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Hi, everyone. Thank you so much for tuning

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in to the Becker's Healthcare Podcast.

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I'm Erica Carbajal.

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And today, we're excited to be joined by

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doctor Mark Mosley, president of USF Tampa General

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Physicians.

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Doctor Mosley, welcome to the podcast. Thanks so

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much for taking the time to be on.

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Yes. Thank you so much for having me.

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Delighted to be here.

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Absolutely. Well, to get us started, do you

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mind just sharing a bit about your current

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role and your background and how you got

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there?

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Sure.

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I'm happy to. So I am president of

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USF Tampa General Physicians. So

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we're a managed service and physician practice,

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that oversees the physicians of Tampa General Hospital

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and the University of South Florida Morsani College

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of Medicine. So we're an academic practice of

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almost a thousand well, over a 1050 providers,

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physicians, and advanced practice providers.

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I hold a few other roles. I'm an

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executive vice president in the TGH health system,

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and I'm vice dean for clinical affairs in

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the Morsani College of Medicine at the University

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of South Florida. So,

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I'm an emergency physician by training and background.

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I went to the Ohio State University for

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medical school and graduate school,

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did my training in emergency medicine at a

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place called Christianicare Health System in Wilmington, Delaware,

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and then was an academic faculty member and

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leader

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at Ohio State for almost 12 years before

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being recruited here in 2017

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to to start as the chief medical officer

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at USF. And then I've had a delightful

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journey as the systems continued to grow. I've

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been able to grow with it, which has

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been, really wonderful.

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Thanks for walking us through your background there.

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I think

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wide oversight there. As you mentioned, overseeing over

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a 1050,

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physicians and advanced practice providers. So within that,

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can you share a little bit about

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thinking back over the past year, your most

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successful project or initiative

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at Tampa General?

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What did you do, and what were the

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results?

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Sure. There's there's so many things in many

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ways. We're we're a bit of a a

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a start up.

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We have these two wonderful parent companies in

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TGH and the University of South Florida, and

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we're carving out this space in between. So

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we're we're fortunate that we have a lot

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of parental,

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oversight and approval, but we're we're also

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defining

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the physician practice in the future. And

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I think one of the most meaningful things

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that we've been able to do

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is to

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ask some important questions about how we scale

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infrastructure

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in our practice assets for the future.

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So much of the ambulatory world of healthcare

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has been a bit of the Wild West

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compared to the inpatient setting.

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The inpatient setting for

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decades has been focused on rigor around operations

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and bed placement

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and

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quality and

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other really

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high data

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and sophistication

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around those topics,

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the ambulatory setting really hasn't been that.

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And so

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what I've really enjoyed over the last

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few years is bringing

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insights from the inpatient setting

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to the outpatient setting. Let me give you

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an example. So at any given time, if

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you ask a physician executive like me how

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many of your exam rooms in your ambulatory

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office buildings are full,

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most of us wouldn't be able to answer

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that question.

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But if you ask a hospital chief operating

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officer

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how many beds are full in your hospital

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at any given time, they could ask answer

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that question with exact precision. So we're looking

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at how can we do that in the

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the so we can better manage our capacity?

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Just like in the inpatient setting of the

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hospital

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where those beds are a precious resource, our

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exam rooms in the ambulatory setting are a

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precious scarce resource that we need to manage

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effectively.

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So why is that?

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We need to manage it because

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we don't have unlimited capital to go out

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and buy a new building. We don't have

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operational

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funds to lease additional space. We need to

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be operationally efficient and effective

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in the space that we're in. So

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we have some partners that we're working with

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that are trying to do that. We took

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500 rooms

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in our largest clinic buildings, and we're trying

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to run it much more like the inpatient

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setting of the hospital with some analogies to

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the operating room. We want our physicians and

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providers to achieve a high level of room

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utilization,

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and we're gonna try and help them to

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the best of our ability do that.

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If they can't meet that room utilization goal

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with our support and aid, we have to

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look at how we can reallocate those resources.

