Healthcare Leadership Insights from Executive Interviews

It’s been 2 years since starting my role at Medtronic as the first global Chief Medical Officer of the Endoscopy business. 🤓 Here are 10 lessons I’ve learned: 1️⃣ People will mistake your humility for lack of confidence, your quietness for lack of opinion, and your willingness to be available for idleness. 2️⃣ Education is needed to help doctors learn how to safely use new tech and it’s not always provided by academic training programs. More resources must be put forth toward this effort. 3️⃣ Novel innovations might cost more and if there isn’t a financial benefit over the status quo or any better reimbursement, it’ll be hard to convince anyone to adopt it. 3️⃣ Geopolitics can totally disrupt our ability to get technology (or the parts to make it) to care for patients. 4️⃣ Academics like to judge “industry” but many of them have side gigs of their own. Also hardcore academics often aim for chief or chair roles, which are often less clinical and more administrative. 5️⃣ With the resurgence of in-person activities, there are way too many conferences and courses every weekend. Funding isn’t unlimited. Nor is attendance. 6️⃣ Being the first device of its kind to go thru the FDA takes lots of time, effort, money. Followers have an easier pathway when there’s a predicate device. 7️⃣ You shouldn’t assume all device companies are the same. They move at different paces, they have different philosophies, different portfolios, etc. 8️⃣ Managing people is hard. Feeling responsible for someone else’s career and success is something I didn’t know previously. 9️⃣ Being a Chief Medical Officer is more than just understanding medicine. Some of it is thinking about the future of medicine before it exists. Some of it is communication, some of it is people management. But either way, no 2 CMOs have the same job description, even within the same company. 🔟 There’s still a long way to go with informing doctors on the innovation process and the role of industry in the healthcare ecosystem. Only with this experience have I had a broader perspective outside of academia, and the barriers to bringing cool ideas to fruition. Thank you Medtronic and Medtronic Gastrointestinal colleagues, our CMO team, and Giovanni Di Napoli for your leadership. #medtronic #medtechinnovation #medicaldevices #chiefmedicalofficer #physicians #medicine #innovationinhealthcare cc Sabrina Zimring

So much of what we need to accelerate change in US healthcare is a new management culture. The starting point for building a new management culture is acknowledging limitations with our current culture—regardless of the sector. Having worked across all sectors of healthcare, I reflect on some cultural impediments holding us back: 1) Slow pace of execution: we have convinced ourselves that change needs to be slow, deliberate, and measured. We let the perfect be the enemy of the good. While the nature of operations that influence life and death require measured action—we sometimes forget that inaction can sometimes be just as damaging to the lives of the people we serve. 2) Avoiding hard decisions: so many leaders and leadership teams know the right thing to do—but fail to do so for fear of disruption of some kind. So dysfunction perpetuates ad infinatum. As hard as making the hard decision sometimes is—living with the consequences of not making these hard decisions often creates more pain in the long-term. 3) Passive Aggression: so many cultures perpetuate silence in decision-making meetings. Leaders engage in meetings after the meeting to have further discussion and decisions that are made are relitigated opaquely in a private setting. When there is an implicit belief that anyone can change or reverse a decision once it has been made, people don’t respect decisions when they have been made and inaction becomes the norm. 4) Committee-led Disempowerment: so many cultures disempower leaders by requiring decisions be made by committees instead of individuals. Great cultures instinctively understand that the quality of some decisions is improved by committee work, while the quality of other kinds of decisions is significantly degraded. 5) Leadership: the days of the player-coach in healthcare have given way to excessive hierarchy where many leaders are unwilling to roll up the sleeves and see what the real work of their teams is like. They are more content to “direct” it from afar. As a result we have lots of people overseeing work they know little instinctively about—and they don’t know basic details that they should. What are other cultural attributes of the healthcare industry that need reform? What do you think about this list?

