stability

Brian Evans, CEO of Optim Health System in Savannah, Georgia, advocates for a pragmatic approach: “Control what you can control.” Faced with fluctuating payer mixes and rising costs – labor costs in healthcare are projected to continue increasing in the coming years – Evans is prioritizing internal variables to cut costs, maximize efficiency, and drive revenue. This strategy reflects a growing need for financial discipline and a focus on optimizing resource allocation within healthcare systems.

Designing Systems for Ease and Reliability

Dawn Thompson, Chief Strategy Officer at Advanced Diagnostics Healthcare System in Houston, emphasizes the power of systemic design. She asserts that healthcare operations improve when leaders create systems that “build the right thing the easy thing to do.” This principle suggests a shift away from relying on individual heroics and toward building robust, reliable processes that support consistent, high-quality care.

Bridging the Gap Between Strategy and Frontline Execution

Doug McGill, Vice President of Quality Strategy and Operations at Emory Healthcare in Atlanta, highlights the critical connection between strategic vision and frontline implementation. Emory Healthcare’s new tagline, “The frontline of care. The forefront of discovery,” encapsulates this philosophy. McGill believes that strategy only delivers value when it translates into consistent, executable practices at the point of care. He emphasizes the need for clear standards, empowered accountability, and dependable data to ensure excellence is reliably embedded in everyday operations.

Intentional Prioritization for Sustainable Results

Matthew Timmons, COO of LCMC Health in New Orleans, stresses the importance of focused prioritization. As the senior leadership team developed goals for 2026, a clear theme emerged: meaningful and intentional prioritization. LCMC Health is now concentrating its efforts on a smaller number of key initiatives – patient care, patient and team experience, and long-term access and growth – to achieve more sustainable and impactful results.

Fostering Trust and Collaboration Through Engagement

Kelli Novant, Executive Vice President and Chief Legal Officer at Novant Health in Winston-Salem, North Carolina, emphasizes the importance of leadership style. She believes that how a leader engages their team is as crucial as the decisions they make. Novant focuses on fostering collaborative, candid conversations that build trust and encourage diverse perspectives, ultimately leading to more well-rounded recommendations and stronger long-term outcomes.

These insights from healthcare leaders underscore a common thread: a renewed focus on foundational principles – patient-centered care, systemic efficiency, and strong leadership – coupled with a pragmatic approach to navigating the challenges of a rapidly evolving healthcare landscape. As health systems continue to adapt to these changes, the lessons learned in 2026 will undoubtedly shape the future of healthcare delivery.

Looking ahead, the ability to adapt, prioritize, and foster a culture of trust and collaboration will be essential for healthcare organizations to thrive. The emphasis on frontline engagement and systemic design suggests a move toward more sustainable and patient-centered models of care.

What strategies are you seeing implemented in your healthcare community? Share your thoughts in the comments below.

Disclaimer: This article provides informational content and should not be considered medical or professional advice. Consult with qualified healthcare professionals for personalized guidance.