WEBVTT 1 00:00:02.000 --> 00:00:04.719 - The strategic agenda facing hospital and health system 2 00:00:04.719 --> 00:00:06.819 - leaders right now is not a short list. 3 00:00:07.200 --> 00:00:09.839 - Growth in a consolidating market, sustainable margins in 4 00:00:09.839 --> 00:00:12.080 - a reimbursement environment that rarely moves in your 5 00:00:12.080 --> 00:00:12.464 - favor, 6 00:00:12.945 --> 00:00:15.445 - a tech investment cycle that demands both urgency 7 00:00:15.585 --> 00:00:16.404 - and discipline, 8 00:00:16.945 --> 00:00:19.344 - and a workforce story that is still being 9 00:00:19.344 --> 00:00:19.844 - written. 10 00:00:20.464 --> 00:00:23.904 - Eker's fourteenth annual CEO CFO roundtable brings together 11 00:00:23.904 --> 00:00:27.265 - more than 1,500 executive level attendees and nearly 12 00:00:27.265 --> 00:00:30.170 - 400 speakers across four days of sessions that 13 00:00:30.170 --> 00:00:32.429 - are designed to help c suite leaders benchmark, 14 00:00:32.649 --> 00:00:34.590 - pressure test, and sharpen their priorities. 15 00:00:35.210 --> 00:00:37.130 - Not in the abstract, but against the real 16 00:00:37.130 --> 00:00:39.390 - decisions they'll face heading into the next year. 17 00:00:39.609 --> 00:00:41.049 - It's the kind of event you leave with 18 00:00:41.049 --> 00:00:42.890 - a clear sense of where you stand and 19 00:00:42.890 --> 00:00:43.814 - what comes next. 20 00:00:44.375 --> 00:00:46.534 - So join us November second through the fifth 21 00:00:46.534 --> 00:00:49.094 - at the Hyatt Regency in Chicago, and come 22 00:00:49.094 --> 00:00:50.394 - ready to do the hard thinking. 23 00:00:50.854 --> 00:00:54.614 - Register on our events page at beckershospitalreview.com 24 00:00:54.614 --> 00:00:56.375 - by clicking on the events tab in the 25 00:00:56.375 --> 00:00:57.195 - upper right. 26 00:00:58.320 --> 00:01:00.640 - This is Laura Dierdahl with the Becker's Healthcare 27 00:01:00.640 --> 00:01:02.880 - podcast. I'm thrilled today to be joined by 28 00:01:02.880 --> 00:01:05.680 - Timothy Lehman, president and chief administrative officer at 29 00:01:05.680 --> 00:01:08.000 - Saint Mary's Hospital, part of Hospital Sisters Health 30 00:01:08.000 --> 00:01:09.760 - System. Timothy, it's a pleasure to have you 31 00:01:09.760 --> 00:01:10.900 - on the podcast today. 32 00:01:11.245 --> 00:01:13.265 - Pleasure to be here. Thanks for having me. 33 00:01:13.564 --> 00:01:15.965 - Absolutely. Now I'm excited for our conversation. I 34 00:01:15.965 --> 00:01:17.965 - know we're gonna talk a lot about, some 35 00:01:17.965 --> 00:01:19.325 - of the great things you're doing at Saint 36 00:01:19.325 --> 00:01:20.765 - Mary's Hospital and, 37 00:01:21.084 --> 00:01:22.924 - dig into some of the things you're you're 38 00:01:22.924 --> 00:01:24.525 - looking forward to in the future as well. 39 00:01:24.525 --> 00:01:27.319 - But before we dive into that conversation, can 40 00:01:27.319 --> 00:01:28.439 - you tell us a little bit more about 41 00:01:28.439 --> 00:01:29.579 - yourself and your background? 42 00:01:30.760 --> 00:01:33.319 - Sure. So I've been a nurse now for 43 00:01:33.319 --> 00:01:34.859 - coming up on twenty years. 