🏥👨⚕️ Leadership Advice for Healthcare Leaders - Insights from a Former Hospital CEO and Director General and a current nonprofit Director 👩⚕️🏥 Having had the incredible opportunity to serve as a hospital CEO and Director General at the Ministry of Health, and now as a country director for nonprofits, I am thrilled to share some of the most valuable leadership lessons I've learned throughout my journey in the healthcare industry. Sometimes we learn from #trial and #error 🌟 Put #Patients_First: As leaders in healthcare, our foremost responsibility is to put patients at the heart of everything we do. 🌟 Empower #Your_Team: The backbone of any successful healthcare organization is its team. Empower your frontline staff and value their expertise and involve them in decision-making processes 🌟 Lead with #Integrity: Honesty and ethical behavior are non-negotiable in healthcare leadership. Demonstrating transparency and integrity builds trust with your team, patients, and stakeholders alike. 🌟 #Quality & #Safety: Delivering exceptional healthcare requires a relentless focus on quality improvement and patient safety. Strive for excellence and continually challenge the status quo 🌟 #Nurture_Compassion: Our industry is driven by the human element. Cultivate a culture of compassion, empathy, and patient-centered care among your team. 🌟 #Build_Relationships: Collaboration is essential in healthcare. Build strong relationships with stakeholders, communities, healthcare providers, and government agencies. 🌟 #Be_Resilient: Healthcare leadership presents unique challenges, and resilience is crucial. Be prepared to navigate through tough times, support your team, and emerge stronger from adversity. 🌟 Advocate for #Your_Staff: Your team's success is your success. Be a tireless advocate for their well-being, professional growth, financial security, and accomplishments. A motivated and engaged team is the foundation of excellence. 🌟 #Continuously_Learn: Never stop learning. The healthcare landscape is ever-changing, and staying informed is key to making informed decisions and driving innovation. I am grateful for the opportunities and experiences that have shaped me into the person I am today. I hope these insights will inspire and guide current and future healthcare leaders #Sharing_costs_nothing Training 

A few years ago, I worked with a hospital that was struggling with high turnover rates and low morale. People simply didn't feel valued or heard. Our strategy was aimed at reshaping organizational culture, and we believed the key to this transformation was leadership development. We coached leaders on conducting regular one-on-one check-ins with team members, which provide opportunities to discuss progress, address concerns, and invite feedback. We stressed the need for leaders to recognize people for their efforts and the pivotal role they play in the organization. We guided leaders on fostering psychological safety, ensuring an inclusive environment where everyone feels comfortable sharing ideas and asking questions. Over time, things started to change. People not only felt recognized, but they also began to communicate more openly, bring forward ideas, express concerns, and collaborate. Morale rose, turnover decreased, and quality improved. This transformation aligns with what neuroscience teaches us. Our brains naturally thrive in environments that foster trust, respect, and positivity. Leaders who tap into this understanding not only create better work environments but also elevate overall team performance. I encourage healthcare leaders to focus on the culture they are building. See the difference it makes in your teams and the care your patients receive. Strong teams and strong cultures lead to outstanding results, which means a healthier healthcare system for all. Have you experienced a similar transformation in your organization? What have you found effective in boosting culture? Share below! #Healthcare #Leadership #teamwork #Leadershipdevelopment

From the largest #healthcare provider in #HongKong, the Hong Kong Hospital Authority, we meet Ngai Tseung Cheung, its Head of #InformationTechnology & #HealthInformatics, who leads #healthtech strategy and implementation across the system’s 43 #hospitals and 160+ #clinics. Even more impressive? “I’ve been doing this for 30 years,” says NT, “so it’s not a project …it’s a life, it’s a passion.” What can we learn about the #digitaltransformation of #healthcare from someone who’s grown alongside the industry, helping it change from technology “green field” to this new era of “health data gold mine”? What questions is he asking about new #technology and how it layers onto infrastructure that’s already been built? How is he handling issues of tech infrastructure #governance within his organization, when internal ownership of technology and tech workflow processes are starting to fall under the purview of #CustomerExperience, #Innovation, or #ClinicalOperations? What has changed most when it comes to the conversation about technology and healthcare? Watch now for sage advice on all things #healthIT leadership, including NT’s latest focus: transforming the whole delivery of healthcare with new service models and new ways of working that are truly empowered by #digitaltechnology. This isn’t about just digitizing the office experience; this is about re-thinking it completely and designing new service models that are centered on improving the #clinician and #patient experiences. “You know, the beauty about health is that ultimately health is a very integrated thing,” NT explains. “A #patient – he’s seeing all these different people – but he’s still one person. So, you make sure that whatever you deliver manages to integrate at the patient. And, then it rolls up to the service level.” *** #GenerativeAI policy, #ChangeManagement, #OpenNotes, new #primarycare models, and MORE fun topics await on the full playlist of interviews with from #MedInfo23 in #Sydney, #Australia! Follow your curiosity into the interview below, then check out the rest in the PLAYLIST here: https://lnkd.in/gFYh_aWa Special thanks to Australasian Institute of Digital Health (AIDH). https://lnkd.in/gtTXuGGR