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Because, again, we we have to be accountable

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stewards of the resources that we're given. And,

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of course, that's a partnership. So what I've

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really enjoyed about that, in addition to just

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it's innovative, it's a chance

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to do something differently and to take from

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a part of medicine that we've done very

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well

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in recent years in the inpatient setting of

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the hospital and put it in the outpatient

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setting. It's just been the partnership with our

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physicians, our providers, and our staff. I I

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think that's been the real fun part just

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to see the the light bulb or the

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moment to say, hey. At any given time,

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we know we have this unused capacity. Let's

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go

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Yeah. You raise a fascinating point there that

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we truthfully don't hear

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as much about just in terms of really

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taking

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factors of how well,

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tightly managed and well known certain things are

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on the inpatient setting and really bringing that,

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integrating it into the outpatient setting.

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Doctor Mosley, as you've gotten working on this

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and it's kind of become a larger priority,

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how physicians,

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like, really responded there? Have they been engaged

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in that and and and ready to take

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on that that challenge and understanding the why

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there?

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Yeah. It's a it's a good question. I

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think

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change management is hard,

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wherever we are, and, you know, we're all

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guilty, I think, as leaders and in in

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as big systems of sometimes

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splitting rather than lumping. And I think what

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we have to do is connect

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our initiatives to a sense of why are

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we doing it, how does it connect to

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our shared purpose, our vision, our values,

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Why are we doing this, and what are

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the reasons that you should care about it?

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And let's have that discussion fundamentally before we

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talk about the particulars.

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I find when I do that and I

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talk to our physicians, our providers, and our

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staff

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about

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why

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we're doing things and what's the why behind

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it and how it impacts patients,

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how it impacts them,

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I I find that it's a it's a

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more productive discussion. It's an easier starting place.

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And then, hopefully, we can tie that to

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some of our strategic initiatives. All of us

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have key performance indicators,

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organizational action pillars.

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You know, you can call them different things,

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but we're all trying to be efficient and

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effective in what we do.

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And I think if we can tie that

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to the sense of why and say we're

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doing this because we also really want to

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achieve our strategic goals, which hopefully,

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in an academic health system, are linked to

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our mission of serving patients and to the

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community.

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I find when I do that, and I'm,

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you know, I'm not always effective like everybody

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is in in doing that. But when I

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am effective in doing that, I think those

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discussions go really well because change is hard,

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and there's a lot of it. Yeah. I

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think some great points there just around

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tying it back to efficiency and effectiveness, but

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also the mission and the why of of

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serving more patients and making sure we have

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as much access as as possible,

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doing what we can to provide that.

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Well, doctor Mosley, looking ahead, what do you

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see as really the biggest challenge, or what

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are you really bracing for, expecting to face

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in the next year or so, and how

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are you preparing?

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So

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I was recently,

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asked to be on a panel where we

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where we answer some of these similar questions,

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and I I think

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there there's so much coming at us in

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health care right now, so many challenges. I

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I think if you think back to COVID

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and coming out of COVID with a great

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resignation,

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we realized how vulnerable we were from a

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workforce perspective.

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So, I think like most organizations,

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you know, we have

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been thoughtful or at least tried to be

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thoughtful of how how we approach that. There's,

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of course, recruitment and retention of, you know,

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world class staff and physicians and providers.

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But but how do we invest in them?

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How do we upscale them appropriately?

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How do we deal with the fact that

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we may have

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staffing shortages in perpetuity in health care because

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there just aren't enough people going into

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particular areas. An example might be revenue cycle

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on the physician practice side.

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Right? You you don't go to college to

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be

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a revenue cycle specialist.

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There's there's no degree for that.

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Right? So how do we take somebody that

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comes into our organization that has the good

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raw skills, that has the connection to our

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mission, vision, and values, wants to have a

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sense of purpose and meaning in what they

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do,

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understands that the work that we do matters,

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how do we take that good substrate,

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and how do we skill them appropriately?

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So that skilling is, you know, people skills,

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leadership skills,

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enhanced

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roles and responsibilities, but it's also the application

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of technology.

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We need technology to be a force multiplier.

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How do we do that?

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You know, if you think about checking into

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a doctor's office

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or scheduling a doctor's appointment,

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we're not particularly innovative in that.

