Recently, I had the opportunity to attend the American College of Healthcare Executives (ACHE) Annual Congress in Houston.
I’ve been a member of ACHE since I finished graduate school — it was something our faculty strongly encouraged students to join and become involved in. At the time, it felt like a natural next step as I transitioned into health care leadership. Years later, however, it has become so much more meaningful.
Through ACHE, I’ve had the opportunity to connect with colleagues across the country who are facing many of the same challenges we see in our own organizations. One of the privileges of being an ACHE member is the opportunity to attend the ACHE Congress — an event I’ve participated in for many years and one I look forward to each year.
This year’s theme was “Purpose in Motion,” and featured notable speakers such as Adam Grant, an organizational psychologist and New York Times bestselling author. In his keynote, Grant argued that organizations rarely fail because they miss disruption; they fail because leaders hold on to assumptions that used to be true.
He illustrated this with the example of Borders, which believed people would always want the in-store experience of browsing books. For a long time, they were right — until they weren’t.
That lesson applies far beyond retail and is especially vital for hospitals today. Many of the systems, processes, and practices in place were designed for a different moment, built on assumptions that once made sense but may no longer be true. Grant reminded us that good leadership requires periodically stepping back and asking a simple but essential question: Is this assumption still valid — or are we simply used to it?
At a time when the health care industry is facing pressures on so many fronts, hospitals have little choice but to examine those assumptions as you evolve. You continue to rise to the moment — adapting as you face unprecedented financial and policy pressures while maintaining your mission to care for patients and support communities.
In addition to hearing from compelling speakers like Grant, the Congress offers the powerful benefit of connection. There is real value in the shared purpose that brings leaders together from across the country. Being in a room with peers who share similar frustrations and responsibilities is energizing — and there is so much value that emerges when leaders are surrounded by others driven by the same goals.
Those connections serve as a reminder that no leader is navigating these challenges alone — and that collective purpose can be a powerful source of strength.
In the end, ACHE Congress is more than an annual gathering; it is a reminder of why this work matters. Hospitals and health systems exist to serve their communities, and the challenges facing health care today make that mission more complex than ever. The opportunity to learn from peers across the country, reflect on changing assumptions, and renew our sense of purpose helps ensure that our organizations remain resilient, innovative, and prepared to meet the needs of the patients and communities who rely on us.