1 00:00:00,235 --> 00:00:02,205 - Prepare to dive into the forefront 2 00:00:02,225 --> 00:00:05,525 of healthcare innovation at our 14th annual meeting coming 3 00:00:05,545 --> 00:00:06,645 up on April 8th 4 00:00:06,645 --> 00:00:10,765 through 11th at the Hyatt Regency in Chicago, with thousands 5 00:00:10,765 --> 00:00:13,965 of industry leaders converging over four dynamic days 6 00:00:13,985 --> 00:00:16,805 of discussions on crucial topics from health IT 7 00:00:17,185 --> 00:00:18,685 to executive leadership. 8 00:00:18,995 --> 00:00:21,325 It's where the future of healthcare takes shape. 9 00:00:21,865 --> 00:00:24,085 We can't wait to connect with you in person 10 00:00:24,305 --> 00:00:26,725 and engage in these important conversations. 11 00:00:27,385 --> 00:00:29,515 - Welcome to the Becker's Healthcare Podcast, made 12 00:00:29,515 --> 00:00:31,075 for the people who power US healthcare. 13 00:00:31,295 --> 00:00:32,595 I'm Molly Gamble with Becker's, 14 00:00:32,595 --> 00:00:35,275 and today I am sitting down with Reid Stefan, vice President 15 00:00:35,275 --> 00:00:37,235 and Chief Information Officer with St. 16 00:00:37,255 --> 00:00:39,835 Luke's Health System to learn more about his role 17 00:00:39,895 --> 00:00:41,355 and his top priorities as of late. 18 00:00:41,995 --> 00:00:43,315 Reid, welcome to the podcast. Thanks 19 00:00:43,315 --> 00:00:44,435 so much for being my guest. 20 00:00:44,615 --> 00:00:47,195 How are you today? And where does the podcast find you? 21 00:00:48,035 --> 00:00:50,125 - Yeah, hi, Molly. Uh, well, it's, 22 00:00:50,125 --> 00:00:52,045 it's a Friday afternoon, so I'm doing great. 23 00:00:52,765 --> 00:00:54,925 I typically work from home on Fridays, 24 00:00:54,925 --> 00:00:58,445 which I'm doing today, so I find myself in the comfort 25 00:00:58,745 --> 00:01:00,125 of my own home office. 26 00:01:00,665 --> 00:01:03,325 - That's terrific. Well, Reid, for for listeners 27 00:01:03,345 --> 00:01:04,965 who might be a little less familiar with St. 28 00:01:04,965 --> 00:01:08,045 Luke's Health System, can you share a few key facts about 29 00:01:08,045 --> 00:01:09,645 the organization just 30 00:01:09,645 --> 00:01:11,485 to help us better reacquaint ourselves? 31 00:01:13,615 --> 00:01:14,705 - Sure. Uh, St. 32 00:01:14,705 --> 00:01:17,105 Luke's Health System, we're based in Boise, Idaho. 33 00:01:17,725 --> 00:01:19,745 Uh, we were founded in 1902. 34 00:01:20,165 --> 00:01:23,305 We serve as Idaho's only, not-for-profit health System. 35 00:01:24,135 --> 00:01:25,785 What that means is we're comprised 36 00:01:25,805 --> 00:01:28,945 of eight medical centers, a children's hospital. 37 00:01:29,365 --> 00:01:33,385 We have over 200 clinics staffed by about 14,000 employees 38 00:01:34,365 --> 00:01:35,425 as part of our system. 39 00:01:35,485 --> 00:01:36,905 We also have a financially 40 00:01:36,905 --> 00:01:39,265 and clinical integrated network that we call St. 41 00:01:39,265 --> 00:01:41,025 Luke's Health Partners. Uh, 42 00:01:41,045 --> 00:01:43,305 we have a health insurance arm that we call St. 43 00:01:43,305 --> 00:01:45,785 Luke's Health Plan. And as a system, 44 00:01:46,005 --> 00:01:48,145 our focus is not just healthcare, 45 00:01:48,245 --> 00:01:51,385 but also the overall wellbeing of, of our patients 46 00:01:51,845 --> 00:01:54,425 and the broader population in the communities that we serve. 