The expectation that healthcare leaders must remain detached, prioritizing results over emotion, is a long-held tenet of the industry. For years, I operated under that same principle—fair, decisive, and focused on outcomes. But experience taught me a crucial lesson: performance and compassion are not mutually exclusive. In fact, fostering trust, psychological safety, and empathy can significantly strengthen execution, particularly during times of profound change and disruption in healthcare.
No leader willingly chooses to close a hospital. Yet, I found myself responsible for overseeing the closure of a respected tertiary and academic medical center in Novel York City. The ensuing 18 months were marked by intense opposition, legal challenges, regulatory scrutiny, and the spread of misinformation, all compounded by existing workforce shortages and the evolving landscape of care delivery. Navigating this period underscored the transformative power of compassionate leadership.
The Shifting Landscape of Hospital Care
By late 2023, the dynamics of hospital care in New York City—and across the nation—had undergone a dramatic shift. As healthcare increasingly moved to outpatient settings and specialized centers of excellence, the demand for traditional inpatient services declined. Our facility, once boasting over 700 beds, saw occupancy dwindle to roughly 200. Most specialty services had been relocated, and while a nearby Behavioral Health Services Center of Excellence was established to preserve access to critical care, the remaining hospital required substantial capital investment and was operating at a significant financial loss. With no viable funding path, aging infrastructure, and the presence of other tertiary hospitals in the area, closure became unavoidable.
This decision understandably triggered deep emotional responses from staff, alumni, trainees, and the surrounding community. For many, the hospital was more than just a workplace; it was a professional home, a source of identity, and a pillar of the neighborhood. This deep connection fueled resistance, heightened emotions, and the spread of rumors, complicating an already fragile situation.
Leading with Compassion: A Core Principle
Leading through this turbulent environment demanded one essential principle: compassion. Compassionate leadership isn’t about avoiding difficult decisions; it’s about acknowledging the fear, grief, and uncertainty that accompany them, while communicating clearly and truthfully. It requires leaning into difficult conversations, explaining the rationale behind decisions, actively listening without defensiveness, and resisting the urge to minimize or dismiss emotions. Senior leaders prioritized presence and connection, remaining accessible, transparent, and, above all, human. Crucially, we maintained a commitment to quality and safety throughout one of the most challenging staffing environments imaginable.
Our leadership team also recognized the importance of supporting one another. We created dedicated space to process our own feelings of loss, frustration, and uncertainty, strengthening trust and alignment within the group. This cohesion proved invaluable. In healthcare, challenges are inevitable, but when leadership is unified and moving in the same direction, even the most complex situations become more manageable.
Practical Strategies for Navigating Change
Several practical strategies proved particularly effective during this period of transition:
- Understanding Responses to Change: With support from an executive coach, we prepared for the predictable—but deeply personal—ways individuals experience change. Recognizing that people move through these phases at different speeds allowed us to respond with patience and understanding, rather than urgency.
- Intentional Communication: While virtual meetings and email were initially useful, they became less effective over time as messages were often taken out of context. Live Q&A sessions across all shifts, and most importantly, in-person rounding, proved to be the most effective communication tools.
- Rounding with Purpose: Consistent, unhurried rounding on all shifts became our most effective method for building trust and fostering open communication. Leaders traveled in pairs, listened more than they spoke, addressed misinformation quickly, and checked in on staff as individuals, not just employees. This visibility built credibility.
- Presence and Availability: An open-door approach—offering individual or group meetings—allowed leaders to support staff through career decisions or simply provide a space to acknowledge their experiences. Being present mattered as much as any operational plan.
we successfully closed the hospital, transitioned thousands of employees and faculty to new roles, and ensured patient safety throughout the process. This experience reinforced the idea that effective healthcare leadership requires more than just operational rigor—it demands a deep commitment to compassion.
Building a Compassionate Future for Healthcare
Change is an inherent part of the healthcare landscape. Successfully navigating these changes requires more than just strategic planning and efficient execution; it demands a genuine commitment to compassion. Leaders who cultivate this skill *before* a crisis strikes are better equipped to guide their organizations through even the most difficult transitions. The Michigan Health & Hospital Association’s Healthcare Leadership Academy is one example of an organization focused on developing these crucial skills in the next generation of healthcare professionals.
Looking ahead, the OhioHealth leadership team, as outlined on their leadership page, will continue to prioritize these principles as they navigate the evolving healthcare environment. The next scheduled meeting of the OhioHealth Board of Directors is March 12, 2026, where further strategic initiatives will be discussed.
What are your experiences with compassionate leadership in healthcare? Share your thoughts in the comments below, and please share this article with your colleagues.
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