The Walsh file Featured

8:00pm EDT May 26, 2008

Born: Wethersfield, Conn. Raised in Norwood, Mass.

Education: B.S. in health care administration, University of Massachusetts; graduate degree in human resources and business, University of Houston

First job: Baby-sitting as a teenager

What is the best business lesson you’ve learned?

Putting the most talented individuals together in key positions is essential for success.

What are some universal truths you’ve learned about leadership?

Someone told me years ago that the lessons that are well-learned are the ones that teach you to be fair and honest, consistent, and known for doing the right thing.

What is your definition of success?

Doing what you love to do every day

Walsh on material compensation versus recognition: That’s specific to the individual. Appropriate recognition from a financial point of view is important. Employees should be well-compensated for what they do. But I also think the role of one-on-one personal recognition plays an important part, and it varies from one person to the next, based on the amount of importance they place on each.

Walsh on properly leveraging talent: The advantage of an organization like ours is that you get the opportunity to know executive teams throughout the organization. So as opportunities come up within the hospitals, you work with folks and you know the talent pool that is there already. When I look to make hiring decisions, I’m looking at our own talent pool. Since we have facilities across the U.S., we have a much broader talent pool that we can draw from. We communicate effectively with our other counterparts across the country and move talent within our organization.