47 00:01:54,965 --> 00:01:55,965 Mm-Hmm. , 48 00:01:56,765 --> 00:01:57,765 - Thanks. 49 00:01:57,765 --> 00:02:00,065 Re and the only nonprofit health system in the state. 50 00:02:00,265 --> 00:02:03,305 I mean, that's, that's a, a distinction to point out. 51 00:02:03,685 --> 00:02:06,225 Um, you know, I, I remember at the start of 2020, 52 00:02:06,485 --> 00:02:09,385 an interesting year, we at Becker has reported 53 00:02:09,385 --> 00:02:12,425 that you were beginning to lead the centralization 54 00:02:12,765 --> 00:02:14,265 of the IT team at St. 55 00:02:14,265 --> 00:02:17,705 Luke's. You, you all were moving into one physical location 56 00:02:17,835 --> 00:02:21,025 after your members had been spread across seven different 57 00:02:21,185 --> 00:02:22,585 buildings for a number of years. 58 00:02:23,305 --> 00:02:25,785 I wanted to check in, you know, about four years later 59 00:02:26,055 --> 00:02:27,745 through the woods of the pandemic. 60 00:02:28,395 --> 00:02:30,465 How's your team today? How many members are part 61 00:02:30,465 --> 00:02:31,585 of the IT team today? 62 00:02:32,205 --> 00:02:33,705 How are you working together today? 63 00:02:34,205 --> 00:02:35,205 Can you share the latest? 64 00:02:36,505 --> 00:02:37,995 - Yeah, you, you have a good memory. 65 00:02:38,175 --> 00:02:39,795 Uh, four years, it's, 66 00:02:39,795 --> 00:02:41,995 and it's been a while, four years, so you're right. 67 00:02:42,535 --> 00:02:44,915 At the start of 2020, we were about ready 68 00:02:44,915 --> 00:02:49,795 to move into a centralized corporate location for IT staff 69 00:02:50,335 --> 00:02:53,115 who were spread across multiple, uh, 70 00:02:53,265 --> 00:02:55,275 various locations across the valley 71 00:02:55,295 --> 00:02:58,555 and the areas where we serve, and then the pandemic hit. 72 00:02:58,655 --> 00:03:01,325 And so that really caused some disruption 73 00:03:01,705 --> 00:03:04,525 and a reassessment of what the approach is going to be. 74 00:03:05,405 --> 00:03:07,885 I would say, you know, as we look back through kind 75 00:03:07,885 --> 00:03:09,365 of the forest as you described, 76 00:03:09,815 --> 00:03:11,645 we've learned a lot on our journey. 77 00:03:12,305 --> 00:03:16,405 Uh, I think early on we intentionally really, uh, 78 00:03:16,715 --> 00:03:18,365 avoided extreme positions. 79 00:03:18,865 --> 00:03:21,965 Uh, we would hear some extreme position of, Hey, 80 00:03:21,965 --> 00:03:23,365 remote work is fake work. 81 00:03:23,765 --> 00:03:26,965 Everyone needs to be in the office. The other extreme would 82 00:03:26,965 --> 00:03:30,405 be, Hey, let's cancel all of our leases, sell our buildings. 83 00:03:30,805 --> 00:03:33,565 Everyone can work remotely. Uh, we just felt both 84 00:03:33,565 --> 00:03:37,645 of those were, were problematic, kind of too wild of a, 85 00:03:37,645 --> 00:03:39,045 of a swing either direction. 86 00:03:39,585 --> 00:03:42,565 And so we were, we were patient, we listened, 87 00:03:42,905 --> 00:03:45,125 we tried small tests of change. 88 00:03:45,805 --> 00:03:49,205 I think where we've landed, we have about 550 89 00:03:49,215 --> 00:03:50,485 folks across our department. 90 00:03:51,145 --> 00:03:53,925 10% of those are dedicated remote. 