1
00:00:00,240 --> 00:00:02,399
Hi, everyone, and thank you so much for

2
00:00:02,399 --> 00:00:04,660
joining us for this episode of the Becker's

3
00:00:04,799 --> 00:00:05,859
Healthcare Podcast,

4
00:00:06,399 --> 00:00:09,214
where we're joined by doctor Eric Summers, chief

5
00:00:09,214 --> 00:00:11,154
medical officer at Wake Forest

6
00:00:11,535 --> 00:00:13,074
Baptist Medical Center.

7
00:00:13,535 --> 00:00:16,335
Doctor Summers, welcome, welcome. We're so excited to

8
00:00:16,335 --> 00:00:17,934
have you on and thank you for taking

9
00:00:17,934 --> 00:00:18,594
the time.

10
00:00:19,079 --> 00:00:20,699
Yeah. Thank you for inviting me.

11
00:00:21,320 --> 00:00:23,399
Doctor Summers, can you just start off by

12
00:00:23,399 --> 00:00:25,480
telling us a bit more about yourself and

13
00:00:25,480 --> 00:00:28,300
your background at Wake Forest Baptist Medical Center?

14
00:00:29,545 --> 00:00:30,585
Sure. Yes. I,

15
00:00:31,705 --> 00:00:33,945
I came to HRM Health Wake Forest Baptist

16
00:00:33,945 --> 00:00:35,965
around 14 years ago as a hospitalist.

17
00:00:38,239 --> 00:00:40,239
And within 2 years, I was section head

18
00:00:40,239 --> 00:00:41,700
of hospital medicine and

19
00:00:42,399 --> 00:00:43,379
gradually progressed

20
00:00:44,054 --> 00:00:45,994
from associate CMO to CMO

21
00:00:46,375 --> 00:00:48,134
here at Wake, and I've been CMO for

22
00:00:48,134 --> 00:00:49,274
6 years. And

23
00:00:50,859 --> 00:00:52,640
to be honest, I had no

24
00:00:53,020 --> 00:00:55,260
aspersions to be CMO or to be an

25
00:00:55,260 --> 00:00:56,399
administration. But,

26
00:00:57,340 --> 00:00:58,240
as a hospitalist,

27
00:00:59,204 --> 00:00:59,704
seeing

28
00:01:00,085 --> 00:01:00,585
opportunities

29
00:01:01,125 --> 00:01:03,784
to fix things in the hospital, help patients,

30
00:01:04,484 --> 00:01:06,244
I realized that was a passion of mine.

31
00:01:06,244 --> 00:01:06,744
And

32
00:01:07,700 --> 00:01:09,780
I had the ability to to make change.

33
00:01:09,780 --> 00:01:11,939
And when you do that, people notice and

34
00:01:11,939 --> 00:01:13,239
they give you more responsibility

35
00:01:13,540 --> 00:01:15,619
and more titles, and that's how I got

36
00:01:15,619 --> 00:01:16,099
here. And,

37
00:01:18,094 --> 00:01:19,314
but I've really enjoyed

38
00:01:20,174 --> 00:01:22,115
the opportunity to work with all

39
00:01:22,575 --> 00:01:24,194
the different groups in our hospital

40
00:01:24,630 --> 00:01:26,730
to make our patient care better. It's been

41
00:01:26,870 --> 00:01:27,370
tremendously

42
00:01:27,670 --> 00:01:28,170
satisfying.

43
00:01:29,350 --> 00:01:31,270
Yeah. Doctor Summers, thanks for saying that. I

44
00:01:31,270 --> 00:01:32,790
think it's interesting to hear from

45
00:01:33,625 --> 00:01:35,884
a lot of what we hear from physician

46
00:01:36,025 --> 00:01:38,584
executives is that what you mentioned of really

47
00:01:38,584 --> 00:01:40,825
not not having it have been something on

48
00:01:40,825 --> 00:01:43,329
your radar in terms of that CMO role

49
00:01:43,329 --> 00:01:46,209
and pursuing a path to the c suite.

