When I was appointed President and CEO of LibertyHealth/ Jersey City Medical Center in 1989 one of our goals was to become a top tier New Jersey teaching hospital.

Doing that required being a risk taker, not being risk averse. So here are vignettes about some risks taken over 17 years, some with success, some with failure, and some with mixed results. These examples are from my experience. Recognizing the new health care industry algorithm is more complicated, being a risk-taker is still essential

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Don’t depend on anyone else to bring the coffee

“There’s nothing worse than starting the day at a meeting where they don’t provide coffee. It’s better to have two cups than none.” (A) When I returned to MBA/ MPH/MPA teaching five years ago, after a 40 year intermission, this was the first LESSON LEARNED I shared with each of my classes. Students had to

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If Columbus had an advisory committee he would probably still be at the dock. (A)

“Effective meetings don’t happen by accident, the happen by design.” (author unknown) In 1975 I was appointed Administrator of Mount Sinai Services at City Hospital at Elmhurst, a public hospital where Mount Sinai School of Medicine contractually provided professional services. We had a quarterly Dean’s Committee meeting with the Dean of the Medical School. After

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For 17 years I was President and CEO of a safety net hospital. TrumpCare will “disinsure” twenty million+ people and devastate the hospitals we all depend on.

A little background…. I was appointed President and CEO of Jersey City Medical Center (JCMC) in 1989, one year after JCMC had been converted to not-for-profit governance after a long and colorful history as a public hospital (including bankruptcy protection from 1982 to 1985). JCMC was and still is Hudson County’s (500,000+ residents) regional referral

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