Ceremony and tradition may not seem central to the operation of a high-performing health system. Yet, in practice, the way we recognize advancement within our organizations is fundamental to sustaining culture, strengthening engagement and demonstrating what is possible for our people.
One of the most effective mechanisms we have found is also among the simplest: our internal promotion badging ceremony. Whenever a colleague steps into a new leadership role, we deliberately pause. In a brief but purposeful moment, their supervisor presents them with a new identification badge reflecting their updated title, in the presence of peers and leaders who have supported their progression.
The ceremony is intentionally modest. Its impact, however, is significant.
This practice makes visible what might otherwise seem abstract. We are changing lives and creating opportunity for further growth. In addition to marking a rite of passage for leaders, it reinforces for others that advancement is not episodic or reserved for a select few. It is happening continuously at every level of our system. Each badge change is a tangible marker that professional development is possible, supported, pursued and realized. Our badging ceremony translates strategy into signal.
This kind of visibility is critical for healthcare leaders. Workforce stability and engagement depend both on formal development programs and on helping individuals clearly see a future for themselves within the organization. We take this promise to our people so seriously that we regularly measure the rate of internal promotions to track our investment in our colleagues’ professional growth.
These moments celebrate the individual being promoted while inspiring others. Each ceremony becomes a shared experience that reinforces possibility — colleagues see someone they know take the next step, and in doing so, can more readily envision their own progression.
Over time, this creates a reinforcing cycle. Individual accomplishment becomes collective motivation. Recognition becomes aspiration. The culture shifts from one where leadership advancement is observed at a distance (“This happens to others”) to one where it feels attainable and expected (“This could be me”).
For health systems navigating today’s highly competitive labor environment, where retention and professional fulfillment are as important as recruitment, intentional practices such as these matter — and produce results. Last year, more than 80% of promotions across our health system were filled by internal candidates. As healthcare author and commentator Quint Studer has noted, tenure builds excellence and inspires trust — providing a sense of stability in an industry that faces constant change.
Building a resilient organization is not only about large-scale transformation. It is also about consistently spotlighting the progress happening within, one colleague at a time.
Mr. Flaks is president and CEO of Hartford (Conn.) HealthCare.
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