医院的 incoming 和 outgoing 首席执行官：他们需要什么样的帮助？ （注：这里“incoming”和“outgoing”在医院管理语境中较难确切翻译，可灵活理解为即将上任和即将离任等，此处保留英文便于理解原文确切所指概念）
Incoming and outgoing hospital CEOs: what kind of help do they want?
作者信息
Khaliq Amir A, Walston Stephen L, Thompson David M
机构信息
Department of Health Administration and Policy, University of Oklahoma Health Sciences Center, College of Public Health, Oklahoma City, USA.
出版信息
Hosp Top. 2007 Fall;85(4):10-6. doi: 10.3200/HTPS.85.4.10-16.
CEO turnover, although common, is expensive and disruptive for everyone involved. Both incoming and outgoing CEOs would welcome help in making the transition a painless experience. Through a 2005 nationwide survey of 805 current hospital CEOs, the authors obtained comments and suggestions in response to three open-ended questions about specific activities or processes that would help incoming and outgoing CEOs. Mostly, CEOs felt the need for a structured orientation process, succession planning, concrete peer and organizational support, training on recruitment and retention for the board, and an adequate separation package including continued healthcare coverage.
首席执行官的更替虽然常见，但对所有相关人员来说成本高昂且具有破坏性。即将上任和离任的首席执行官都会欢迎在实现平稳过渡方面获得帮助。通过对805位现任医院首席执行官进行的2005年全国性调查，作者针对有关有助于即将上任和离任首席执行官的具体活动或流程的三个开放式问题获得了评论和建议。大多数首席执行官认为需要一个结构化的入职培训流程、继任计划、具体的同行和组织支持、针对董事会的招聘和留用培训，以及包括持续医保覆盖在内的充足离职补偿方案。
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