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Dr Jan White
Dr Jan White  Dr Jan White took over the ACC chief executive role at the end of October 2005 having previously been the chief executive of the Waikato District Health Board. Dr White is medically trained and has worked in medical and general management for over 20 years in both Australia and New Zealand. If you could start your ‘health services management journey’ again, what key skills would you make sure you had in hand to ensure your success? I really don’t regret any step along the way to where I am now. Looking back I perhaps regret that I was not more focused and clear in where I was going. I really let things happen to me and my career rather than drove them. Perhaps if I had been more in control, I would have identified early additional skills I needed rather than recognising them on the job. However, I am still learning and will be until I leave the health sector. As long as this is the case, any lack of early recognition can be compensated. What were some of the challenges you had to overcome on the journey to achieving your personal and health sector goals? Given that I have been fortunate in my career and have been offered increasing challenges without in most instances having to seek them, I don’t really have any specific difficulties I have had to overcome. To some extent, I have had a charmed life. At times, I don’t understand why this has been the case but I am just grateful that it has been. What got you through the ‘tough’ times? When the going gets tough it is essential that you have at least one or two close confidants with which you can discuss the issues. Frequently, all they can do is help you to put everything into perspective but that is enough. It stops you making a mountain out of a molehill. Given that I do not have a partner, over the years I have tended to have a small number of business contacts – usually outside of health – who fill this function for me. Of course, I like to think that I can do the same for them! Who are the mentors/role models that have inspired you and what important lessons have you learnt from them? Perhaps the most important ‘mentor’ I have had was somebody I worked for, who in fact convinced me that I never wanted to be like them, rather than inspired me. At the time, I was a medical superintendent at a large hospital in Australia. I watched the chief executive operate in an autocratic, bullying fashion that totally alienated staff and reduced morale throughout the organisation. Such behaviour highlighted for me that true leadership was only attainable through taking people with you, respecting them and tapping into their excellent ideas and suggestions. What do you think are some of the essential characteristics of a successful CEO? Courage is essential. At times you need to make decisions that could either make or break you. You need to be prepared to do so. Actually liking people and recognising the contribution they can make. This ties to the next characteristic I think is essential and that is lack of personal ego. If you are successful as a CEO, it is because of the people who work in your organisation and it is essential that you acknowledge this. What do you think holds women back from becoming successful in the corporate environment? There is no doubt that success in the corporate environment, whether for women or men, still requires a level of commitment that usually leads to a work-life imbalance. This is usually harder for a woman than a man, particularly if they have family responsibilities. I know there has been a lot written about the way the world is changing in this area but I think it is true to say that where this occurs is the exception rather than the rule. When this is coupled with a relative dearth of role-models and the continuation of a somewhat ‘old boys’ culture in the corporate sector, it can be rather daunting to overcome. What’s the best thing about being a health sector leader? I think everybody who works in the health or allied sectors is to some extent driven by the desire to contribute to society. If you are able to achieve this it is immensely satisfying. How do you find the balance between your vision for our health services and having to be accountable in your corporate role? There is not necessarily a conflict between the two. It is rare to be in a situation that your personal high level vision is at odds with the organisation you are working for. If it is, you should leave the organisation. Where there can be a difference is in agreeing how that vision should be achieved and what can be done given any constraints. However, this can be worked through and I have never been uncomfortable with my corporate role. What are some of the core values you have brought to your many roles in the health sector? Have these changed over time? Are you often frustrated by any compromise to these values as you work to ensure you achieve your required outcomes? Respecting people, honesty, commitment to success and being proud of what I do are my key values. These haven’t really changed over time as they drive how I do things rather than being specific to a particular organisation. I do not compromise these values and, indeed, if I did have to, then I would move along from the organisation. You work in a very competitive field. What have you done to stand out from the crowd to gain positions of greater responsibility? I am very focused on ensuring that organisations I have responsibility for perform and produce outstanding outcomes, in line with what is expected by my board. Although health and insurance are competitive fields, they are also ones which often face difficulty in achieving their objectives. Over time, you develop a reputation for delivering and it is this that helps you to obtain positions of greater responsibility. Just what about your current role keeps you turned on and what have you done to ensure your team is continually motivated? It’s fantastic to work for an organisation that is a New Zealand icon and is viewed as such by everybody overseas. It really gives you a buzz and a desire to make sure that you continue to deliver to the community what they have come to expect. The staff who work at ACC are very special – highly committed and very skilled. Working with such people keeps me motivated every day. Involvement of staff in what we are doing and how we are doing it is essential as is clearly recognising great performance and initiative. What can businesses do to attract higher calibre employees? ACC uses a range of initiatives to engage staff. In essence, all of these initiatives can be grouped under the principles of ensuring participation of staff in decision making, committing to ensuring the environment recognises contributions and committing to ensuring that the business gives back to the employees through such initiatives as career and personal development. It should never be a one-way street of the employee being expected to contribute to the business only! Has being a woman in the corporate environment been an advantage or a disadvantage? Not sure it has been either. I prefer to think that I am judged on what I achieve and that doesn’t depend on gender. The latter, however, may influence how you go about getting the desired outcomes. How do you manage a work-life balance? I am not particularly good at this but over the years I have learnt to ‘shut-off’ when I leave work and to not constantly mull over issues or the events of the day when I leave work. I make sure I take advantage of all the cultural delights in Wellington, which transports me to a different place. In the past I have also been committed to ensuring that I take regular breaks from work and refresh my drive and motivation. I must admit that I haven’t done as well as I should have in this area over the last couple of years but have made a resolution to improve my performance. What are some of your current personal and business goals? To challenge myself and the staff to do better and improve every day. There is still a lot that can be done to make ACC an ever better organisation. Personally, I need to improve the work-life balance and to become a bit more focused on exercising, eating well and in general ‘trimming’ myself up! Do you have a motto or saying by which you live your life? You only have one life – make sure you live it to the fullest. |