44 00:01:35.240 --> 00:01:37.640 - So, nursing is a second career for me. 45 00:01:37.880 --> 00:01:39.960 - I became a nurse and realized very quickly 46 00:01:39.960 --> 00:01:41.944 - that, there's a lot of work to do, 47 00:01:42.105 --> 00:01:44.105 - not only in nursing and it but in 48 00:01:44.105 --> 00:01:46.344 - health care as well. So I decided to 49 00:01:46.344 --> 00:01:48.424 - go back to school, a bunch of different 50 00:01:48.424 --> 00:01:50.844 - times and had the privilege of working for 51 00:01:51.305 --> 00:01:53.805 - several different types of hospital based systems, 52 00:01:54.489 --> 00:01:57.369 - for profit, not for profit, university based medicine, 53 00:01:57.369 --> 00:01:58.670 - and private health care. 54 00:01:59.129 --> 00:02:00.590 - I have the privilege of working, 55 00:02:01.049 --> 00:02:04.329 - my way through clinical positions and leadership roles, 56 00:02:04.329 --> 00:02:06.489 - and and, ultimately, I have landed where I 57 00:02:06.489 --> 00:02:07.605 - am right now, 58 00:02:08.165 --> 00:02:11.044 - working in a a an amazing role that 59 00:02:11.044 --> 00:02:12.504 - offers a glimpse into 60 00:02:12.885 --> 00:02:14.645 - what what the future of health care looks 61 00:02:14.645 --> 00:02:15.145 - like. 62 00:02:16.004 --> 00:02:18.165 - That's fantastic to hear. And, you know, really 63 00:02:18.165 --> 00:02:20.185 - cool to have that opportunity, 64 00:02:21.125 --> 00:02:23.680 - to to, you know, explore the field and, 65 00:02:23.680 --> 00:02:25.520 - like you said, have the nursing background as 66 00:02:25.520 --> 00:02:28.319 - well as the leadership and lots of health 67 00:02:28.319 --> 00:02:30.400 - care administration too. So that's great to hear. 68 00:02:30.400 --> 00:02:32.240 - And could you give us a quick state 69 00:02:32.240 --> 00:02:33.460 - of the union for, 70 00:02:33.919 --> 00:02:35.060 - Saint Mary's Hospital? 71 00:02:35.375 --> 00:02:36.735 - What has gone well this year and what 72 00:02:36.735 --> 00:02:38.094 - do you really focus on for the rest 73 00:02:38.094 --> 00:02:39.314 - of 2026? 74 00:02:40.334 --> 00:02:40.834 - Absolutely. 75 00:02:41.375 --> 00:02:43.055 - So 2026 76 00:02:43.055 --> 00:02:43.715 - has been 77 00:02:44.094 --> 00:02:44.914 - a transformational 78 00:02:45.294 --> 00:02:47.715 - year for HSHS Saint Mary's Hospital. 79 00:02:48.389 --> 00:02:51.129 - We're halfway through one of the most significant 80 00:02:51.830 --> 00:02:52.330 - modernization 81 00:02:52.710 --> 00:02:54.010 - projects in our history, 82 00:02:54.710 --> 00:02:57.189 - including the opening of our new center for 83 00:02:57.189 --> 00:02:58.090 - advanced surgery. 84 00:02:58.710 --> 00:03:02.490 - Our expanded procedural capacity and renovated patient, inpatient 85 00:03:02.629 --> 00:03:03.129 - units, 86 00:03:03.745 --> 00:03:05.125 - and upgraded infrastructure 87 00:03:05.745 --> 00:03:07.125 - really positions us 88 00:03:07.745 --> 00:03:08.965 - to serve the community, 89 00:03:09.425 --> 00:03:12.324 - for decades to come. So while the facility 90 00:03:12.705 --> 00:03:13.925 - aspect is exciting, 91 00:03:14.305 --> 00:03:15.985 - I'm most proud of what our teams have 92 00:03:15.985 --> 00:03:17.044 - accomplished operationally. 93 00:03:17.879 --> 00:03:21.259 - We have continued to improve quality outcomes, 94 00:03:21.959 --> 00:03:24.139 - the reduction of hospital acquired conditions, 95 00:03:25.080 --> 00:03:26.459 - strengthened patient experience, 96 00:03:26.840 --> 00:03:28.699 - and improved our emergency 97 00:03:29.000 --> 00:03:31.935 - department throughput. And those results are just a 98 00:03:31.935 --> 00:03:32.435 - reflection 99 00:03:32.735 --> 00:03:35.375 - of the incredible team that is committed to 100 00:03:35.375 --> 00:03:37.075 - our mission here at Saint Mary's. 101 00:03:37.775 --> 00:03:39.155 - I think as we move 102 00:03:39.615 --> 00:03:41.615 - through the remainder of 2026, 103 00:03:41.615 --> 00:03:44.510 - our focus though is gonna shift from the 104 00:03:44.510 --> 00:03:47.090 - building aspect as we continue there, 105 00:03:47.389 --> 00:03:48.129 - to maximizing 106 00:03:48.990 --> 00:03:49.729 - our potential. 