91 00:03:54,355 --> 00:03:57,245 That means that their primary work location is their home. 92 00:03:57,755 --> 00:03:58,925 They can still come in the office, 93 00:03:59,025 --> 00:04:01,165 but if they do, they sit in a hoteling spot. 94 00:04:01,305 --> 00:04:04,125 And they're predominantly, these folks, uh, 95 00:04:04,125 --> 00:04:05,445 work from home and stay at home. 96 00:04:06,225 --> 00:04:07,925 We have about 10% of our staff 97 00:04:08,065 --> 00:04:09,565 who are required to be on site. 98 00:04:10,235 --> 00:04:11,645 It's just the nature of their work. 99 00:04:11,955 --> 00:04:13,445 They, they can't do remotely. 100 00:04:13,595 --> 00:04:14,685 They have equipment 101 00:04:14,905 --> 00:04:17,845 or services they provide that require them 102 00:04:17,865 --> 00:04:19,365 to be there, uh, present. 103 00:04:19,905 --> 00:04:22,085 And then about 80% of our department are hybrid. 104 00:04:22,585 --> 00:04:25,725 And so as a guide, we ask our leaders of people 105 00:04:25,825 --> 00:04:27,285 to be in the office three days a week, 106 00:04:27,945 --> 00:04:29,605 and then we ask all other staff 107 00:04:29,625 --> 00:04:31,645 to be in the office at least one day a week. 108 00:04:32,225 --> 00:04:34,125 And outside of that, we don't monitor 109 00:04:34,425 --> 00:04:36,285 or prescribe how our teams operate. 110 00:04:36,905 --> 00:04:39,565 We fully embrace the benefits of flexibility, 111 00:04:40,225 --> 00:04:41,605 but I would also say that 112 00:04:42,195 --> 00:04:46,205 because we operate within a defined geographic area, uh, 113 00:04:46,395 --> 00:04:48,685 it's beneficial to have in-person interaction. 114 00:04:49,385 --> 00:04:51,325 And so we try and maintain a culture 115 00:04:52,145 --> 00:04:54,565 and events that pull people into the office 116 00:04:54,745 --> 00:04:57,125 so we can maintain that in-person connection. 117 00:04:57,505 --> 00:04:59,125 That's really key to creating a culture 118 00:04:59,235 --> 00:05:01,525 that I think is our secret sauce. Mm-Hmm. 119 00:05:01,565 --> 00:05:03,805 - , it sounds like you not only avoided those 120 00:05:03,805 --> 00:05:05,965 extreme positions, like you said, of either, you know, 121 00:05:06,195 --> 00:05:07,685 like you said, cancel all the leases, 122 00:05:07,685 --> 00:05:09,765 we're selling the buildings or everyone in every, 123 00:05:09,865 --> 00:05:11,445 you know, five days a week. 124 00:05:11,505 --> 00:05:14,845 But you've also embraced the, the hybrid situation 125 00:05:14,845 --> 00:05:17,325 and then even customized even more by having those bookends 126 00:05:17,325 --> 00:05:21,085 with the 10% fully remote, 10% in person. 127 00:05:21,745 --> 00:05:24,445 Um, and then from there, 80% in the middle somewhere. 128 00:05:24,945 --> 00:05:27,445 Um, how, how has that been at for you as a leader? 129 00:05:27,625 --> 00:05:28,725 You know, that's, that's a lot 130 00:05:28,725 --> 00:05:31,045 of different employees making sure you're being thoughtful 131 00:05:31,045 --> 00:05:33,685 in your communication, reaching people where they are. 132 00:05:34,125 --> 00:05:37,285 A any adjustments you need to made as a top of this team? 133 00:05:38,685 --> 00:05:41,215 - Well, I think you have to be more intentional about 134 00:05:41,695 --> 00:05:44,575 ensuring equity of, of connection and access. 