Surviving a new CEO.

Abstract

In the emerging era of integrated networks and alliances, as health care entities merge and re-form themselves, changes can be expected in management teams, particularly at the top. For those in senior management positions below the CEO, these times are fraught with peril. A new leader can frequently mean a new team. And in many cases, the best advice is to move on. But how can a manager navigate these treacherous waters, so that the decision to leave or stay belongs to the manager and not to the new leadership. In this regular column of the journal, the author offers some advice on what is apt to become a recurrent issue.