|
|
|
PROUDLY PRESENTS
Ken Whitaker
Resident of The USA and 3-DNET® VIP member
Email contact : ken@exec.org
INTERVIEW WITH 3-DNET®
Listen to sample sound "bites" from the interview:
Question 1 : Tell me about yourself
I believe the foundation of who I am as a person and businessman started early in my life. I became the “man of the house” at age 6 and possessed a great affinity for learning and discovery…thus a love of school. I also had to grow up quicker than most, learning the art of self-sufficiency early on and ultimately the traits for which I am best known today such as loyalty, productivity, decisiveness, dependability, entrepreneurial, and so on. This love of school propelled me to graduate in the top 3% of my high school class and then move to Case Western Reserve University where I procured a B.S. in Accounting (the first person in my family to attain a college degree). While at Case, I was exposed to the wonders and opportunities in health care as we were in close proximity to the Cleveland Clinic and University Hospital System. It led me to enroll in the Master’s of Hospital & Health Administration program at Xavier University. The final year of the program was an administrative residency which I chose to do at Samaritan Health Service, the largest hospital system in Arizona. The CEO was a former President of the American Hospital Association and a great supporter of education. He gave me unfettered access to board meetings, management team meetings, managers at all levels of the organization, any projects of interest, basically the whole gamut of the organization. It was an incredible learning experience for a 23-year old, fresh from college, with the ability to observe and interact with some of the most influential business leaders in Phoenix and progressive health care executives in the country. I could not have asked for any better exposure or on-the-job training. From there, I kept performing at high levels and moving up the ladder every place I worked. I always ended up a Vice President or Executive Director, producing successful results in financial management, real estate development, consulting, and operations. As a measure of that success, I was asked on 3 separate occasions to turn around failing or underperforming businesses. Each time, I employed sound financial management and good business judgment to bring all 3 back to profitability in a timely fashion. When it comes to development projects, virtually all of the $150 million under my direct control have been brought in on-schedule and on-budget. On one, I was given 7 months to get to opening occupancy starting with a sketchy master plan, no construction documents, and no replacement to run the treatment center (so I did both for three months). I accepted the challenge, organized my resources and delivered the project on-time…taking special note that the expedited time frame did not compromise the aesthetics or the quality as it has been voted the number 1 ranked destination spa in North America from 1999-2004. As you will see on my resume, I enjoy a variety of challenges which require the full utilization of my diverse skill sets. I thrive in getting a company, department, or project from Point A to Point B with little need for continuous oversight. I am an independent thinker who is not afraid to take action to achieve the goals assigned by my superiors. To most, this appears entrepreneurial. I am seeking a challenging career opportunity where I can apply my finely honed business and financial skills to develop & support operational objectives, expand revenue streams, and increase profitability for a progressive and growth-oriented company.
Question 2 : What can you offer to your next employer ?
Throughout my career, I have viewed challenges as opportunities and embraced change as a positive. My next employer will be getting a confident, self-directed executive with a broad base of skill sets capable of handling multiple responsibilities simultaneously. I have been a go-to individual for several companies with a long history of accepting the most difficult challenges facing an organization and succeeding under adverse circumstances
Question 3 : How long would it take to start contributing in a new job?
I believe I would start contributing immediately as I have a history of producing positive results in short order. During the first week of my administrative residency in the finance department of a $500 million hospital system, I watched the financial brain trust arrive at the system-wide rate increase using time-consuming interpolation techniques by hand. I showed them how to use simultaneous equations to quickly calculate their answer which then allowed them time to conduct sensitivity analyses on multiple scenarios. There might be somewhat of a learning curve to the particular nuances of the organization but I would anticipate doing some homework prior to my start date to facilitate my integration into the company and its culture
Question 4 : Describe a situation where you added value to your employer…
I like to believe that I have brought value to every project for every employer/client during my career. One of the early efforts that paid big dividends was my master’s thesis as it produced 2 significant results. The first part was a comparative rate study of hospital charges that showed the hospitals within our system were within + 10% of the mean & median of comparably sized hospitals. It was so well received by our management that they had Ernst & Whinney publish and present the findings at public rate hearings throughout Arizona. The second part of my thesis was a computer program which strategically allocated our price increase to maximize reimbursement. When we retrospectively compared the results the following year, we generated $1.25 million less in Medicare allowances…which drops straight to the bottom line as increased net income and cash flow from operations.