135 00:05:44,995 --> 00:05:48,335 And so I'm mindful of wanting to avoid, 136 00:05:48,835 --> 00:05:50,255 um, presence bias. 137 00:05:50,595 --> 00:05:52,215 So just because I happen to, 138 00:05:52,955 --> 00:05:54,935 I'm in the office usually four days a week, 139 00:05:55,515 --> 00:05:57,365 and for those colleagues that are 140 00:05:58,065 --> 00:06:00,085 in the office at a high percentage as well, 141 00:06:00,105 --> 00:06:03,525 and I have maybe more face time with I, I wanna make sure 142 00:06:03,555 --> 00:06:07,005 that myself and other leaders avoid any 143 00:06:07,955 --> 00:06:11,325 unintentional waiting a a preference of assignment 144 00:06:11,385 --> 00:06:15,205 or opportunity just based on that, uh, higher frequency 145 00:06:15,365 --> 00:06:16,405 of in-person interaction. 146 00:06:17,145 --> 00:06:20,165 And so I'll do, you know, every other week I host, uh, 147 00:06:20,165 --> 00:06:23,445 what I call a CIO small group meeting where it's virtual 148 00:06:24,065 --> 00:06:26,165 and just try and bring together a small number 149 00:06:26,165 --> 00:06:29,765 of folks on the team, usually 15 to 20, just to check in 150 00:06:29,785 --> 00:06:31,005 and have those connections. 151 00:06:31,825 --> 00:06:33,285 Uh, like I mentioned, we try 152 00:06:33,305 --> 00:06:37,005 and do things, whether it's a, an office event 153 00:06:37,425 --> 00:06:40,485 or, uh, just doubling up on a work item 154 00:06:40,555 --> 00:06:43,805 that might have brought people in anyway to the office, 155 00:06:44,065 --> 00:06:45,885 but to make sure when we have those moments 156 00:06:45,955 --> 00:06:49,045 that we really intentionally, uh, try and round 157 00:06:49,145 --> 00:06:51,165 and make sure that we create those connections 158 00:06:51,345 --> 00:06:52,525 as effectively as possible. 159 00:06:52,985 --> 00:06:55,045 Mm-Hmm, , but it is something that you have to, 160 00:06:55,225 --> 00:06:59,125 you have to be intentional about that kind of, um, 161 00:06:59,755 --> 00:07:02,765 mindful connection won't just happen organically. 162 00:07:02,765 --> 00:07:04,005 There has to be some thought 163 00:07:04,145 --> 00:07:06,445 and some level of, of structure around it. 164 00:07:06,865 --> 00:07:08,845 - Mm-Hmm. and those meetings 165 00:07:08,845 --> 00:07:11,445 of CIO small groups means like, it's about 10% 166 00:07:11,445 --> 00:07:12,645 of your team, 15 to 20 people. 167 00:07:12,745 --> 00:07:14,605 Are those a week are weekly, like you said? 168 00:07:15,525 --> 00:07:16,685 - I do about two a month, 169 00:07:16,745 --> 00:07:18,685 and I find when I do it that way, I can work 170 00:07:18,685 --> 00:07:20,245 through the department in about a year. 171 00:07:20,785 --> 00:07:23,365 Oh, wow. And that, that's a pretty good pace. 172 00:07:23,505 --> 00:07:24,965 We started it four years ago, 173 00:07:25,385 --> 00:07:27,605 and it was initially really a reaction 174 00:07:27,665 --> 00:07:30,325 and a response to Covid when the majority 175 00:07:30,325 --> 00:07:33,325 of our staff were full-time remote, as we kind of learned 176 00:07:33,385 --> 00:07:36,325 how to navigate that, that event or that experience. 177 00:07:36,865 --> 00:07:41,165 But we found that beyond the, you know, uh, 178 00:07:41,275 --> 00:07:44,485 immediate need of doing that to stay connected during covid, 179 00:07:44,935 --> 00:07:46,605 there was a lot of utility 180 00:07:46,625 --> 00:07:48,845 and benefit to maintain that long term. 181 00:07:49,385 --> 00:07:52,005 And the feedback from the staff has been positive as well. 182 00:07:52,545 --> 00:07:56,045 It gives them a, a smaller intimate kind of gathering to, 183 00:07:56,185 --> 00:07:58,525 to ask questions that maybe they would be hesitant 184 00:07:58,525 --> 00:08:00,365 to ask in an all hands meeting. 