107 00:03:50.110 --> 00:03:50.610 - And 108 00:03:51.150 --> 00:03:53.969 - and for us, that means growing surgical services, 109 00:03:54.349 --> 00:03:54.849 - strengthening 110 00:03:55.469 --> 00:03:56.610 - our physician partnerships, 111 00:03:57.229 --> 00:03:57.729 - expanding 112 00:03:58.030 --> 00:03:59.169 - access to care, 113 00:03:59.625 --> 00:04:02.044 - improving our workforce stability, and ensuring 114 00:04:02.584 --> 00:04:03.405 - every investment 115 00:04:03.784 --> 00:04:04.284 - translates 116 00:04:04.584 --> 00:04:06.444 - not only into better patient outcomes, 117 00:04:07.144 --> 00:04:09.004 - but a stronger financial performance 118 00:04:09.544 --> 00:04:12.344 - and position as well. So that goal is 119 00:04:12.344 --> 00:04:12.844 - to 120 00:04:13.269 --> 00:04:15.769 - guide and deliver exceptional care, 121 00:04:16.149 --> 00:04:18.970 - while building a sustainable organization for the future. 122 00:04:19.829 --> 00:04:21.509 - That makes a ton of sense. You know? 123 00:04:21.509 --> 00:04:23.990 - And it's really important. I I love the 124 00:04:23.990 --> 00:04:25.529 - focus not only on the, 125 00:04:26.025 --> 00:04:27.085 - quality and outcomes 126 00:04:27.465 --> 00:04:30.025 - as well as the efficiency of moving patients 127 00:04:30.025 --> 00:04:31.705 - to the hospital, but then too just being 128 00:04:31.705 --> 00:04:34.665 - able to have modern facilities and, pour into 129 00:04:34.665 --> 00:04:36.585 - the workforce as well. And so when you 130 00:04:36.585 --> 00:04:38.105 - think of all of those things that are 131 00:04:38.105 --> 00:04:40.045 - top of mind for for you, 132 00:04:40.829 --> 00:04:41.569 - what really 133 00:04:41.949 --> 00:04:44.509 - sticks out as being the the area where 134 00:04:44.509 --> 00:04:46.750 - the the investment really is gonna make the 135 00:04:46.750 --> 00:04:49.469 - biggest difference for those patient outcomes? How do 136 00:04:49.469 --> 00:04:50.029 - you see, 137 00:04:50.430 --> 00:04:52.909 - being able to navigate, I guess, so many 138 00:04:52.909 --> 00:04:55.329 - different factors and changes happening at once? 139 00:04:56.134 --> 00:04:57.435 - Yes. So that navigation, 140 00:04:57.735 --> 00:04:58.555 - being nimble 141 00:04:59.175 --> 00:05:03.014 - and being someone that is routinely flexible in 142 00:05:03.014 --> 00:05:04.795 - areas of uncertainty is 143 00:05:05.175 --> 00:05:05.675 - absolutely 144 00:05:06.455 --> 00:05:06.955 - necessary. 145 00:05:07.975 --> 00:05:10.709 - I think that the health care workforce is 146 00:05:10.949 --> 00:05:12.889 - singularly the largest focus 147 00:05:13.269 --> 00:05:14.569 - for health care organizations 148 00:05:14.949 --> 00:05:17.669 - and being able to sustain and create an 149 00:05:17.669 --> 00:05:18.169 - environment 150 00:05:19.029 --> 00:05:22.550 - where there is a focus on the human 151 00:05:22.550 --> 00:05:24.089 - aspect and human potential 152 00:05:24.805 --> 00:05:25.305 - around 153 00:05:25.605 --> 00:05:28.884 - building the employee from an organizational standpoint and 154 00:05:28.884 --> 00:05:30.024 - caring for patients, 155 00:05:31.204 --> 00:05:32.904 - from that altruistic standpoint 156 00:05:33.524 --> 00:05:34.904 - are extremely important. 