📣 I spoke with dozens of Directors of Surgical Services about issues relating to their work. One that rises to the top is mental health. Physicians, staff, & Perioperative leaders are experiencing unprecedented levels of burnout. Here are what 8 surgical leaders have to say about what their CEO does to improve their mental health. 1. “When my CEO rounds in scrubs in my departments.” – Dillon Hofeling, Vice President of Surgical Services at St. Mark’s Hospital   2. “When my CEO announced a flexible schedule allowing for more work life balance.” – MONIQUE HOLZER, MBA, MSN-LM, BSN, RN, Director of Operations, Wellspan Health   3. “When he came to central sterile. That level of visibility for the crew that is often unsung, went a long way to filling their bucket.” – Bevan Burnell BSN, MBA, RN, Director of Surgical Services at Ogden Regional Medical Center   4. “Because I’m a travelling leader, I don’t have one particular CEO to give accolades to, however, I will say it’s the CEOs that allow for professional growth through incentivizing higher education, certification, leadership training and conferences.” – Jennifer Kuhar BSN CSSM CNOR, Interim Director of Surgical Services   5. “My CEO is a fierce advocate for female leaders in healthcare and she is a role model for women.” – Leiran Cornish MBA-HM, BSN, RN, Nurse Manager, Dartmouth Hitchcock Medical Center and Clinics   6. “She comes up to speed quickly on every conversation. I love not having to give her the backstory.” – M. Trevor Bennett, MBA, MSN, RN, CNOR, Associate Vice President, Operations, Swedish 7. “When my CEO demonstrates support for what we’re trying to accomplish in the O.R.” – Alfonzo Daniels, MSN, RN, University of Maryland Medical Center   8. “I appreciate that my CEO participates in facility rounds to answer questions of my staff.” – Trudy (Mullins) Grieff MHA,BSN,BSHM,RN, Director of Surgical Services, San Leandro Hospital #healthcare #mentalhealth #mentalhealthmatters #support #surgicalservices #perioperative #whitmanpartners Whitman Partners

Health Equity is a top 10 goal for 80% of healthcare executives in 2024. Health equity is not just a moral imperative, it’s an economic imperative. The Deloitte Center for Health Solutions interviewed healthcare leaders about their 2024 plans. More than half of surveyed health equity leaders expect regulatory pressure to be a driving force in their strategy next year. There are numerous White House initiatives from the Biden administration focused on equity, and the Joint Commission has a new leadership standard on collecting race and ethnicity data, per the report. At the same time, more than 40 states have introduced initiatives to address disparities. Leaders in health equity have many priorities, including artificial intelligence without bias, community engagement and clinical trials, workforce, ecosystem collaboration and research capabilities. Balancing competing priorities and limited resources can create meaningful and measurable goals and outcomes. Thank you to Anastassia Gliadkovskaya and Fierce Healthcare for this coverage. #Deloitte #HealthLeadership #HealthEquity Read more here: https://lnkd.in/g_nGBfiy