50
00:01:46,209 --> 00:01:46,709
So

51
00:01:47,010 --> 00:01:48,930
just building off that, can you can you

52
00:01:48,930 --> 00:01:51,755
share a piece of advice for aspiring CMOs

53
00:01:51,895 --> 00:01:52,954
or maybe people

54
00:01:53,655 --> 00:01:55,814
who younger physicians who maybe don't have a

55
00:01:55,814 --> 00:01:58,079
c suite track on their radar, but are

56
00:01:58,079 --> 00:02:00,819
are thinking or considering leadership down the road?

57
00:02:01,599 --> 00:02:04,099
Yeah. I would say a couple things. 1,

58
00:02:04,415 --> 00:02:07,534
being a physician, a practicing physician is very

59
00:02:07,534 --> 00:02:09,314
different from being in administration.

60
00:02:09,775 --> 00:02:11,314
You know, as physicians, we,

61
00:02:11,694 --> 00:02:13,074
you know, making decisions,

62
00:02:13,900 --> 00:02:14,400
quickly,

63
00:02:15,099 --> 00:02:17,659
it tends to be just us ourselves making

64
00:02:17,659 --> 00:02:18,479
these decisions.

65
00:02:19,340 --> 00:02:20,159
And administration

66
00:02:21,334 --> 00:02:23,435
is very much about relationships

67
00:02:23,735 --> 00:02:26,634
and it takes time to build processes. But

68
00:02:27,334 --> 00:02:28,770
you have to move forward, you have to

69
00:02:28,770 --> 00:02:30,050
constantly move forward and you have to know

70
00:02:30,050 --> 00:02:32,310
how to implement. But I think the key

71
00:02:32,610 --> 00:02:34,689
to any success that I have and which

72
00:02:34,689 --> 00:02:37,555
I think is very important for young CMOS

73
00:02:37,555 --> 00:02:39,495
or aspiring CMOS to be aware

74
00:02:39,955 --> 00:02:41,574
of is the value

75
00:02:41,955 --> 00:02:44,275
of the relationships throughout the hospital. And I

76
00:02:44,275 --> 00:02:45,014
don't mean

77
00:02:45,490 --> 00:02:47,750
just in the c suite. I mean the

78
00:02:47,969 --> 00:02:48,469
nursing,

79
00:02:48,930 --> 00:02:49,590
I mean

80
00:02:49,889 --> 00:02:50,389
therapists,

81
00:02:50,930 --> 00:02:51,909
nursing assistants,

82
00:02:52,675 --> 00:02:54,055
the people in the cafeteria,

83
00:02:54,995 --> 00:02:55,495
everywhere,

84
00:02:56,115 --> 00:02:58,215
you need to have relationships. And,

85
00:02:58,995 --> 00:03:00,215
that builds your

86
00:03:00,889 --> 00:03:01,550
your brand,

87
00:03:02,090 --> 00:03:04,009
that builds your sentence, what do people say

88
00:03:04,009 --> 00:03:05,069
when you're not there

89
00:03:05,370 --> 00:03:06,750
is critically important.

90
00:03:07,129 --> 00:03:08,509
And you want to be seen

91
00:03:08,854 --> 00:03:11,514
in the CMO role as someone who cares,

92
00:03:11,735 --> 00:03:13,674
who gets things done and who listens.

93
00:03:14,854 --> 00:03:17,914
So relationships is the foundation in my opinion

94
00:03:18,489 --> 00:03:20,409
of being a successful CMO. You have to

95
00:03:20,409 --> 00:03:22,009
have that piece and then you build off

96
00:03:22,009 --> 00:03:22,669
of that.

97
00:03:23,769 --> 00:03:26,305
Yeah. Absolutely. And I'm and kind of going

98
00:03:26,305 --> 00:03:29,185
off what you mentioned there as being someone

99
00:03:29,185 --> 00:03:31,584
who who gets things done and that being

100
00:03:31,584 --> 00:03:32,805
just such a core

101
00:03:33,379 --> 00:03:35,620
aspect of the role too. Can you share

102
00:03:35,620 --> 00:03:38,500
a bit about your most successful project or

103
00:03:38,500 --> 00:03:39,000
initiative

104
00:03:39,620 --> 00:03:40,840
from the last year

105
00:03:41,139 --> 00:03:41,639
including

106
00:03:42,215 --> 00:03:43,735
kind of what you did to get there

107
00:03:43,735 --> 00:03:45,514
and what some of the results were?

