“Strategy is the roadmap, and culture is the accelerator that helps us get there.”
At THMA’s recent CHRO forum, leaders returned repeatedly to a central theme: culture can no longer be left to form on its own. It requires deliberate design. When approached with the same discipline as strategy or finance, culture becomes a stabilizing force, especially for health systems managing ongoing operational and workforce pressures.
Post-COVID, the role of the CHRO has broadened. Beyond maintaining effective internal operations, CHROs are now expected to surface emerging organizational issues before they become visible elsewhere. With this expanded responsibility, communication has re-emerged as both a challenge and an opportunity. Engagement surged when leaders communicated frequently during the crisis, then fell as those routines faded. The work now is to rebuild communication habits that are consistent rather than reactive. In a dispersed workforce, predictable touchpoints help people understand organizational priorities and see how their work contributes to them.
As teams call for greater clarity around expectations and accountability, many leaders are rethinking performance norms that focus primarily on outcomes. Updated models are placing more weight on interpersonal conduct supported by peer input, practical accountability tools, and clearer expectations for participation in team culture. This signals a move toward leadership practices that create steadier, more intentional work environments.
Safety and well-being also occupied a significant share of the discussion. Leaders described a workforce still carrying emotional residue from COVID, now confronting heightened concerns about workplace violence and the ongoing strain of complex care settings. Some organizations have assigned senior leaders to oversee safety efforts directly, while others are implementing small but effective practices that make it easier for staff to speak up. The underlying message was pragmatic: a workforce that does not feel physically and psychologically safe cannot sustain the performance required, and no improvement plan will succeed without first meeting that basic condition.
Cultural integration is an ongoing task, not something that can be approached as a one-time initiative. By consistently aligning action with strategy, systems can ensure that culture supports their strategic direction as it evolves.
Key Takeaways:
Define culture with precision and reinforce it through accountable systems. Clear expectations and measurable consequences reduce ambiguity and strengthen leadership consistency.
Prioritize psychological and physical safety as core leadership obligations. Workforce stability improves when safety is treated as central to operational performance, not as a peripheral initiative.
Embed cultural practices into day-to-day management. Routine integration ensures durability, especially during mergers, leadership transitions, or market shifts.
Use behavioral evaluation to signal what the organization truly values. Rewarding interpersonal competence alongside technical results helps prevent cultural drift.