185 00:08:01,025 --> 00:08:02,645 Uh, it lets them connect 186 00:08:02,645 --> 00:08:05,245 and get to know other, uh, members of the department 187 00:08:05,245 --> 00:08:08,245 that maybe they don't work with on a regular basis basis. 188 00:08:08,245 --> 00:08:12,645 So there's been some unintended benefit from that, uh, 189 00:08:12,715 --> 00:08:13,965 that format that, 190 00:08:13,965 --> 00:08:16,845 that really has been powerful, I think. Mm-Hmm, . 191 00:08:17,675 --> 00:08:19,325 - Well, thanks so much Ree for the, 192 00:08:19,325 --> 00:08:20,445 the check-in on your team. 193 00:08:20,545 --> 00:08:22,205 Now. I, I would love to know a little bit more about 194 00:08:22,205 --> 00:08:23,285 your work as of late. 195 00:08:23,585 --> 00:08:24,845 Any initiatives 196 00:08:24,865 --> 00:08:27,645 or areas of your work that are commanding the most 197 00:08:27,645 --> 00:08:29,965 of your attention or energy lately? 198 00:08:31,615 --> 00:08:34,745 - Yeah, I would say, you know, we're, we're fully embracing, 199 00:08:34,885 --> 00:08:36,105 of course, the opportunities 200 00:08:36,255 --> 00:08:38,185 that generative AI are presenting. 201 00:08:38,945 --> 00:08:42,025 I think we've found our path by aligning with our partners 202 00:08:42,245 --> 00:08:43,825 and leveraging their roadmaps. 203 00:08:44,445 --> 00:08:47,985 So for example, we're piloting Epics AI in baskets. 204 00:08:48,195 --> 00:08:49,945 We're using Microsoft Co-pilot, 205 00:08:50,475 --> 00:08:51,945 we're deploying an ambient 206 00:08:51,945 --> 00:08:53,625 listening solution for clinicians. 207 00:08:54,345 --> 00:08:56,885 A lot of things that are, I think, 208 00:08:56,885 --> 00:08:59,885 talked about at a pretty high level of, of frequency 209 00:08:59,945 --> 00:09:01,525 and recurrence in the community. 210 00:09:02,265 --> 00:09:05,285 And, but I would say though that for me, uh, 211 00:09:05,445 --> 00:09:08,685 a more seemingly mundane area has really captured my 212 00:09:08,685 --> 00:09:10,125 attention over the last several months. 213 00:09:10,665 --> 00:09:15,285 And I found myself increasingly trying to advocate for 214 00:09:15,285 --> 00:09:18,125 how do we highlight and celebrate those 215 00:09:18,265 --> 00:09:20,885 who are just being brilliant in the basics. 216 00:09:21,845 --> 00:09:23,485 I I certainly understand the appeal 217 00:09:23,485 --> 00:09:26,645 of showcasing the innovative approaches people are taking 218 00:09:26,825 --> 00:09:28,005 and the new and emerging areas, 219 00:09:28,745 --> 00:09:31,165 but I always, in the back of my mind, I have this 220 00:09:31,875 --> 00:09:34,085 nagging worry that it creates a mindset 221 00:09:34,855 --> 00:09:38,325 where the basics can then be overlooked or even devalued. 222 00:09:38,585 --> 00:09:40,085 Mm-Hmm. . Uh, so I've, I, 223 00:09:40,165 --> 00:09:41,445 I fully embrace this mantra 224 00:09:41,595 --> 00:09:44,845 that excellence in the essentials is the unsung hero 225 00:09:44,945 --> 00:09:46,125 of healthcare transformation. 