108
00:03:46,215 --> 00:03:48,294
Yeah. So, I mean, you know, just expanding

109
00:03:48,294 --> 00:03:49,275
off of relationships

110
00:03:49,574 --> 00:03:51,834
and and and patient centered care.

111
00:03:53,780 --> 00:03:55,620
We have when I first got here 14

112
00:03:55,620 --> 00:03:58,419
years ago, Wake Forest was one hospital in

113
00:03:58,419 --> 00:03:59,240
and of itself.

114
00:04:00,044 --> 00:04:02,064
Now we're 67. We're part

115
00:04:02,685 --> 00:04:04,944
of advocate health and a larger group. But

116
00:04:05,724 --> 00:04:07,025
we also have a market

117
00:04:07,560 --> 00:04:09,659
and by that I mean we have 4

118
00:04:10,040 --> 00:04:13,080
hospitals surrounding Wake Forest and that's kind of

119
00:04:13,080 --> 00:04:13,580
our

120
00:04:13,960 --> 00:04:16,995
core group that we interact with daily.

121
00:04:18,175 --> 00:04:18,675
And

122
00:04:19,134 --> 00:04:21,855
what we have really worked on is the

123
00:04:21,855 --> 00:04:24,415
proverbial systemness, how to work together as a

124
00:04:24,415 --> 00:04:24,915
system.

125
00:04:25,439 --> 00:04:26,899
And so that takes relationships

126
00:04:27,199 --> 00:04:28,959
and that takes working with each other and

127
00:04:28,959 --> 00:04:30,259
getting to know each other and

128
00:04:30,639 --> 00:04:33,839
driving out to our market hospitals, Wilkes, Davie,

129
00:04:33,839 --> 00:04:35,060
Lexington, High Point,

130
00:04:35,425 --> 00:04:36,965
establishing those relationships. And

131
00:04:37,585 --> 00:04:39,585
the benefit of that is that when you

132
00:04:39,585 --> 00:04:42,805
want to build a project, a system project,

133
00:04:43,319 --> 00:04:44,459
you have those relationships,

134
00:04:45,399 --> 00:04:47,419
it makes it that much easier. And so

135
00:04:47,560 --> 00:04:49,579
we have really been working on

136
00:04:50,279 --> 00:04:52,379
right patient, right place, right time.

137
00:04:52,954 --> 00:04:55,194
I helped build an operations center, patient flow

138
00:04:55,194 --> 00:04:57,454
operations center about 6, 7 years ago.

139
00:04:58,394 --> 00:05:00,555
That group has been expanding and doing a

140
00:05:00,555 --> 00:05:01,294
great job.

141
00:05:02,779 --> 00:05:03,600
But one of the

142
00:05:03,900 --> 00:05:04,879
things as with

143
00:05:05,259 --> 00:05:06,720
many hospitals out there,

144
00:05:07,819 --> 00:05:08,720
we're at capacity,

145
00:05:09,500 --> 00:05:11,305
more people want to see us,

146
00:05:12,745 --> 00:05:14,925
we're without good patient flow and throughput,

147
00:05:15,625 --> 00:05:16,365
ED boarding

148
00:05:16,824 --> 00:05:18,044
goes up, will increase.

149
00:05:18,789 --> 00:05:19,289
So

150
00:05:19,669 --> 00:05:20,569
we looked at

151
00:05:20,949 --> 00:05:22,009
what are the opportunities

152
00:05:22,709 --> 00:05:23,449
for patients

153
00:05:23,910 --> 00:05:26,154
in our emergency department at Wake, what are

154
00:05:26,154 --> 00:05:28,654
the opportunities for our inpatients at Wake

155
00:05:28,955 --> 00:05:31,055
to potentially go to our market hospitals.

156
00:05:31,834 --> 00:05:33,774
And if a patient is in their hometown

157
00:05:33,915 --> 00:05:34,415
of

158
00:05:35,189 --> 00:05:35,689
Lexington

159
00:05:36,470 --> 00:05:38,709
and they need a GI procedure that cannot

160
00:05:38,709 --> 00:05:39,930
be done in Lexington,

161
00:05:40,709 --> 00:05:41,529
how can we

162
00:05:42,185 --> 00:05:43,324
perform that procedure,

163
00:05:43,944 --> 00:05:46,205
at Wake and bring them back to their,

164
00:05:46,904 --> 00:05:47,725
home community

165
00:05:48,185 --> 00:05:50,205
if clinically appropriate. And so

166
00:05:51,360 --> 00:05:52,100
those moves

167
00:05:52,639 --> 00:05:55,139
are all for the greater good of maximizing

168
00:05:55,680 --> 00:05:58,399
our resources to help as many patients as

169
00:05:58,399 --> 00:05:59,060
we can.