157 00:05:36.004 --> 00:05:37.444 - Got it. That that makes a lot of 158 00:05:37.444 --> 00:05:39.365 - sense, you know, and it truly truly is 159 00:05:39.365 --> 00:05:41.580 - part of, such an important mission for health 160 00:05:41.580 --> 00:05:44.300 - care today. So I I know a lot 161 00:05:44.300 --> 00:05:45.980 - happening, but I am curious too. What are 162 00:05:45.980 --> 00:05:47.420 - some of the big headwinds that you have 163 00:05:47.420 --> 00:05:49.020 - your eye on and that you've been preparing 164 00:05:49.020 --> 00:05:49.520 - for? 165 00:05:50.139 --> 00:05:52.220 - What are you doing right now and what's 166 00:05:52.220 --> 00:05:53.839 - top of mind in in that space? 167 00:05:54.935 --> 00:05:56.955 - So I think the biggest headwind, 168 00:05:57.495 --> 00:05:58.875 - is the health care workforce. 169 00:05:59.175 --> 00:06:01.595 - That is our single greatest challenge 170 00:06:02.615 --> 00:06:04.395 - for facing hospitals nationwide. 171 00:06:05.095 --> 00:06:07.435 - So while staffing has stabilized 172 00:06:07.895 --> 00:06:08.955 - across the country, 173 00:06:09.579 --> 00:06:11.899 - compared to several years ago, there was major 174 00:06:11.899 --> 00:06:12.399 - disruption. 175 00:06:12.779 --> 00:06:14.639 - We're entering a period where 176 00:06:15.259 --> 00:06:17.759 - demographic trends and an aging workforce 177 00:06:18.139 --> 00:06:19.360 - and fewer graduates 178 00:06:19.660 --> 00:06:20.800 - are are creating 179 00:06:21.100 --> 00:06:21.600 - pressure, 180 00:06:22.714 --> 00:06:25.595 - for organizations across the country. At the same 181 00:06:25.595 --> 00:06:26.495 - time, reimbursement 182 00:06:26.875 --> 00:06:27.375 - continues 183 00:06:28.555 --> 00:06:29.214 - to tighten, 184 00:06:29.834 --> 00:06:32.954 - while the expectations placed on hospitals continues to 185 00:06:32.954 --> 00:06:33.454 - grow. 186 00:06:34.074 --> 00:06:35.834 - So health systems are being asked to do 187 00:06:35.834 --> 00:06:37.134 - more with fewer resources, 188 00:06:38.019 --> 00:06:39.560 - making operational excellence, 189 00:06:40.100 --> 00:06:42.419 - not only more important, but a central focus 190 00:06:42.419 --> 00:06:43.399 - for most executives. 191 00:06:43.939 --> 00:06:46.419 - The organizations that will thrive are those that 192 00:06:46.419 --> 00:06:49.160 - are able to embrace innovation and disruption, 193 00:06:50.175 --> 00:06:53.615 - not by simply reducing costs, but redesigning the 194 00:06:53.615 --> 00:06:56.254 - way that we deliver care. So things like 195 00:06:56.254 --> 00:06:58.035 - artificial intelligence, automation, 196 00:06:58.335 --> 00:07:01.455 - predictive analytics, virtual care, all of those things 197 00:07:01.455 --> 00:07:03.375 - are extremely important, and they're gonna play an 198 00:07:03.375 --> 00:07:04.675 - important role in the future. 199 00:07:05.199 --> 00:07:09.540 - And although technology itself won't replace caregivers ever, 200 00:07:09.839 --> 00:07:12.800 - it can absolutely help remove or at least 201 00:07:12.800 --> 00:07:15.779 - limit administrative burden so that clinicians 202 00:07:16.319 --> 00:07:18.000 - spend more time doing what they do best 203 00:07:18.000 --> 00:07:19.460 - and that is at the bedside 204 00:07:19.915 --> 00:07:22.415 - caring for patients in a compassionate way. 205 00:07:23.194 --> 00:07:25.675 - Absolutely. I I love that. And, you know, 206 00:07:25.675 --> 00:07:27.675 - to to have some of those challenges that 207 00:07:27.675 --> 00:07:29.514 - you mentioned, I think, are are very, 208 00:07:29.995 --> 00:07:32.074 - you know, a lot of a lot of 209 00:07:32.074 --> 00:07:34.769 - hospital leaders across the country are experiencing those 210 00:07:34.769 --> 00:07:37.089 - same same things with reimbursement in the workforce 211 00:07:37.089 --> 00:07:39.410 - and more. So I I love your thoughts 212 00:07:39.410 --> 00:07:41.810 - on being innovative, being able to stay nimble, 213 00:07:41.810 --> 00:07:42.310 - and, 214 00:07:43.089 --> 00:07:45.269 - incorporating technology into the organization. 