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And if you think back to, you know,

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40 or 50 years ago, my my father-in-law

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graduated from medical school in 1957.

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And when you checked into his office in

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the late 19 fifties, early sixties,

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checking into an office is not a whole

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lot different today. There may be some technological

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enablement to it, but we have to get

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better at that.

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Right? We have to help be and and

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it's not just being more consumer focused for

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for patients that are tech savvy and want

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to have multiple ways in how they interface

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with us. It's helping our staff,

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deal with their new realities.

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I think all of us are trying to

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keep up with the the monumental change that

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we're seeing in the health care marketplace and

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the demand for patients,

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you know, the access challenges, the staffing challenges,

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those are all across the country. That's not

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unique to any particular system or area.

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But I think what we're gonna be focused

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on in the next year is really investing

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in our people.

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Right? How can we invest in our people?

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How can we

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give them

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that connection to the purpose that's so meaningful,

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that they wanna stay, they wanna invest in

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our what we're doing,

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right, for the betterment of our patients in

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our community.

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And there was a great study that was

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recently published by Deloitte that looked at, Gen

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z's

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and millennials

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in how they're changing the multigenerational

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workspace.

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And one of the key things and takeaways

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from that article was

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it's really incumbent on us as leaders to

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connect people to a sense of purpose.

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I'm not there to just hit a button

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in the electronic medical record. I'm here to

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help take care of patients.

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And what I'm doing in the electronic medical

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record

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is a part of our high reliability

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practice that delivers world class outcomes, which is

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good for patients and good for the community.

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Right? I think we have to do a

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better job of telling stories about how we're

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connecting those things. So for us and what

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I see in the future in this coming

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year, it's really investing in our people. It's

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investing in appropriate technologies, using that technology,

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as I mentioned before, to be a false

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force multiplier,

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to be innovative in the ways that we

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do things,

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and hopefully

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be more efficient and effective so that we

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can better achieve our mission and

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service to the community.

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Yeah. Doctor Mosley, I think a lot of

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what you said just parallels to or speaks

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to the reality that we hear from a

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lot of leaders of that, you know, staffing

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shortages are are here to stay and staffing

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will always

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be a priority.

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But as you mentioned, how do we integrate

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technology

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and get people to see that investing in

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tech

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is part of investing and supporting staff for

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the foreseeable future and really getting everyone to

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understand,

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the why there and how it can support

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efficiency,

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throughout the organization.

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Mhmm. Mhmm. Well said.

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Doctor Mosley, next here. How do you see

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obviously, physician

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c suite leaders are have a broad scope

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of responsibility,

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depending on

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what area of an organization they work in

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or the size of the system or hospital.

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But generally or broadly speaking, how do you

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see

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physician c suite roles evolving in the coming

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years?

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Yeah. So that's such a great question because

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it it might lead me to say something

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that there's some hack for the future

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that would allow us to be more successful

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than we've been in the past.

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I tend to be

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somebody that looks to the past

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to say what's always been true.

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The author, Morgan Housel, has a book called

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Same as Ever, where he talks about this

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concept. And just sort of learning the things

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that have always been true might help us

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worry less about the future. So for me,

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and for as a physician executive and what

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I encourage our leaders to focus on is

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what's always been true about leadership. Leadership's always

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been hard. Right? It's always challenging.

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We're always gonna have things that are uncertain

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or ambiguous,

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but there's ways that we can deal with

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that complexity.

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We can manage it

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through sound blocking and tackling,

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excellent communication.

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Right? How do we how do we deal

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with challenges with

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physician alignment and engagement?

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I've always found that communicating very clearly, effectively,

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and consistently with people

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really is helpful. Because if I behave erratically

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as a leader, it's really hard to trust

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me. And I think, ultimately, it comes down

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to that.

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You know, as a leader, we're trying to

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build trust with the people that we work

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with. We're trying to build trust with our

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physician colleagues, our our provider colleagues, and our

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and our team members. And in order to

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do that, you have to be visible, you

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have to communicate clearly,

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you know, things like town hall meetings, answer