170
00:06:00,134 --> 00:06:01,675
To do that took a lot of

171
00:06:02,214 --> 00:06:04,235
conversations and relationships with

172
00:06:04,774 --> 00:06:06,535
the leaders, the C suites of all 5

173
00:06:06,535 --> 00:06:07,435
of those hospitals.

174
00:06:08,529 --> 00:06:09,990
But we have

175
00:06:10,689 --> 00:06:11,189
really

176
00:06:11,889 --> 00:06:13,750
worked hard on this. And

177
00:06:14,529 --> 00:06:15,990
as an example, last

178
00:06:16,464 --> 00:06:18,324
month we had 52 patients

179
00:06:19,345 --> 00:06:20,324
that were transferred

180
00:06:20,785 --> 00:06:22,725
from Wake to one of our market hospitals

181
00:06:22,785 --> 00:06:23,285
to

182
00:06:23,699 --> 00:06:26,020
either continue their care or a round trip

183
00:06:26,020 --> 00:06:26,520
procedure.

184
00:06:27,300 --> 00:06:29,399
And those are patients that historically

185
00:06:30,180 --> 00:06:33,080
all 52 would have been admitted at Wake.

186
00:06:33,334 --> 00:06:33,834
And

187
00:06:35,014 --> 00:06:36,854
that's okay too, but when you have high

188
00:06:36,854 --> 00:06:38,634
capacity and you don't have

189
00:06:39,414 --> 00:06:41,819
the infinite bed space, you want to utilize

190
00:06:41,879 --> 00:06:42,779
all these tools

191
00:06:43,400 --> 00:06:45,960
to maximize what we do. And so couldn't

192
00:06:45,960 --> 00:06:47,720
be prouder of the new leadership in our

193
00:06:47,720 --> 00:06:50,764
patient flow and everyone working together getting on

194
00:06:50,764 --> 00:06:51,264
board

195
00:06:51,644 --> 00:06:52,144
to,

196
00:06:53,084 --> 00:06:55,245
like I said, really put patients in the

197
00:06:55,245 --> 00:06:56,064
right place

198
00:06:56,444 --> 00:06:57,584
at the right time.

199
00:06:58,180 --> 00:06:59,620
So that's what I'm that's what I'm really

200
00:06:59,620 --> 00:07:02,180
proud of, this year, was the great work

201
00:07:02,180 --> 00:07:03,000
of that team.

202
00:07:03,379 --> 00:07:05,540
Yeah. Doctor Summers, thanks for sharing that. And

203
00:07:05,540 --> 00:07:06,120
I think

204
00:07:06,425 --> 00:07:08,665
kind of the progress there and being able

205
00:07:08,665 --> 00:07:10,824
to actually do that and create some of

206
00:07:10,824 --> 00:07:11,564
that systemness

207
00:07:12,185 --> 00:07:14,584
that you mentioned with this effort to to

208
00:07:14,584 --> 00:07:15,564
transfer patients

209
00:07:16,040 --> 00:07:18,040
to those market hospitals really goes all back

210
00:07:18,040 --> 00:07:20,379
to what you were mentioning about those relationships

211
00:07:20,439 --> 00:07:22,779
and that's kind of where it all started.

212
00:07:23,214 --> 00:07:24,895
Just to give some context to you, I

213
00:07:24,895 --> 00:07:28,014
know you mentioned 52 patients transferred from Wake

214
00:07:28,014 --> 00:07:29,634
to one of the market hospitals,

215
00:07:30,175 --> 00:07:31,475
within the last month.

216
00:07:31,855 --> 00:07:34,160
So I know this is something that kind

217
00:07:34,160 --> 00:07:35,680
of got off the ground within the last

218
00:07:35,680 --> 00:07:38,000
year. So say like, going back a year,

219
00:07:38,000 --> 00:07:39,379
was that something that really

220
00:07:40,000 --> 00:07:42,595
wasn't happening? There really wasn't necessarily, like, a

221
00:07:42,595 --> 00:07:43,095
system

222
00:07:43,795 --> 00:07:45,014
process there yet?

