Network Leadership

Those core partners make three key commitments, the least of which is a financial commitment.First, and most important, partners lend a senior leader to the Hold.Health Advisory Council (SHAC). This group shapes the direction and priorities. It meets virtually on an as-needed basis. We are building a movement, not a monument, but the SHAC helps give the movement direction.

Second, we are sensitive to placing any regular time demands on the CEOs but do need confirmation of their personal creative involvement. We hold CEO-only conference calls on specific subjects, such as how the CEOs are managing the increasing demands on their role as anchor leaders in their communities far outside the traditional walls of healthcare.

Third, the financial commitment is the key to giving Hold.Health Health freedom to move under our own power, avoiding the temptations of large structure or grant dependency. This is what makes it possible for us to be brave and not just clever.

While the learning table is open to all, Hold.Health leaders do frequently meet on-site with the core health system leaders teams for one-two-day visits. This itself is often highly valued by the core leaders. We also tend to schedule the cycle of learning events in the communities of our core partners.

Hold.Health is not an advocacy group, but we do tend to have a common perspective that sees the current policy environment as an opportunity to live into our founders’ mission for advancing health and wholeness at community scale. Many Hold.Health Investing Partners are explicitly faith-based and, we might say, faith-furtured. All of us see faith networks as key community assets that help us to be brave as well as smart.