Leadership Excellence Networks
(LENS)

This committee oversees the work of LENS and the various councils.

• Chair: Patti Adelman, Northwell Health
• Tara Wiedeman, Carilion Clinic
• Melissa Riffe-Guyer, Cone Health
• Julie Scherler, Henry Ford Health System
• Robyn Betts, Intermountain Healthcare
• Elisha Brownfield, Medical University of South Carolina
• Tim Ewing, Mass General Brigham
• Alice Leefers, Memorial Health
• Diane Adams, Mount Sinai Health System
• Joe Adams, OhioHealth
• Sarah Beales, Rochester Regional
• Manish Shah, Rush University Medical Center
• Heather Fitzgerald, Stanford Children’s Health

Hospitals and health systems have a responsibility to ensure a diverse, equitable, and inclusive environment for their employees and patient communities. Nevertheless, health disparities and inequities persist amongst historically marginalized and vulnerable populations. Underrepresentation of minorities within health systems, equitable care, and building a sense of community throughout the neighborhoods that the health system serves are some of the challenges that need to be met to eradicate these disparities. The Diversity, Equity, & Inclusion Council works to identify best practices to continue erasing these disparities and racial inequities in healthcare by:

• Working to ensure the health of the community that the organization serves, through health equity programs, community partnerships, and employment opportunities
• Supporting staff and raising consciousness around racial and social injustice movements
• Supporting the development of strategic, data-informed DEI and Health Equity priorities, initiatives, and programs that meet the needs of all patients, community members and employees within the hospital and healthcare system
• Providing members with opportunities to ask specific questions related to their own organizational challenges and solicit strategic advice from leaders who are tackling similar issues within their own hospitals and health systems. Peer-sharing and learning opportunities are an integral component of our program

Leader Participation

Members of this Council include Chief Diversity Officers, Directors of Diversity & Inclusion and Program Managers within the DEI departments.

Today’s healthcare organizations realize they must support the evolving needs of their current leaders and develop the next generation of leaders in increasingly volatile, uncertain, complex, and ambiguous environments. Leadership Development Council will focus efforts on:

• Peer-sharing of health system approaches to leadership development and coaching
• Education on leadership development best practices
• Opportunities to engage in research to advance the pragmatic practice of healthcare leadership

Leader Participation

Members of this Council comprise senior level leaders and professionals who oversee learning & development, a health system’s leadership institute, talent management, or organizational development & change.

With people-related expenses often exceeding 60 percent of total health system operating costs, measuring, predicting, and managing all things “people” is essential to the successful pursuit of high-value care delivery. The Talent Metrics, Analytics, & Planning Council focuses on:

• Sharing the experiences of our talent metric and analytics journey, identifying challenges, and continuously improving our processes
• Strengthening capabilities for assessing future workforce needs
• Discussions on the latest literature surrounding people analytics and workforce planning

Leader Participation

Members of this Council include senior-level professionals who oversee workforce planning, people analytics, or similarly related disciplines. Those just starting their journey building these functions or have been doing so for a decade are welcome to engage and learn.

Leaders increasingly recognize how important staff well-being is to organizational success. However, there are few clear practice guidelines to inform organization-level efforts and tremendous variation of practice across organizations. As the industry experiences a historic shift in the workforce, identifying effective and evidence-based strategies to recruit and retain an engaged and healthy workforce is paramount. Launched in 2021, the primary goal of the Well-being council is to help organization leaders make more informed decisions about how to invest their limited resources for maximum well-being impact across their organization. The Council-driven agenda will focus on gaining clarity in areas including:

• Focus/philosophy: how health systems define well-being, and their approaches to it for different groups (e.g., physicians, clinicians, staff)
• Organizational structures/staffing: how health systems are organizing their well-being activity
• Outcomes: developing greater consensus on what/how to measure impact
• Education/implementation: accelerating dissemination of new learnings regarding items (1) (3), and supporting the adoption of emerging best the field

Leader Participation

Members of this Council are typically responsible for well– practice guidelines broadly across being at the enterprise level. This may include, for example, chief wellness / well-being officers; chief learning officers; leaders of employee health and employee assistance leaders

New in 2025, this council aims to bridge the gap between theoretical research and practical healthcare delivery. Members work to enhance the quality of healthcare through the integration of academic research and clinical expertise. By promoting evidence-based practices, continuous education, and collaborative research, the council seeks to improve early careerist experiences and advance the healthcare industry.

Focus/philosophy: how health systems and academic institutions can collaborate and learn from one another to advance workforce needs and solve mutual problems in workforce. Also, defining and understanding the link between early careerist development and pipeline enhancement.

These key areas seem to align well with leadership and organizational development in healthcare. Here’s an expanded view on how these elements could shape projects or discussions:

Collaboration Across Universities, Hospitals, and Research Institutions: by creating sustainable partnerships that lead to innovations in healthcare delivery and outcomes, address differences in organizational goals, culture, and funding mechanisms.

Promoting Evidence-Based Practices: with strategies that combat resistance to change, knowledge gaps, and the difficulty of staying up to date with the latest research. Developing strong communication and training programs, and creating clear pathways for research translation into practice.

Supporting and Redesigning Professional Development: through evolving needs in leadership, technology adoption, coaching, and interdisciplinary collaboration.

Fostering Interdisciplinary Research Across NCHL Members: utilizing this to best inform leadership and management practices in healthcare, bridging the gap between academic research and practical healthcare leadership, and creating structured frameworks for interdisciplinary projects.

A new council in 2025, the Leadership in Digital Health and Artificial Intelligence Council is a group of healthcare leaders dedicated to advancing the integration of digital technologies and AI in healthcare. Comprised of industry leaders, the council aims to foster collaboration, guide the development of best practices, and promote shared resources in the rapidly evolving landscape of digital health and artificial intelligence.

Focus/philosophy: Council members focus on how health systems define Digital Health and Artificial Intelligence through research and best practices.

• Encouraging groundbreaking research: addressing current and emerging healthcare challenges.

• Promoting education and awareness: highlighting the benefits and risks of digital health technologies and AI among healthcare leaders.

• Fostering a collaborative ecosystem: connecting stakeholders from academia, industry, healthcare, and government to share knowledge and drive collective progress.

New in 2025, the Environmental Sustainability in Healthcare Leadership Council is a dynamic coalition of healthcare professionals and industry leaders committed to integrating sustainable practices within the healthcare sector. This council focuses on reducing the environmental impact of healthcare operations, promoting sustainable healthcare practices, and driving systemic changes that support a healthier planet.

Focus/philosophy: how health systems work through environmental sustainability issues and create sustainable models of care through its employees, patients, and stakeholders.

• Sustainable Operations: Developing and promoting best practices for reducing waste, energy consumption, and greenhouse gas emissions in healthcare facilities.

• Green Healthcare Innovation: Encouraging the adoption of sustainable technologies and innovations that minimize environmental impact while maintaining high standards of patient care. 

• Education and Training: Providing education and training for healthcare professionals on sustainable practices, and raising awareness about the importance of environmental sustainability in healthcare.

• Collaboration and Partnerships: Fostering collaboration among healthcare providers, environmental organizations, government agencies, and industry stakeholders to drive collective action towards sustainability.

• Community Engagement: Engaging with communities to promote environmental health and sustainability, ensuring that healthcare practices contribute positively to the overall health of the community and the environment.