215 00:07:46.689 --> 00:07:47.350 - Is there 216 00:07:48.024 --> 00:07:50.285 - something that you've done, to, 217 00:07:51.064 --> 00:07:53.144 - I guess, promote that type of innovation within 218 00:07:53.144 --> 00:07:55.064 - Saint Mary's or an example you can share 219 00:07:55.064 --> 00:07:55.964 - with us of, 220 00:07:56.824 --> 00:07:59.004 - innovation that's truly been able to shine? 221 00:07:59.785 --> 00:08:01.865 - So I think it comes back to people 222 00:08:01.865 --> 00:08:03.404 - closest to the work 223 00:08:04.160 --> 00:08:07.120 - know best what they need and querying and 224 00:08:07.120 --> 00:08:08.180 - talking with, 225 00:08:08.720 --> 00:08:11.199 - not only our leaders, but talking with our 226 00:08:11.199 --> 00:08:13.540 - staff who are closest to patient care, 227 00:08:14.479 --> 00:08:15.300 - is probably 228 00:08:15.600 --> 00:08:17.919 - the the singular best focus you can have 229 00:08:17.919 --> 00:08:20.125 - for designing or redesigning 230 00:08:20.504 --> 00:08:22.045 - a health system around 231 00:08:22.904 --> 00:08:26.345 - how people visualize the future to be. When 232 00:08:26.345 --> 00:08:28.185 - asking staff, hey. How could we do this 233 00:08:28.185 --> 00:08:30.685 - better? You would be surprised how many innovative 234 00:08:30.904 --> 00:08:32.845 - ideas and thoughts come to mind. 235 00:08:33.384 --> 00:08:35.840 - As a hospital system, HSHS, 236 00:08:36.779 --> 00:08:37.600 - just underwent, 237 00:08:38.299 --> 00:08:41.759 - a year of stewardship where our top champions 238 00:08:41.820 --> 00:08:44.700 - were asked to provide ideas to the hospital 239 00:08:44.700 --> 00:08:47.360 - system in ways to be excellent stewards 240 00:08:47.924 --> 00:08:48.325 - of, 241 00:08:48.725 --> 00:08:51.205 - of our craft. And a a lot of 242 00:08:51.205 --> 00:08:54.804 - amazing ideas came from that, ideas where, there 243 00:08:54.804 --> 00:08:56.664 - were sharing resources, where, 244 00:08:57.125 --> 00:08:58.904 - resources were able to be 245 00:08:59.285 --> 00:09:01.865 - duplicated in other areas. So, certainly, 246 00:09:02.470 --> 00:09:05.049 - in the area of focus was getting information 247 00:09:05.509 --> 00:09:07.990 - from the staff members in a way that 248 00:09:07.990 --> 00:09:10.309 - makes sense and that we can translate that 249 00:09:10.309 --> 00:09:12.570 - into something that works best. Oftentimes, 250 00:09:12.950 --> 00:09:16.389 - that innovative thought process comes from those closest 251 00:09:16.389 --> 00:09:17.129 - to the work. 252 00:09:18.095 --> 00:09:20.174 - I love that. What a great philosophy and 253 00:09:20.174 --> 00:09:21.154 - especially important, 254 00:09:21.534 --> 00:09:24.334 - for those clinicians and leaders who are on 255 00:09:24.334 --> 00:09:26.495 - the front lines, how to be able to 256 00:09:26.495 --> 00:09:28.654 - make a difference and and and see changes 257 00:09:28.654 --> 00:09:30.509 - and then be able to do that. And 258 00:09:30.509 --> 00:09:32.029 - to that point, you know, where do you 259 00:09:32.029 --> 00:09:33.790 - see some of the best opportunities to grow 260 00:09:33.790 --> 00:09:35.170 - in the next two to three years? 