A bit greater than two-and-a-half years in the past, Chris Lumsden walked out of his workplace in South Boston, Virginia, for the ultimate time, after having served 33 years at Sentara Halifax Regional Hospital — often known as Halifax-South Boston Neighborhood Hospital when he joined the workers as chief operation officer in 1985.
The majority of his time there was because the hospital’s CEO, a publish he assumed in 1988, earlier than he had turned 30. And by the tip of March 2018, his run there had reached its conclusion.
Six months earlier he’d introduced he could be stepping down, and when he lastly made that final exit from his workplace, Lumsden was wanting ahead to a wholesome, rewarding retirement. Journey was close to the highest of his listing, possibly extra time along with his household, extra concentrate on his curiosity in actual property and fishing.
Seems, others had a special thought for Lumsden.
After leaving his job, he rapidly jumped into a few of his different pursuits, however weeks later he obtained a name from a recruiter engaged on behalf of what was then recognized regionally as Northern Hospital of Surry County.
“I informed them I had simply retired two months in the past.”
“We have now talked to various your colleagues, they usually stated that you just’re not able to retire.”
Lumsden paused for a second, then added, with a smile, “Appears like they talked to my spouse.”
Regardless of some makes an attempt at pushing aside the recruiter, Lumsden stated he determined to make his first-ever go to to Mount Ethereal to fulfill with a few of the hospital’s board members and Robin Hodgin, who was serving as interim CEO.
After two hours, hospital officers had a succinct assertion for what they wished subsequent: “We’d such as you to come back again and produce your spouse.”
Lumsden and his spouse, Linda, each fell in love with the neighborhood, and Lumsden stated an opportunity to step in and work with the workers and board at Northern was too inviting to withstand.
Lumsden has labored practically his complete grownup life within the discipline, with three a long time as a CEO after having been kind of shoved into the quick lane towards that publish, advancing rapidly up the ladder early in his profession.
The trek towards being a hospital CEO started when the Roanoke, Virginia-native was serving in a one-year administrative residency program at Neighborhood Hospital of Roanoke Valley, after his commencement from Bridgewater School. Six months into that residency, the hospital CEO at Neighborhood informed Lumsden there was a gap at a small regional facility not too far down the highway.
Effectively, he informed him slightly greater than that.
“Chris, I acquired you an interview with Danville Neighborhood Hospital.”
When Lumsden reminded his boss he was solely midway by his one-year residency, his boss’s reply was a easy “Don’t fear about that, Chris.”
This was in December 1982. Upon coming back from the interview, Chris discovered his boss ready for him.
“How did the interview go?” he requested.
“I informed him I assumed it went okay, and he stated, ‘You begin Jan. 21.’” Lumsden laughs on the reminiscence whereas recounting the story. “I hadn’t even talked to my spouse but. You’ll be able to’t make stuff like this up. That’s how issues had been achieved then.”
His time at Danville wasn’t his favourite interval — Lumsden stated he wasn’t keen on the tradition throughout the hospital there — and he strongly thought of a profession change after a few years at Danville, even gaining acceptance to the T.C. Williams Faculty of Legislation on the College of Richmond.
However he ended up interviewing for the chief working officer publish at close by Halifax South Boston Neighborhood Hospital, a place he took in 1985 on the age of 27. Lower than three years later he was CEO.
Throughout his 30 years as the highest government, Lumsden helped oversee the transition from a small neighborhood hospital to a regional medical heart overseeing a hospital, two nursing properties, a hospice company, and different organizations whereas rising from 500 staff to 1,250.
“It actually grew to become a giant well being enterprise in Southside Virginia,” he stated.
For Lumsden, a hospital shouldn’t be solely a spot to offer wellness and healthcare choices, it’s a significant financial driver in most communities, thus he believes in getting concerned with native training and financial growth businesses. He additionally believes deeply in offering academic alternatives for many who work for him, and for the better neighborhood.
Whereas in South Boston, he served on the Virginia Financial Improvement Partnership, Virginia Neighborhood School System and Virginia Hospital and Healthcare Affiliation — together with a stint as chairman of every group. He additionally helped discovered the Southern Virginia Increased Training Middle, which was initially financed by non-public cash however is now a part of the state’s public school system.
He didn’t change these philosophies throughout his temporary retirement. Since assuming the highest publish at Northern, he has turn into concerned with the North Carolina Hospital Affiliation and the Higher Mount Ethereal Chamber of Commerce, the place he serves as vice chair.