Question 5 : What are your skill sets?
During my career, I have had the good fortune (and trust of my superiors) to take on a multitude of diverse projects and responsibilities. I have used my keen financial management & analytical skills as the foundation upon which I have successfully delivered results. The other skill sets where I have proven my proficiencies include: Mergers / Acquisitions, Operational Turnarounds, Feasibility Studies & Due Diligence, Capital Formation, Real Estate Development, and Process Re-engineering. This is why I describe myself as multi-faceted and believe I bring a lot to the table
Question 6 : Are you comfortable as an agent of change?
I believe change is inevitable but it is also an opportunity. The way change is decided upon and implemented has a great deal to do with how well it is received. I have been called upon multiple times in my career to implement change in the form of operational turnarounds, program & service make-overs, process re-engineerings, divestitures, and strategic re-directions. I am effective at creating positive results from these efforts because I focus on the end goal and how to best achieve that result while investing those most impacted in the process.
Question 7 : How many people have you supervised in various roles?
During my tenures with Rocky Top Medical Center and Hilton Head Health Institute, I supervised approximately 25 people on each occasion. As the Executive Director of Sierra Tucson, I led approximately 300 people through 10 direct reports.
Question 8 : What are your qualifications as a leader?
First, I have a history as a leader and the documented successes in turnarounds and completed development projects support that assertion. I tend to lead by example and prefer a more unassuming approach in bringing subordinates and colleagues to the desired direction. That said, I can also be a more assertive leader if the situation dictates in an effort to break a logjam and move a group to consensus. My two favorite techniques used to move groups forward would include: Root Cause Analysis : in this process, you keep asking “why” as a way to get through blaming the symptoms and addressing the underlying reasons for the stalemate. It is an effective way to by-pass defensive behavior or intractable positioning. Worst Case Analysis : I like the group to consider the worst possible outcome of moving forward. If you can live with those results and the potential for positive outcomes are significant…then what do you have to lose? It is how I encourage people to become more decisive while being empowered.
Question 9: Describe a couple of your most memorable accomplishments?
Most of my accomplishments have been memorable as I have had the good fortune of seeing the tangible fruits of my efforts. It has been a wonderful motivator for me since as an analytical person, the tangible proof or quantifiable results of my efforts create great satisfaction. I would have to say my most memorable accomplishment was bringing Miraval to life in 7 months given our starting point. It was especially satisfying because I was able to overcome a nearly impossible challenge and deliver the resort in the time frame requested at a quality level recognized by national publications and their readers. From the time the Board of Directors approved the project (and simultaneously raised the quality standard from 3 to 5 stars), I was given seven months to have the facility ready for occupancy to take advantage of the December-April prime season. Starting with a sketchy master plan, no construction documents, and no replacement for my role of Executive Director of Sierra Tucson, I engineered (and improvised) the coordination of designers, engineers, architects, contractors, and county officials to design & build the resort simultaneously. We made it and one of the more memorable moments of the project was when people who knew me commented on my calmness in the middle of the swirling chaos around me, like the eye of a hurricane. It was a surreal feeling that some might argue was nothing more than being “shell-shocked”. I wasn’t and continue to be very proud of that accomplishment. Another memorable accomplishment was the opening of Rocky Top Medical Center with zero downtime after breaking away from the national physician management company. Several other local practices had broken away previously and each had shut down operations for 2-4 weeks to make the transition. I mapped out an aggressive schedule of approximately 60 days which included lease agreements, insurance company applications, new phone & computer systems, employee benefit programs and working capital assistance from our major vendors. Not only did I have to overcome the skepticism of bankers, lawyers, vendors, hospital administration, and other medical providers, I also fended off an attempt by the physician’s personal CPA to set up a lucrative (and self-serving) practice & financial management contract. On Friday the 31st, we saw patients as part of the management company and on Saturday, we saw patients as Rocky Top Medical Center with the new phone & computer systems being installed Friday night. The financial results were impressive as we were profitable the first month, produced positive cash flow by Month 4, and fully funded the profit sharing plan the first two years. We only used 40% of the working capital line-of-credit that was established and paid it off totally in 13 months. This successful opening was a very satisfying accomplishment.