261 00:09:35.870 --> 00:09:37.810 - So I think the greatest opportunity, 262 00:09:38.830 --> 00:09:41.570 - is to become, for us, a destination 263 00:09:41.870 --> 00:09:42.370 - hospital 264 00:09:42.910 --> 00:09:44.690 - for advanced specialty care 265 00:09:45.149 --> 00:09:45.649 - regionally. 266 00:09:46.134 --> 00:09:48.714 - So we've invested heavily in the infrastructure, 267 00:09:49.654 --> 00:09:53.355 - which many health systems aren't investing in now. 268 00:09:53.815 --> 00:09:55.975 - We've already done that. So now it's about 269 00:09:55.975 --> 00:09:58.774 - growing the programs that matter most to the 270 00:09:58.774 --> 00:09:59.274 - community, 271 00:09:59.870 --> 00:10:03.730 - expanding our surgical service line, strengthening our cardiovascular 272 00:10:04.110 --> 00:10:05.009 - care, enhancing, 273 00:10:05.950 --> 00:10:09.889 - neuroscience and orthopedic services, and continuing to recruit 274 00:10:10.190 --> 00:10:12.049 - amazing outstanding physicians 275 00:10:12.705 --> 00:10:14.485 - and advanced practice providers. 276 00:10:14.865 --> 00:10:18.865 - So I'm equally excited about leveraging technology to 277 00:10:18.865 --> 00:10:21.764 - improving that access, whether it's through telehealth, 278 00:10:22.384 --> 00:10:25.105 - a a AI enabled clinical support, or even 279 00:10:25.105 --> 00:10:26.884 - more personalized patient engagement. 280 00:10:27.279 --> 00:10:28.659 - We've got a unique opportunity 281 00:10:28.960 --> 00:10:31.519 - to make health care more convenient while improving 282 00:10:31.519 --> 00:10:32.339 - quality outcomes. 283 00:10:32.720 --> 00:10:35.120 - The growth for us isn't simply just about 284 00:10:35.120 --> 00:10:38.019 - adding volume. It's about creating a health system 285 00:10:38.240 --> 00:10:39.860 - that delivers a high value, 286 00:10:40.304 --> 00:10:43.445 - better clinical outcome, exceptional patient experience 287 00:10:43.825 --> 00:10:46.065 - every single time and that we can do 288 00:10:46.065 --> 00:10:48.644 - it with long term financial sustainability. 289 00:10:49.264 --> 00:10:52.404 - That's the type of growth that benefits everyone. 290 00:10:53.550 --> 00:10:55.730 - Absolutely. I I love it. And, you know, 291 00:10:55.790 --> 00:10:58.110 - investing more in that clinical team, makes a 292 00:10:58.110 --> 00:10:59.970 - lot of sense and extremely 293 00:11:00.509 --> 00:11:02.990 - exciting that you're bringing on more physicians, more 294 00:11:02.990 --> 00:11:05.629 - specialists, and members of the of the clinical 295 00:11:05.629 --> 00:11:07.575 - team to serve the patients. I know, 296 00:11:08.054 --> 00:11:10.294 - a lot happening within that space. So being 297 00:11:10.294 --> 00:11:12.235 - able to be in a position where you're 298 00:11:12.294 --> 00:11:13.595 - bringing in more physicians, 299 00:11:14.375 --> 00:11:16.215 - I I can imagine is is a great 300 00:11:16.215 --> 00:11:17.115 - place to be. 301 00:11:17.495 --> 00:11:18.315 - Very exciting. 302 00:11:18.855 --> 00:11:21.789 - Absolutely. Now before we wrap up, I'm curious, 303 00:11:21.929 --> 00:11:23.929 - who do you admire as a leader from 304 00:11:23.929 --> 00:11:25.629 - really any industry and why? 305 00:11:26.569 --> 00:11:28.970 - That was a tough question. I I think 306 00:11:28.970 --> 00:11:32.189 - one leader I admire is Sucha Nadella, 307 00:11:32.649 --> 00:11:33.949 - the CEO of Microsoft. 308 00:11:34.654 --> 00:11:36.595 - When he became CEO, 309 00:11:37.295 --> 00:11:39.315 - Microsoft was already a successful company. 