He’s additionally overseen some important adjustments already at Northern, not the least of which was altering the hospital’s identify, and focus, from Northern Hospital of Surry County to Northern Regional Hospital.
Lumsden doesn’t speak simply about himself, as an alternative eager to concentrate on what those that work with him are doing, and the accomplishments he and his group have achieved. In his temporary time at Northern, he says the group there has:
• Enhanced the worker academic help program to financially help workers that need to return to high school for a course, certificates or diploma;
• Raised $250,000 to ascertain the “Robin Hardy Hodgin Nursing Scholarship,” in honor of Hodgin’s practically 4 a long time of labor within the nursing discipline there. Along with having served as interim CEO, Hodgin is the hospital’s vp for affected person service and chief nursing officer. The scholarship is to assist space residents pursue a profession in nursing;
• Established the Northern Management Academy with the inaugural 2020 class graduating from this six-month management growth in the summertime;
• Recruited 17 new docs and suppliers to the hospital’s medical workers and neighborhood in 2019-20;
• Changed the hospital’s older MRI with a state-of-the-art $2 million MRI unit with extra diagnostic options to higher serve radiology and hospital sufferers;
• Acquired board approval to switch the hospital’s digital medical file for the hospital’s doctor practices. “This $7 million mission will enhance affected person security much more so, create one single medical file for all NRH sufferers, and go reside Oct. 1, 2021,” he stated;
• Opened the hospital’s first pressing care heart — Northern Pressing Care — on Nov. 1;
• Developed and carried out a 30-step motion plan in March “to guard our sufferers and staff from COVID-19, with out shedding or furloughing any NRH staff;”
• Was chosen as a “High 100” Neighborhood Hospital within the US and a CMS “5-Star” hospital.
Alongside the best way, Lumsden’s friends within the enterprise neighborhood have taken discover. Earlier this yr he was named a C-Suite Award winner by the Triad Enterprise Journal. That publication stated the awards go to the “most admired” CEOs and different executives within the better Triad area. He was additionally just lately named as one of many High 20 CEOs within the Triad area by that very same publication — the one hospital CEO to be on the listing.
In a profile by that publication, Lumsden stated if he might go by one other title, it could be “chief individuals particular person.”
That might be evident in watching Lumsden work together simply and brazenly with staffers, with company, with sufferers, and with others within the training and enterprise neighborhood. Not like some CEOs who keep a distance from these round her or him, Lumsden embraces constructing relationships and attending to know these round him.
And he enjoys simply having some enjoyable with them, too. He sponsors an annual Horse event — a basketball capturing sport during which people take turns capturing the ball. If the primary particular person makes a shot, everybody after him should make the equivalent shot, or they get hit with a letter — H, then O, R, S, E. As soon as a competitor has spelled out the total phrase “horse” she or he is eradicated.
Throughout the event, the hospital staffer who emerges as champion earns 12 hours additional trip, and the fitting to tackle Lumsden in a sport of Horse. For the earlier two years, he stated the identical particular person has emerged victorious among the many hospital workers, solely to have Lumsden — who performed guard on Bridgewater School’s basketball group — simply defeat him.
That led to a ping pong problem from the worker, who preceded to trounce Lumsden Eight-Zero after they performed — generally often known as getting “skunked” within the sport.
His prize? A ceramic skunk that Lumsden proudly shows in his workplace, and exhibits off with fun as he relates the story of being humbled at table tennis.
Lately, he defined why he places such an emphasis on individuals.
“There’s an outdated saying, ‘No margin, no mission,’” he stated. “Should you don’t earn cash, you actually can’t embrace the mission of the group.
“However I consider no individuals, no margin, no mission. Should you don’t have the individuals, should you don’t spend money on individuals, there is no such thing as a margin, after which there is no such thing as a mission.”
Then he goes deeper, explaining that it’s actually about greater than merely growing individuals to perform the hospital’s mission.
“I had good mentors, good coaches, good individuals early in my profession. There’s one thing satisfying in serving to individuals who might not have had the identical benefits I had rising up … past the great feeling, I consider we’re right here to assist individuals. … Individuals in ivory towers typically do not know the struggles individuals, good individuals, all undergo.”
Serving to individuals — by scholarships, by management coaching, by private mentoring — not solely helps them advance in life, however units them as much as do the identical for others, in the long run constructing a stronger neighborhood.
And that — serving to individuals, constructing neighborhood — appears to in the end be what Lumsden is all about.