226 00:09:46,785 --> 00:09:49,445 So right now, my team, we're on a journey 227 00:09:49,445 --> 00:09:52,725 of assessing the basics to really understand 228 00:09:52,935 --> 00:09:55,965 where are we brilliant or where do we think we're brilliant, 229 00:09:55,965 --> 00:09:58,565 but maybe we're not, and where are we just okay, 230 00:09:58,825 --> 00:10:00,245 or maybe where are we not? 231 00:10:00,275 --> 00:10:03,445 Okay? And so on the surface, that kind of work, 232 00:10:03,715 --> 00:10:05,365 it's doesn't seem very exciting. 233 00:10:05,515 --> 00:10:08,485 It's certainly not going to, you know, be a headline 234 00:10:08,485 --> 00:10:11,725 of a LinkedIn post or a podcast episode that grips people, 235 00:10:12,305 --> 00:10:15,285 but I'm convinced that it's, it's critical. 236 00:10:15,425 --> 00:10:17,485 And in our quest for transformation 237 00:10:17,505 --> 00:10:20,925 or innovation, the strongest launchpad is going to be 238 00:10:20,925 --> 00:10:21,965 that solid foundation. 239 00:10:22,625 --> 00:10:25,245 And my, my premise is that if we lose sight of that, 240 00:10:25,505 --> 00:10:28,125 we end up building on a, a sandy foundation 241 00:10:28,635 --> 00:10:31,125 that just can't withstand the natural tides 242 00:10:31,125 --> 00:10:32,125 of our dynamic world. 243 00:10:32,745 --> 00:10:35,885 So we're, we're just really focused on doubling down on, 244 00:10:36,335 --> 00:10:38,165 again, how do we assess 245 00:10:38,225 --> 00:10:40,365 and make sure that we're really brilliant 246 00:10:40,705 --> 00:10:43,165 and efficient at the basics. 247 00:10:43,585 --> 00:10:45,605 - Mm-Hmm. . Well, Reid, 248 00:10:45,645 --> 00:10:48,565 I think you might have gotten the wrong podcast host 249 00:10:48,565 --> 00:10:51,125 because I, I love that topic, . 250 00:10:51,345 --> 00:10:54,445 Um, I would like to do podcasts and LinkedIn posts on it. 251 00:10:54,505 --> 00:10:56,805 Uh, are you a basketball fan by chance? 252 00:10:57,805 --> 00:10:58,885 - I am. - Okay. 253 00:10:59,225 --> 00:11:00,765 Uh, the last dance, 254 00:11:00,765 --> 00:11:02,845 that Bowles documentary that came out Yeah. 255 00:11:02,845 --> 00:11:04,725 In the high, I remember watching that 256 00:11:05,025 --> 00:11:08,005 and it kind of, the way the team was about the 257 00:11:08,005 --> 00:11:09,165 fundamentals of the game. 258 00:11:09,665 --> 00:11:12,925 Um, yeah. I, I found it so inspiring and interesting, 259 00:11:12,945 --> 00:11:14,925 and it reminds me a lot of what you're saying, where 260 00:11:15,625 --> 00:11:17,125 you can have the shiny ball syndrome, 261 00:11:17,145 --> 00:11:20,925 but if you let the fundamentals lag or you lose steam there 262 00:11:20,945 --> 00:11:24,005 and focus, it's tough to do much of anything really, 263 00:11:24,005 --> 00:11:27,485 really well if you know even much less exceptionally well. 264 00:11:27,985 --> 00:11:31,125 So I, I completely understand why you find this 265 00:11:31,125 --> 00:11:32,525 so compelling and interesting. 266 00:11:34,065 --> 00:11:35,355 - Yeah. Are you a football fan? 267 00:11:35,455 --> 00:11:36,795 If we stick with a sports analogy? 268 00:11:37,515 --> 00:11:38,875 - I, I, I'm, I like football. 269 00:11:38,975 --> 00:11:40,235 Not as much as basketball though, 270 00:11:40,295 --> 00:11:42,195 but yes, please, please continue. 271 00:11:43,265 --> 00:11:45,675 - Well, I just think of, um, uh, Vince Lombardi, 272 00:11:45,735 --> 00:11:46,995 the legendary Packers coach. 