A survey of CEO succession strategies in the corporate and hospital worlds.

The results of a national survey of hospital and corporate CEOs reveal that the two groups hold very different views of executive succession and retirement. This first of two articles examines differences in choosing and preparing a successor, mandatory retirement ages, and CEOs' plans following retirement. A second article in the May issue of Trustee will examine comparative responses to the issue of survival as it pertains to hospitals and their CEOs and what actions are required to help preserve the survival of both.

Gone tomorrow? CEOs speak out on institutional survival.

In this second of two articles based on a national survey of hospital CEOs, the authors probe the issue of survival as it pertains both to hospitals and their respective CEOs, and what actions CEOs believe are required to help ensure their well-being. The first article, which appeared in the April issue of Trustee, compared the thinking of hospital CEOs and their peers in nonhospital corporate positions on management succession and retirement issues.

Selecting new board members and officers.

A hospital's chief executive officer has a responsibility to work with the governing board to ensure effective grooming, recruitment, replacement, and performance of board members and officers.

Executive demand highest in marketing, information systems.

The overall comparison of senior executive demand shows that corporate CEOs see a greater need for senior managers during the next year, but both groups concur on the need for more senior executives in the long term. Although the CEOs agree on the increase in demand in marketing/sales and information systems/data processing during each time frame, hospital CEOs will require fewer senior executives in general management and their corporate peer call for fewer planning/corporate development professionals, reflecting the respective changes occurring in both sectors surveyed.