223
00:07:45,795 --> 00:07:46,675
So it's it's,

224
00:07:47,475 --> 00:07:49,154
how to put it? 7 years ago, we

225
00:07:49,154 --> 00:07:51,335
started PatientFlow and we slowly built

226
00:07:51,860 --> 00:07:53,399
this over time. And so we

227
00:07:53,779 --> 00:07:56,740
the first step was strengthening the relationships and

228
00:07:56,740 --> 00:07:57,240
that

229
00:07:57,620 --> 00:07:59,939
was years ago that we got the relationships.

230
00:07:59,939 --> 00:08:00,339
And that

231
00:08:01,605 --> 00:08:03,764
to really get there so that you can

232
00:08:03,764 --> 00:08:05,225
build projects off of

233
00:08:05,605 --> 00:08:07,205
that, the system needs to know that we're

234
00:08:07,205 --> 00:08:08,264
part of a team. It's

235
00:08:08,970 --> 00:08:11,610
not Wilkes versus Wake or versus Lexington. We're

236
00:08:11,610 --> 00:08:13,949
all on the same team. We're working together.

237
00:08:14,810 --> 00:08:16,650
So we did the we started with the

238
00:08:16,650 --> 00:08:17,876
ED transfers, then we built the inpatient transfers.

239
00:08:17,876 --> 00:08:17,930
And really, in the last year, where we've

240
00:08:17,930 --> 00:08:18,410
had,

241
00:08:26,235 --> 00:08:29,379
the the additive component. But this is yes,

242
00:08:29,379 --> 00:08:31,460
this is not something that we built in

243
00:08:31,460 --> 00:08:33,860
9 months and we went from 0 to

244
00:08:33,860 --> 00:08:34,360
52.

245
00:08:34,965 --> 00:08:37,445
We've been steadily building this over time, but

246
00:08:37,445 --> 00:08:40,184
it's the round trippers have been

247
00:08:41,125 --> 00:08:43,509
that took time to build that and,

248
00:08:44,050 --> 00:08:44,950
it's complex.

249
00:08:45,570 --> 00:08:48,370
It takes many pieces to put that together.

250
00:08:48,370 --> 00:08:50,870
You've got transport, you've got collegiality

251
00:08:51,170 --> 00:08:52,230
between the teams

252
00:08:52,784 --> 00:08:56,384
coordinating all that. So really that piece is

253
00:08:56,384 --> 00:08:57,924
what we've built and grown

254
00:08:58,304 --> 00:09:00,304
in the last year, but it's all part

255
00:09:00,304 --> 00:09:01,125
of a greater

256
00:09:01,570 --> 00:09:02,790
project that we started

257
00:09:03,330 --> 00:09:05,410
when we broke ground 7 years ago opening

258
00:09:05,410 --> 00:09:06,629
the operations center.

259
00:09:07,250 --> 00:09:09,330
Yeah. Thanks, Doctor. Sonos. It's interesting to hear

260
00:09:09,330 --> 00:09:10,710
how it's really kind of

261
00:09:11,355 --> 00:09:13,274
piece by piece, like things to build off

262
00:09:13,274 --> 00:09:15,835
one another after having started with the ED

263
00:09:15,835 --> 00:09:16,335
transfers.

264
00:09:17,195 --> 00:09:19,929
Looking ahead here, what do you foresee as

265
00:09:19,929 --> 00:09:21,610
as the biggest challenge, or what are you

266
00:09:21,610 --> 00:09:21,929
really,

267
00:09:22,410 --> 00:09:25,529
expecting, bracing for over the next year? How

268
00:09:25,529 --> 00:09:26,350
are you preparing?

269
00:09:28,175 --> 00:09:30,434
Yeah. I think I think the biggest challenge,

270
00:09:30,815 --> 00:09:33,394
even though we have done some great things

271
00:09:33,455 --> 00:09:36,014
in patient flow and length of stay here,

272
00:09:36,014 --> 00:09:36,514
is

273
00:09:36,870 --> 00:09:38,170
build a challenge with

274
00:09:38,550 --> 00:09:40,570
meeting the needs of our patient population

275
00:09:41,269 --> 00:09:42,649
and obtaining staffing

276
00:09:43,029 --> 00:09:44,410
to help meet those needs.