273 00:11:47,175 --> 00:11:49,035 Mm-Hmm. . And they were so successful, 274 00:11:49,415 --> 00:11:52,395 and every season, even after they won the championship 275 00:11:52,535 --> 00:11:55,165 or their first of their, their Super bowls early on 276 00:11:55,705 --> 00:11:57,805 at the start of the year, he would gather the team 277 00:11:57,905 --> 00:12:00,245 and say, gentlemen, this is a football, 278 00:12:00,385 --> 00:12:02,405 and you'd hold for football, gentlemen, 279 00:12:02,675 --> 00:12:04,805 this is the end zone, gentlemen. 280 00:12:04,835 --> 00:12:06,645 This is the field go post. 281 00:12:06,755 --> 00:12:09,405 Like, just breaking it down to the basics. 282 00:12:10,185 --> 00:12:13,845 And that was the key to their success, is they never got 283 00:12:13,905 --> 00:12:16,325 so carried away with, well, we've got that figured out. 284 00:12:16,735 --> 00:12:18,645 Let's work on something really advanced 285 00:12:18,785 --> 00:12:19,805 and like cutting edge. 286 00:12:20,465 --> 00:12:23,085 And I, I think that same mindset 287 00:12:23,675 --> 00:12:25,005 maps beautifully to what we do. 288 00:12:25,105 --> 00:12:27,245 And I, I'm not, I'm not dismissing 289 00:12:27,245 --> 00:12:30,685 or saying we shouldn't be looking at what's new and emerging 290 00:12:30,745 --> 00:12:31,965 and how can we leverage it, 291 00:12:32,425 --> 00:12:36,925 but all within the context of it only works if, again, 292 00:12:36,925 --> 00:12:38,245 we are brilliant to the basics 293 00:12:38,245 --> 00:12:41,045 and we really understand what we're building on. Mm-Hmm. 294 00:12:41,085 --> 00:12:43,155 - . Mm-Hmm. . Well, Reid, 295 00:12:43,195 --> 00:12:45,315 I wanna wish you continued success in that effort. 296 00:12:45,315 --> 00:12:46,795 I think it's, it's really important and I, 297 00:12:46,795 --> 00:12:48,715 I find it quite interesting to discuss. 298 00:12:48,815 --> 00:12:51,955 So, um, keep us posted at Becker's with how that's going. 299 00:12:52,075 --> 00:12:54,555 I also think there's a lot of different leadership 300 00:12:54,555 --> 00:12:57,035 techniques that are really imperative to that kind of work. 301 00:12:57,355 --> 00:12:59,435 'cause like you said, it can, it can seem mundane, 302 00:12:59,895 --> 00:13:02,035 but if you lead it the right way, uh, it, 303 00:13:02,035 --> 00:13:03,075 it can be really effective. 304 00:13:03,985 --> 00:13:05,315 - Well, I just love what you do then, 305 00:13:05,415 --> 00:13:08,475 and I love that as kindred spirits that does grip you, 306 00:13:08,665 --> 00:13:10,555 because I think, and I have colleagues 307 00:13:10,615 --> 00:13:13,155 who are brilliant at the basics, and as we highlight 308 00:13:13,175 --> 00:13:16,555 and showcase that it creates a rising tide, right? 309 00:13:16,555 --> 00:13:18,555 Where people then don't feel, 310 00:13:18,935 --> 00:13:20,475 and not that they do, these are my words, 311 00:13:20,495 --> 00:13:21,835 but no one should ever feel ashamed 312 00:13:22,015 --> 00:13:24,555 or like, well, I'm just doing that. 313 00:13:24,685 --> 00:13:28,395 Right. I'm not doing some new cutting edge robotic surgery 314 00:13:28,655 --> 00:13:29,915 and there's a place for all of it 315 00:13:29,935 --> 00:13:31,155 and we can celebrate it all. 316 00:13:31,535 --> 00:13:32,595 - Mm-Hmm. . Mm-Hmm. . 317 00:13:32,595 --> 00:13:34,515 That's a great spirit. Reid. 318 00:13:34,515 --> 00:13:37,675 Stefan, vice president and CIO of St. Luke's Health System. 