Question 10: How do you handle pressure and tough deadlines?
While it might sound cliché, I really do thrive on pressure. It must be some sub-conscious need to do the impossible, to eliminate “can’t” from the company culture, to push my adrenal glands. I am living proof of the old managerial adage “if you really want something done, give it to your busiest employee”. I have a history of being very productive so handling pressure and tough deadlines just comes with the territory.
Question 11: How are you viewed by past employers and subordinates?
I believe as managers, we all seek the approval of our superiors and I would hope the respect of those we supervise. I have been fortunate in getting feedback in both of those areas the past 8 years. I suppose it is a good indicator when a past employer invites you back as a consultant and an even better indicator when your past 3 employers have done so. When I have accepted the assignments and returned to the facilities, I have been humbled by my reception. Virtually all of the people with whom I had interacted go out of their way to visit with me and share about our times together…sometimes in terms that make me wonder if they have the right person in mind! But seriously, it is very heartening to know that I have a positive legacy with my past employers and it serves to validate all of my professional efforts on their behalf.
Question 12: What would one of your references say about your strengths & weaknesses?
The supervisor who knows me best is John Schmitz, as we worked together for nearly 20 years at 5 different companies. Having been through many performance evaluations and several organizational behavior exercises with him, I believe he would say that my most glaring weakness is that I do not suffer mediocrity very well and become impatient with the process when I have to drag others along…usually related to when an entity is facing re-organization or significant change. I would venture to say that his list of my strengths would include loyalty, decisiveness, a willingness to stay the course, dependable (as in knowing I will step-up at crunch time), trustworthiness, and confidence in the quality of my deliverables.
Question 13: How do you deal with mistakes and/or negative feedback?
In truth, I hate to deal with mistakes or negative feedback because of the high standards of excellence I set for myself. But mistakes are inevitable (especially from those who embrace decisiveness) and I always try to step back to process the feedback so that I can analyze my decision-making process (typically using Root Cause Analysis). My goal is to translate those mistakes/failures into future successes. Nothing infuriates me more than making the same mistake twice.
Question 14: What do you think you do better : staff or line work?
Ultimately, I believe my skill sets and personality are better suited for staff work. I can perform in a line position, particularly when it involves a turnaround situation with a definitive goal in sight. I think I provide the greatest return on investment to my employer in a staff position as I am able to fully engage my creativity and analytical approach to solve problems, improve processes, and help move the organization forward.
Question 15: What are some recent books that you have read?
The last three books I have read for pleasure include Touching the Void, Prey (Michael Crichton), and Shadow Warriors (Tom Clancy). The last three business books I have read include How To Become a Rainmaker, What Really Works, and From Good to Great.
Question 16: How do you account for your success?
I attribute my professional successes to many traits that seem to be waning arts in American business. I have an old-fashioned work ethic with a commitment to excellence…I respect authority…I am loyal and trustworthy (especially when reciprocated by my employer)…I believe I am entitled to very little beyond the Bill of Rights, the rest I must earn…I do not believe in uttering “can’t”…I abhor the concept of “that’s not my job”…I treat and protect the business & its assets as if they were mine. I enjoy working and look forward to the challenge every day brings in a vibrant organization. In golfing parlance, “I don’t leave a lot in the bag”.
Question 17: What brought you to Nashville?
Around Christmas 2002, my wife was asked to be Tennessee’s Commissioner of Tourist Development by Governor Bredesen. Since this was her first foray into government service and the associated political ramifications of working in the Governor’s Cabinet, we decided to see how she liked it before committing both of our lives to Nashville. Now that we have confirmed she loves her job and working in this Administration, I have transitioned to the area and look forward to establishing myself within the Nashville business community.
Question 18: What are some of your outside interests?
I enjoy many outdoor activities with hiking, kayaking and biking topping the list. I am an avid golfer who has trouble dedicating the necessary free time to the pursuit of this wonderful game. I find excellent therapeutic value in home-improvement projects and landscaping. I also love traveling with my wife to both domestic and international locales.
Question 19: Do you have any objections sitting for psychological testing?
I would only object if I failed the test! But seriously, I have no problem sharing and evaluating the results of Myers-Briggs Type Indicator, DiSC Behavioral Profile, or any other testing methodology. I think that knowing how your fellow colleagues process information and perform in a group setting affords you the opportunity to tailor your communication style to achieve maximum results.
