Q&A with CIO Sheree Mcfarland, Part 2: “We’re Just Scratching the Surface.”

Don’t just sit back and complain; do something about it.

There’s no better way to capture the spirit of Sheree Mcfarland than the sentence above. Not only has she spoken those words; she has lived them throughout her career. Whether it was by seeking out an interim CIO role at Lenox Hill Hospital despite a lack of technology experience, or working tirelessly to promote diversity through various CHIME initiatives, Mcfarland has always been a doer.

Recently, healthsystemCIO caught up with HCA West Florida’s longtime CIO to talk about the organization’s Covid-19 response – including how technology is being innovated to improve tracking, and the keys to keeping teams motivated during a crisis. Mcfarland, a native of Belfast, also discussed the unique circumstances that brought her to the United States; why she is so passionate about inclusion and creating opportunities for others; what she believes are the most valuable skills in today’s leaders, regardless of gender; and why, despite the progress that’s already been made, she feels the Women of CHIME are “only scratching the surface.”

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Key Takeaways:



* The most important qualities in a successful CIO don’t involve technology. “You have to know how to hire the right people, motivate them, and take risks.”

* An event as simple as an afternoon tea or golf clinic can go a long way toward building strong professional relationships and building confidence in potential leaders.

* Being able to mentor and educate young professionals in areas like building a brand, negotiating a salary, or “holding your own” in a board meeting can make a huge impact.

* As leaders, taking the time to “build that expertise and that curriculum” and help “bring up the next layer and the next era of women leaders” isn’t just a responsibility; “it’s part of our legacy.”





Q&A with Sheree Mcfarland, Part 2 [To read Part 1, click here.]

Gamble:  It seems there really needs to be a willingness to take risks and to put your hand up, even if you don’t meet every qualification. And that hasn’t always been the case with women; we’re not necessarily brought up that way.

Mcfarland:  You’re right. If you’re looking for me to fix the server, I’m probably not your gal. I’m going to call the server administrator for that. But I know how to hire great people. I know how to hire the best developers. And so, while you may not know every little bit and byte, you know how the whole system works together — that’s what you can offer the business. You’re a business executive first and foremost, and a technologist second.

I’ve studied technology for many years. But what’s more important is not take yourself too seriously. Don’t pretend to know everything and don’t be afraid to say, ‘Let me get my SME for that.’ I’m going to focus on organization and development. You need to know how to hire the right people, motivate them, and not be afraid to take risks.

Back in 2005 at HCA, IT reported separately into the CFO of every single hospital. We had a vice president in Nashville who wanted to develop a regional model where we brought the IT staff into one organization under a CIO with a dotted line back to finance. I was the first division CIO in HCA to be made CIO as opposed to division director of IS. To be able to bring more than 200 people and build that team from scratch — that’s my bread and butter.