Executive Turned Consultant: Transitioning from Experienced Executive to Trusted Advisor in Healthcare

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The reality of a healthcare consulting career can be vastly different from how people often imagine it. Although an executive might transition to a consulting role, management experience and knowledge do not guarantee success. Executive Turned Consultant provides a road map for executives contemplating a move into management consulting. The book walks readers through key considerations and includes firsthand accounts of executives who have navigated the transition. Topics covered include: • Why and how to conduct a mid-career assessment • How consulting compares with executive management • Common mistakes executives make when launching a consulting career • The pros and cons of joining an existing firm versus going into solo practice • How to determine the best time to move into consulting In his previous book, The Healthcare Consultant’s Handbook, author Scott A. Mason offered early careerists insight into the essential role of healthcare consultants and what truly makes a consultant exceptional. Now he provides practical guidance to help healthcare executives make informed career decisions about becoming professional consultants, with eyes wide open to both the risks and rewards. Scott A. Mason, DPA, FACHE, is an advisor to hospitals, health systems, and health-related companies as an independent consultant, board member, and serial entrepreneur. His career has spanned diverse strategy assignments with more than 400 organizations in 40 states. In addition to starting his career at Booz Allen and founding his own firm at the age of 30, he has held senior executive positions with both private and public companies. Mason has also served in a variety of interim management positions, including as a hospital executive and president of a regional health system. Chapter 1 – Why Consider a Career Change? Chapter 2 – Making a Mid-Career Assessment Chapter 3 – Executive Roles Are Getting More Challenging Chapter 4 – What Are My Options? Chapter 5 – What Others Have Experienced Chapter 6 – Summary Observations Chapter 7 – Executive Management Versus Consulting Chapter 8 – Let’s Look More Closely at Consulting Chapter 9 – CEOs Face Some Unique Challenges Chapter 10 – Avoid Common Mistakes Chapter 11 – Time to Launch Chapter 12 – If Things Don’t Work Out Chapter 13 – Let the Journey Begin A job change can be stressful and involve considerable risk. But a career change seems to be an even higher risk. I have a fear that, in retrospect, many people who make a career change may find their real need was to make a job change; and the difference is huge. This book cuts through the hyperbole and raises key issues that have to be managed in considering such a career change. Done right, this can be a very exciting stage of your career. But many people don’t manage this stage correctly. There are things that need to be factored into such a decision, not least of which is major changes that are currently facing healthcare. A clear explanation of the impact of some of the changes can help one understand the growing frustration that often accompanies executive healthcare positions. Some of the discussion is intended to deal with some of the key factors that are relevant to the evolving challenge of managing these complex healthcare organizations. While the focus of these dramatic changes is mostly related to healthcare, much of what is discussed applies to any executive from any industry who is interested in transitioning into a consulting career. At the core of this discussion is the recognition that consulting is not something that comes naturally to everyone. This is contrary to conventional wisdom that might be characterized as, “Anyone can be a consultant.” This is simply not true. While part of the motivation for writing this book is to help people ask the right questions before they make a possible mistake and try to change careers when that is not necessary, another key motivation is to help open doors for people who may have been excluded or otherwise discouraged from following this path to consulting. Consulting is personal. A distinction is made between two dominant scenarios: where one is pushed away from their current position or pulled toward consulting. Both can apply and should be understood. The market represents key changes that are beyond our control. Learn what you can control versus things that we have to manage to be successful. The book contains practical advice regarding a disciplined approach to considering such a career change. A midcareer assessment is a critical foundation for such an undertaking. Following a disciplined process of discernment allows for confidence to be built in the final decision.

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