277
00:09:44,865 --> 00:09:47,584
And so we need to continue to grow

278
00:09:47,584 --> 00:09:49,264
and build off of what we've done from

279
00:09:49,264 --> 00:09:50,164
a system perspective,

280
00:09:50,945 --> 00:09:52,084
talking about moving

281
00:09:52,559 --> 00:09:56,019
some of our specialties to our market hospitals,

282
00:09:56,480 --> 00:09:56,980
potentially

283
00:09:57,679 --> 00:09:58,419
some surgical

284
00:09:59,360 --> 00:10:01,620
specialties doing more in our

285
00:10:02,075 --> 00:10:05,115
in a High Point or a Lexington instead

286
00:10:05,115 --> 00:10:05,774
of Wake.

287
00:10:06,154 --> 00:10:06,815
We philosophically

288
00:10:08,554 --> 00:10:10,715
when I first came here Wake, everything comes

289
00:10:10,715 --> 00:10:12,500
to Wake, everything comes to wake and

290
00:10:12,879 --> 00:10:15,679
we absorb everything. But we really can't do

291
00:10:15,679 --> 00:10:16,899
that anymore. So

292
00:10:17,360 --> 00:10:19,919
we have to continue to think outside the

293
00:10:19,919 --> 00:10:20,419
box

294
00:10:20,855 --> 00:10:22,235
because the last thing we want

295
00:10:22,774 --> 00:10:23,674
is ED boarding.

296
00:10:24,134 --> 00:10:26,075
We don't want patients to

297
00:10:26,455 --> 00:10:28,695
that need to be admitted upstairs to sit

298
00:10:28,695 --> 00:10:30,075
in an emergency department,

299
00:10:30,389 --> 00:10:32,629
Not the best thing for them. We know

300
00:10:32,629 --> 00:10:34,889
the we know the studies, the morbidity, mortality

301
00:10:35,029 --> 00:10:35,529
increases.

302
00:10:36,070 --> 00:10:36,389
So,

303
00:10:37,029 --> 00:10:38,549
we still have work to do off of

304
00:10:38,549 --> 00:10:39,529
that. It's still

305
00:10:39,855 --> 00:10:41,954
a challenge. And and with our staffing,

306
00:10:42,574 --> 00:10:44,514
there have been, you know, since

307
00:10:44,815 --> 00:10:47,134
COVID and and during COVID, there have been

308
00:10:47,134 --> 00:10:48,595
staffing challenges. And we're

309
00:10:49,120 --> 00:10:50,820
steadily coming through that, but we

310
00:10:51,600 --> 00:10:52,980
need to continue to work

311
00:10:54,160 --> 00:10:57,134
on having appropriate staff to meet the needs

312
00:10:57,134 --> 00:10:58,815
of our our patients. That's what it's all

313
00:10:58,815 --> 00:10:59,315
about.

314
00:11:00,575 --> 00:11:01,475
Doctor Summers,

315
00:11:02,174 --> 00:11:03,315
building off that,

316
00:11:03,649 --> 00:11:05,730
can you talk about how you see the

317
00:11:05,730 --> 00:11:06,230
CMO

318
00:11:06,690 --> 00:11:07,590
role evolving

319
00:11:08,370 --> 00:11:10,769
over the next few years or maybe how

320
00:11:10,769 --> 00:11:13,455
the scope of work may grow or change?

321
00:11:14,475 --> 00:11:17,115
Yeah. You know, it's interesting. I I doing

322
00:11:17,115 --> 00:11:18,315
this a while, I have a lot of

323
00:11:18,315 --> 00:11:19,294
CMO colleagues

324
00:11:19,949 --> 00:11:22,750
out there and and, you know, each CMO

325
00:11:22,750 --> 00:11:24,129
job is a little bit different.

326
00:11:24,669 --> 00:11:25,169
But

327
00:11:25,789 --> 00:11:28,029
I can say for myself, I think there's

328
00:11:28,029 --> 00:11:28,769
2 areas

329
00:11:29,305 --> 00:11:31,485
where I can see the CMO role evolving.

