Sherie Hickman currently serves as an independent board director for ADEii Health, an organization committed to providing mental health care services before crisis. Before this board appointment, Ms. Hickman served as the CEO of Sutter Delta Medical Center, part of the Sutter Health system and located in Antioch, California. She started her career with Kaiser Permanente in Southern California where she served in a number of medical center leadership positions in inpatient acute care, ambulatory care, and post-acute care services and worked for Kaiser Permanente in North Carolina as the Area Administrator for the Kaiser Foundation Health Plan in Charlotte. 

How did you get started in healthcare?  Have you always been passionate about this area or did it happen by chance?

Believe it or not, I decided I wanted to be a hospital administrator when I was a junior in high school. I always felt a certain energy and excitement when in the hospital space as a child and my volunteer work as a candy striper while in high school and college just confirmed my admiration for healthcare professionals and the work they do.

I got my undergraduate degree in Business Administration with a focus on business economics and almost changed course to become an investment banker. I am so glad I followed my heart and went on to get my Master’s in Hospital Administration. As I look back on my career, I feel honored and very grateful to be a leader in a field where my number one priority was coming to work every day to drive better quality care and access to those we serve.

You served as the CEO of Sutter Delta Medical Center for five years before transitioning to board roles. After your time there, what’s the most valuable piece of advice you can share with aspiring CEOs?

I always heard that it can be “lonely at the top,” and I found this true as I ascended to the CEO role in the hospital. The buck stops with you and at the end of the day, you must make the tough calls and be the face of your organization to staff, providers, and the community. What I would share with aspiring CEO is to be very clear about and hold close your values; know your true north. The minute you do something that goes against what you feel is right or good for the organization, you begin to lose your effectiveness and your team will sense it. 

The other thing I would say is to know that your number one job is listening to all voices and communicating your strategy often and clearly. Giving context to people is so important. They may not agree, but I’ve found that if we give the team enough information about the whys of our decisions, and set context about our operating environment even in advance of communicating strategic decisions, you find more understanding and (hopefully) support along the journey.

You just attended the 2025 WBL Summit! Can you share one outstanding memory of your time in New Orleans?

First, let me say that this was my second WBL Summit since joining the organization and both were amazingly positive and energizing experiences for me. I found the camaraderie, the willingness to listen and help if needed, and WBL’s diverse group of amazingly accomplished women to be so very powerful.

In both years, the keynote speakers’ addresses were very impactful to me. There was one comment from Dr. Valerie Montgomery Rice that resonated with me: “Don’t let challenges define you, let them refine you.” I also found it very refreshing and encouraging to hear Karen Lynch emphasize that healthcare is a “human need,” not just a commodity. I only wish we as a nation believed this to be true.

Personally or professionally, what might the WBL network be surprised to know about you? 

Professionally, throughout my career, I wanted to understand and lead in all aspects of the delivery system continuum. So, while I spent most of my years leading acute care hospitals, I was very intentional in seeking roles where I led ambulatory care clinics and post-acute services as well as running a health plan. It was important to me to be well-rounded in my understanding of delivery systems operations.

Personally, my passion (second only to my husband) is alpine skiing. As a child I told my parents that I wanted to train and race in the Olympics. They listened and then simply said, “You are going to college. You can still ski but you first must have a profession to fall back on!” In retrospect, great advice. So now my goal is to spend as many days on the mountain as possible and continue skiing across the globe!