Question 20: Your supervisor emails you a critical assignment that you do not fully understand. He/she will not be accessible for 3 weeks…what do you do?
While I would always like the ability to gain further insight from the creator of the assignment, this scenario tests your entrepreneurial spirit along with how well you understand the goals and objectives of the organization. We don’t live in a perfect business world and many decisions have to be made with incomplete data. Thus, I would move forward gathering as much information as possible pertinent to the project as I perceive it. I would begin to analyze the data in preparation for action, insuring along the way that I was constantly evaluating the decision in light of the goals & objectives that have been communicated to me by my supervisor. I would look at the worst case analysis of my actions and determine if they are palatable and survivable. Unless I ended up committing more capital to the project than authorized to do so, I would trust my sound business judgment and make progress. Mid-course corrections are routine in business and I would be prepared to adjust the direction I had embarked upon as more information comes to light. It is sometimes a bigger mistake to do nothing rather than to make a miss-step.
Question 21: Would you be willing to take a drug test?
Absolutely
Question 22: Describe a time when you have had to confront an uncomfortable topic…
We were facing a down-sizing of significant proportions due to an unfavorable reimbursement climate. The management team was sitting in a large conference room offering few suggestions on areas for expense & staff reductions. I offered up most of the folks in my areas as they were not crucial for the short-term viability of the company. My fellow executives failed to follow suit and the meeting floundered. Before we adjourned, I made it clear that each and every one of us had failed the organization, the employees, and the patients and that we could not afford another round of indifference. Three days later I was appointed Executive Director with most of those executives reporting to me. We were able to carry out our corporate mandate and begin the process of turning the ship around. Today, Sierra Tucson continues to flourish on the national stage.
Question 23: How do you deal with unexpected problems?
Once I get beyond wondering why I had not anticipated the particular issue, my first determination is the impact on the overall project or operation. This helps prioritize the required action and if any damage control is necessary. I would also make sure none of the original assumptions/caveats were invalidated by the unexpected turn of events. If we were still on track, I would apply the necessary creativity and resourcefulness needed to overcome the obstacle to reach the intended result.
Question 24: How do you integrate with existing colleagues in a new position?
I would take my first ques from those that had hired me to see if my role was to immediately fit-in or shake the status quo. Without that explicit direction, I would focus on my duties and seek out those colleagues with whom I would be having the greatest interaction. I would undertake to earn their trust and confidence. However, I would not let my lack of tenure dissuade me from addressing an important issue with them if I felt it was having a detrimental impact on the company. My first loyalty is to the organization.
Question 25: Describe a situation where you led a group to consensus rather than mandating action…
When I was appointed Executive Director at Sierra Tucson, we desperately needed to re-organize our operations. The directive I was given was succinct but clear…go get it done! Given our dire circumstances, I could have dictated major reductions and accomplished our objective in the short term. However, I reached out to my former colleagues to help me get it done…and they responded. Their cooperation did not make the process any less painful but I was able to invest them in the result and made my job as their leader much more palatable over the long haul.
Question 26: How do you deal with simultaneously approaching deadlines for deliverables?
My initial reaction is that I couldn’t see myself having to face this problem because I am so organized. I would have foreseen the scheduling conflict and devoted the time necessary to accomplish one of the tasks ahead of schedule. We both know that is ideal but not realistic as we rarely have the control over outside events we think we have. When under the gun, I am able to focus on priorities like a laser beam. My organizational skills kick in and the need to accomplish my tasks supercedes my need to do it perfectly. My productivity level reaches new heights as the adrenalin kicks in. I revel in the opportunity to accomplish the seemingly impossible and will put in the effort to get it done. I will find a way because if I committed to doing something, consider it done. Anyone can make excuses about scheduling; it is what you accomplish at the end of the day that counts.
CURRICULUM VITAE
3-DNET® is a secure and effective way to make new contacts
-- both business and social!
Networking is a requirement for Business and Individual alike.
The ONLY security these days is how wide your network is and how shrewdly you market yourself.
3-DNET® can assist you!
Copyright 1996 The 3-D Network Company, Ottawa, ON, CANADA
3-DNET® is a registered trademark of The 3-D Network Company International Inc.