Wonderful session with Dr. Eve Cunningham MD MBA, Providence, Chief of Virtual Care and Digital Health. Eve says: the maturation curve for virtual care is messy and takes time; we’re re-piping the way we deliver care with digital infrastructure. Key highlights: - Providence is one of the top 10 health systems in the US with $28+ bn in revenue, operating in 7 states with 50+ hospitals and 1000 clinics - It has 3 strategic priorities: workforce shortage and burnout, hospital throughput and capacity, care fragmentation - In virtual care and digital health, Providence has digital asynchronous care delivery using MedPearl; remote patient monitoring; remote physical therapy - Providence conducts 1+ mn virtual visits a year for ambulatory care - It has a large in-patient telemedicine program at scale across 7 states, meeting patients where they are in 90+ hospitals - Created clinical intelligence engine called MedPearl which provides actionable intelligence to clinicians at point of care. It’s a combination of digital assistant and content library to help the doctor address the cognitive, data and knowledge overload they experience. - Barriers to omnichannel healthcare are doctors being creatures of habit. As well, innovation that doesn’t work from the past decade of investment in innovation lacking necessary clinician input. - There’s a lot of regulatory uncertainty around virtual care; need permanency in reimbursement and insurance Link to full episode https://lnkd.in/e3V3AW3R. Thank you for tuning into The Beat! #health #healthcare #wellness #ceo #leadership #innovation #technology #digital #business #data #ai #artificialintelligence #generativeai #venturecapital #privateequity #investment #entrepreneurship #founders #startups #grateful #media #podcast #codebreakermindset #hlth HLTH

Fascinating discussion between Brian Marcotte and 🎙Spencer Smith, CSFS® this week @ ParetoHealth’s member meeting. Brian is the former CEO of Business Group on Health and famously kept Honeywell’s 500M healthcare & benefits budget flat for 5 years. How did he do it and what can other HR leaders at any company learn from his success? - Focus on the overall number (annual budget) when planning for the year and getting buy in from the executive team. Learn to speak the same language as the finance team. - Start with the data. For example, if cancer is your top driver of high cost claims, build a program that promotes advanced screenings, earlier detection, and active cancer management - Explore surgery decision support programs that are bolstered by an HRA incentive. This has a positive impact on MSK spend and reducing unnecessary surgeries - Set your out of network deductible as a % of the employee’s salary - Advanced primary care for members. Providers in this model are incentivized to reduce the total cost of care, they are multi disciplinary, and provide effective care navigation. Make this no cost or low cost for members to utilize. #benefits #hr #healthcare #strategy #employers

🎙 New Podcast Episode Alert! 🌟 In our latest episode of 𝑪𝒐𝒇𝒇𝒆𝒆 𝑩𝒓𝒆𝒂𝒌, I have the pleasure of discussing "The Power of Authentic Leadership in Healthcare Culture" with Barry A. M., VP of Nursing Perioperative Services at Inova Fairfax Hospital. Creating a positive healthcare culture starts with addressing disruptions, and in this episode, Barry shares invaluable insights on this topic. 🏥 His journey from experiencing and perpetrating workplace bullying to advocating for anti-bullying efforts is truly inspiring. He sheds light on why it's so important to hold individuals accountable for their behavior, and how this can transform culture. Throughout our conversation, Barry offers practical strategies for addressing disruptive behaviors, including: 🔹 Leaning into discomfort 🔹 Being genuine and vulnerable 🔹 Scripting and practicing feedback 🔹 Giving people time to reflect 🔹 Showing genuine care These insights are essential for anyone in the healthcare field, from administrators to clinicians, and they can be applied to foster a culture of respect and professionalism in your workplace. 🤝 We're so grateful to Barry for sharing his expertise and experiences with us. Thank you, Barry! 🙏 Don't miss out on this enlightening conversation that's bound to leave you inspired and motivated to create positive change in your healthcare setting. 🌍✨ 🌟 Tune in now on Apple Podcasts or your favorite streaming platform. 🎧 You can also check it out on our website here: https://lnkd.in/eUdNmTYn Or, watch it on YouTube here: https://lnkd.in/em4B-ftg #HealthcareLeadership #CultureTransformation #PodcastEpisode #Empathy #Accountability #PositiveChange