319 00:13:38,095 --> 00:13:39,515 Any closing thoughts for our listeners 320 00:13:39,575 --> 00:13:41,355 or a message you'd like to end on Reid? 321 00:13:43,085 --> 00:13:45,655 - Yeah, I would, you know, if you, let me kind 322 00:13:45,655 --> 00:13:47,455 of wax philosophical for a moment. 323 00:13:47,855 --> 00:13:51,615 I would say as a healthcare CIO community, 324 00:13:52,595 --> 00:13:55,055 we best serve our organizations and our, 325 00:13:55,055 --> 00:13:58,215 and our sector by focusing on the primary questions 326 00:13:58,515 --> 00:14:00,095 and not the secondary questions. 327 00:14:00,095 --> 00:14:02,215 Mm-Hmm. . And what I mean by that, so for me, 328 00:14:02,295 --> 00:14:04,295 a secondary question is something like, 329 00:14:04,965 --> 00:14:06,055 what should my title be? 330 00:14:06,075 --> 00:14:07,855 Should it be Chief Information Officer? 331 00:14:08,355 --> 00:14:10,735 Should it be Chief Digital and Information Officer? 332 00:14:11,555 --> 00:14:14,135 Uh, who should I report to? Should it be the CEO? 333 00:14:14,795 --> 00:14:16,775 Um, do I need to be a member of President's cabinet? 334 00:14:17,065 --> 00:14:18,535 Those are all secondary questions. 335 00:14:19,125 --> 00:14:24,095 Primary questions are things like, do I really know what all 336 00:14:24,095 --> 00:14:25,815 of my mission critical applications are? 337 00:14:26,555 --> 00:14:28,895 And do I really understand their interdependencies? 338 00:14:29,515 --> 00:14:33,095 Or do I really know who all of the third parties are 339 00:14:33,275 --> 00:14:35,135 who have access to our assistance and data 340 00:14:35,475 --> 00:14:37,295 and what their relative level of risk is? 341 00:14:38,035 --> 00:14:41,495 And so the further I get in my career, the more I kind 342 00:14:41,495 --> 00:14:43,415 of double down on this position that 343 00:14:43,995 --> 00:14:46,455 if you focus on answering their primary questions, 344 00:14:47,355 --> 00:14:49,535 the secondary questions take care of themselves. 345 00:14:49,755 --> 00:14:51,895 Mm-Hmm. usually in the form of realizing 346 00:14:52,325 --> 00:14:54,535 that they don't really matter in the grand scheme of things. 347 00:14:56,315 --> 00:14:58,875 - I love that. That's to keep those priorities in check. 348 00:14:59,055 --> 00:15:00,155 And it's not to say, 349 00:15:00,375 --> 00:15:01,995 and I'm, I'm gleaning this from your remarks re, 350 00:15:01,995 --> 00:15:04,355 but it's not to say that people are gonna be hell, Ben, 351 00:15:04,375 --> 00:15:05,635 on secondary versus primary, 352 00:15:05,775 --> 00:15:08,315 but I think sometimes whether it's just you having one 353 00:15:08,315 --> 00:15:11,355 of those weeks or you're kind of looking more toward, 354 00:15:11,355 --> 00:15:14,075 like you said, the structure, the councils, the titles, 355 00:15:14,615 --> 00:15:16,715 it can happen and it takes strong leadership 356 00:15:16,715 --> 00:15:18,555 to help make sure that people are really keeping their eye 357 00:15:18,555 --> 00:15:19,755 on the ball and focusing on those 358 00:15:19,755 --> 00:15:20,995 primary questions, like you said. 359 00:15:21,665 --> 00:15:23,155 - Yeah, exactly. - Yeah. 360 00:15:24,195 --> 00:15:25,795 Reed, it has been a pleasure catching up with you. 361 00:15:25,795 --> 00:15:28,395 Thank you so much for your time, for wrapping up your week 362 00:15:28,395 --> 00:15:29,475 with me and visiting. 363 00:15:29,635 --> 00:15:30,955 I hope we can do so again soon. 364 00:15:31,375 --> 00:15:32,075 - Thanks, Molly.