310 00:11:39.774 --> 00:11:40.915 - But he fundamentally 311 00:11:41.455 --> 00:11:41.955 - changed 312 00:11:42.415 --> 00:11:44.115 - its culture. He shifted 313 00:11:44.815 --> 00:11:45.475 - the organization 314 00:11:46.014 --> 00:11:48.434 - from one that is centered on competition 315 00:11:49.100 --> 00:11:51.100 - and knowing all the answers to one that 316 00:11:51.100 --> 00:11:52.480 - is focused on learning, 317 00:11:52.940 --> 00:11:53.440 - collaboration, 318 00:11:54.379 --> 00:11:55.759 - the innovation arm, 319 00:11:56.139 --> 00:11:56.879 - and empathy. 320 00:11:57.259 --> 00:11:59.360 - So under his leadership alone, Microsoft 321 00:11:59.899 --> 00:12:02.480 - has experienced remarkable growth while maintaining 322 00:12:03.084 --> 00:12:05.664 - a strong commitment to its purpose 323 00:12:06.125 --> 00:12:07.184 - and its people. 324 00:12:08.044 --> 00:12:10.764 - There's several lessons health care leaders, I think, 325 00:12:10.764 --> 00:12:13.004 - can take from that approach, and it's that 326 00:12:13.004 --> 00:12:15.424 - culture is a strategic advantage. 327 00:12:16.169 --> 00:12:20.330 - Innovation only succeeds when people feel empowered to 328 00:12:20.330 --> 00:12:20.830 - contribute. 329 00:12:21.529 --> 00:12:22.429 - And humility 330 00:12:22.970 --> 00:12:25.950 - and the willingness to learn, listen, and continuously 331 00:12:26.169 --> 00:12:26.669 - improve 332 00:12:27.049 --> 00:12:29.370 - is one of the most important leadership qualities 333 00:12:29.370 --> 00:12:31.210 - that somebody can have. So in health care, 334 00:12:31.210 --> 00:12:33.825 - our mission is slightly different, but the principles 335 00:12:33.825 --> 00:12:36.965 - remain the same. The best leaders create environments 336 00:12:37.105 --> 00:12:41.125 - where people feel valued, where innovation is 337 00:12:41.585 --> 00:12:44.884 - encouraged, and where decisions begin with the question, 338 00:12:45.105 --> 00:12:46.404 - how does this improve 339 00:12:46.790 --> 00:12:48.790 - the lives of the people we serve? And 340 00:12:48.790 --> 00:12:49.850 - so I think he 341 00:12:50.389 --> 00:12:51.210 - he really 342 00:12:51.670 --> 00:12:52.889 - he shows that, 343 00:12:53.269 --> 00:12:56.470 - in his very humanistic approach and his very 344 00:12:56.470 --> 00:12:59.610 - leader profile, which is what makes him incredibly 345 00:12:59.830 --> 00:13:00.330 - successful. 346 00:13:01.454 --> 00:13:03.134 - I love it. Timothy, thank you so much 347 00:13:03.134 --> 00:13:04.654 - for joining us on the podcast today. This 348 00:13:04.654 --> 00:13:06.115 - has been such a fun conversation. 349 00:13:06.975 --> 00:13:09.214 - Really learned a lot about Saint Mary's and, 350 00:13:09.214 --> 00:13:11.475 - you know, excellent to to have your perspective 351 00:13:11.534 --> 00:13:13.049 - on how to move forward. And, 352 00:13:13.529 --> 00:13:16.089 - you know, it was very, very exciting and 353 00:13:16.089 --> 00:13:18.169 - disruptive times in health care. So I appreciate 354 00:13:18.169 --> 00:13:20.089 - your perspective, and we look forward to seeing 355 00:13:20.089 --> 00:13:22.250 - you at our CEO CFO roundtable. I know 356 00:13:22.250 --> 00:13:25.049 - you'll be here in Chicago in November, speaking 357 00:13:25.049 --> 00:13:26.792 - on one of our panels. And so we'll 358 00:13:26.792 --> 00:13:28.232 - dig deeper into many of these themes, and 359 00:13:28.232 --> 00:13:29.512 - it'll just be great to see you in 360 00:13:29.512 --> 00:13:30.012 - person. 361 00:13:30.872 --> 00:13:32.392 - Alright. Look forward to meeting you as well, 362 00:13:32.392 --> 00:13:33.772 - and thanks for having me.