330
00:11:31,945 --> 00:11:32,445
Number

331
00:11:32,985 --> 00:11:33,565
1, playing

332
00:11:34,024 --> 00:11:36,045
more of a role in leadership development

333
00:11:36,904 --> 00:11:37,565
and growing.

334
00:11:38,080 --> 00:11:40,399
We need to grow our new leaders. That's

335
00:11:40,399 --> 00:11:43,220
an initiative that we're very much focused on.

336
00:11:43,440 --> 00:11:44,259
I see

337
00:11:44,639 --> 00:11:46,100
CMOs have such a pulse

338
00:11:47,404 --> 00:11:49,184
on really the entire hospital

339
00:11:49,644 --> 00:11:50,144
from

340
00:11:50,845 --> 00:11:54,205
the floors to medical staff to peer review

341
00:11:54,205 --> 00:11:54,865
to credentialing

342
00:11:55,659 --> 00:11:55,899
that,

343
00:11:56,940 --> 00:11:58,720
I can't help but think that

344
00:11:59,100 --> 00:12:01,360
they will play more of a role in

345
00:12:01,659 --> 00:12:04,214
the financial aspects of the institution,

346
00:12:04,595 --> 00:12:05,654
establishing budgets,

347
00:12:06,274 --> 00:12:06,774
controlling

348
00:12:07,554 --> 00:12:08,054
departments

349
00:12:08,514 --> 00:12:10,754
and working through those finances. I think that's

350
00:12:10,754 --> 00:12:11,894
a natural transition.

351
00:12:12,519 --> 00:12:14,220
And for that reason,

352
00:12:15,320 --> 00:12:16,059
I really,

353
00:12:16,919 --> 00:12:17,580
I didn't

354
00:12:18,600 --> 00:12:19,580
6 years ago,

355
00:12:19,914 --> 00:12:21,835
somebody asked me if I needed an MBA

356
00:12:21,835 --> 00:12:24,315
and I said, I'm not sure, maybe, maybe

357
00:12:24,315 --> 00:12:24,815
not.

358
00:12:25,434 --> 00:12:27,855
Now I think you do in this position,

359
00:12:28,394 --> 00:12:29,455
because I think

360
00:12:30,139 --> 00:12:32,139
we're going to get to the point of

361
00:12:32,139 --> 00:12:32,639
more

362
00:12:33,500 --> 00:12:34,000
responsibility

363
00:12:34,860 --> 00:12:37,019
from a, like I said, from a financial

364
00:12:37,019 --> 00:12:38,639
standpoint. I just see that

365
00:12:38,995 --> 00:12:39,894
as a natural

366
00:12:40,195 --> 00:12:41,894
evolving aspect of this.

367
00:12:42,195 --> 00:12:44,514
Some CMOs already do that. We don't do

368
00:12:44,514 --> 00:12:46,830
that as much here, but I but that

369
00:12:46,830 --> 00:12:48,529
would be something I see for the future.

370
00:12:49,790 --> 00:12:52,670
Doctor Summers, thank you so so much for

371
00:12:52,670 --> 00:12:55,090
talking with us today. Learned a lot about,

372
00:12:55,715 --> 00:12:57,495
it was great to hear about the improvements

373
00:12:57,794 --> 00:12:58,674
made there with,

374
00:12:59,154 --> 00:13:00,294
patient flow and

375
00:13:00,754 --> 00:13:03,009
being able to work more closely with with

376
00:13:03,009 --> 00:13:05,009
market colleagues to to reduce some of the

377
00:13:05,009 --> 00:13:05,830
ED boarding

378
00:13:06,210 --> 00:13:09,009
issues and capacity challenges that we see so

379
00:13:09,009 --> 00:13:09,990
many hospitals

380
00:13:10,644 --> 00:13:12,325
continue to deal with and and try to

381
00:13:12,325 --> 00:13:15,044
wrap their arms around. So so appreciate your

382
00:13:15,044 --> 00:13:15,445
time,

383
00:13:16,164 --> 00:13:17,225
and for listeners

384
00:13:17,524 --> 00:13:20,169
to tune in to additional episodes of the

385
00:13:20,250 --> 00:13:20,750
podcast,

386
00:13:21,370 --> 00:13:23,870
please visit the podcast page on our website

387
00:13:23,929 --> 00:13:24,669
at beckershospitalreview.com.

388
00:13:26,730 --> 00:13:27,629
Thanks all.