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You're at the Hyatt Regency Chicago 2 00:00:03,439 --> 00:00:06,000 immersed in insightful discussions with the health care 3 00:00:06,000 --> 00:00:07,459 industry's top leaders. 4 00:00:07,854 --> 00:00:10,594 Welcome to Becker's 12th annual CEO 5 00:00:10,974 --> 00:00:14,834 and CFO roundtable from November 11th to 14th, 6 00:00:14,974 --> 00:00:15,474 2024. 7 00:00:16,289 --> 00:00:19,349 Picture yourself networking with over a 1000 executive 8 00:00:19,410 --> 00:00:20,309 level attendees, 9 00:00:20,689 --> 00:00:23,829 collecting business cards, and forging valuable connections. 10 00:00:24,295 --> 00:00:26,695 Feel the excitement as you engage in 4 11 00:00:26,695 --> 00:00:28,795 days of sessions featuring 400 12 00:00:29,175 --> 00:00:30,954 elite health system speakers. 13 00:00:31,429 --> 00:00:34,969 Envision yourself diving deep into critical topics like 14 00:00:35,030 --> 00:00:37,450 rural health care, digital transformation, 15 00:00:38,070 --> 00:00:40,409 health equity, and c suite diversity. 16 00:00:41,335 --> 00:00:44,715 Now imagine being inspired by our celebrity keynotes, 17 00:00:45,174 --> 00:00:48,215 pro football hall of famers Troy Aikman and 18 00:00:48,215 --> 00:00:52,079 Emmett Smith, 43rd president George w Bush, and 19 00:00:52,079 --> 00:00:55,439 author and journalist Jenna Bush Hager. 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Thanks so much for tuning in 27 00:01:17,484 --> 00:01:20,045 to this episode of the Becker's Health Care 28 00:01:20,045 --> 00:01:20,545 Podcast. 29 00:01:20,924 --> 00:01:22,145 I'm Erica Carbajal. 30 00:01:22,469 --> 00:01:24,629 For this one, we're excited to be joined 31 00:01:24,629 --> 00:01:25,849 by Jason Raybard, 32 00:01:26,310 --> 00:01:29,769 executive administrator of UChicago Medicine and Biological 33 00:01:30,069 --> 00:01:30,569 Sciences. 34 00:01:31,395 --> 00:01:33,555 Jason, welcome to the podcast. Thank you so 35 00:01:33,555 --> 00:01:34,694 much for being on. 36 00:01:35,075 --> 00:01:36,375 Thank you for having me. 37 00:01:36,995 --> 00:01:38,979 Yeah. To start off, do you mind just 38 00:01:38,979 --> 00:01:41,459 sharing a bit more about your current role, 39 00:01:41,459 --> 00:01:43,299 your organization, and then a little bit how 40 00:01:43,299 --> 00:01:44,599 you got there on the background? 41 00:01:45,674 --> 00:01:47,835 Sure. Yeah. I'll give you the Reader's Digest 42 00:01:47,835 --> 00:01:50,795 version. So, Jason Raebard. I am currently the 43 00:01:50,795 --> 00:01:51,775 Executive Administrator 44 00:01:52,395 --> 00:01:54,870 over the Department of Ophthalmology at the University 45 00:01:54,870 --> 00:01:55,530 of Chicago. 46 00:01:55,909 --> 00:01:58,310 I've been here now about two and a 47 00:01:58,310 --> 00:02:00,069 half years at this point. It's been a 48 00:02:00,069 --> 00:02:03,209 wonderful experience. The University of Chicago is a 49 00:02:03,704 --> 00:02:05,644 phenomenal academic medical center. 50 00:02:06,024 --> 00:02:09,004 They do terrific research. They provide a terrific 51 00:02:09,064 --> 00:02:09,564 education 52 00:02:10,025 --> 00:02:10,764 and also 53 00:02:11,144 --> 00:02:13,830 providing a variety of different clinical services. Mine 54 00:02:13,830 --> 00:02:14,969 in particular is ophthalmology. 55 00:02:16,469 --> 00:02:19,129 I myself have been in healthcare now 56 00:02:20,014 --> 00:02:21,474 over 21 years. 57 00:02:22,735 --> 00:02:25,454 Most of that 19 years at the beginning 58 00:02:25,454 --> 00:02:26,834 or 18.5 thereabouts, 59 00:02:27,379 --> 00:02:30,120 I was serving as either a practice manager 60 00:02:30,340 --> 00:02:32,199 or a operations director 61 00:02:33,060 --> 00:02:35,540 or some kind of administrative coordinator and usually 62 00:02:35,540 --> 00:02:38,144 it was multi specialty settings. This is actually 63 00:02:38,144 --> 00:02:38,884 my first 64 00:02:39,425 --> 00:02:40,245 single specialty 65 00:02:40,784 --> 00:02:41,284 endeavor 66 00:02:41,985 --> 00:02:42,485 and 67 00:02:42,944 --> 00:02:44,485 I enjoyed healthcare operations. 68 00:02:44,800 --> 00:02:47,060 This role is a bit more strategic 69 00:02:47,439 --> 00:02:49,599 and focused, a little bit more focused on 70 00:02:49,599 --> 00:02:50,099 business 71 00:02:51,199 --> 00:02:53,564 strategy. So, I'm enjoying that. I love the 72 00:02:53,564 --> 00:02:55,884 operations. I love my operations people and I 73 00:02:55,884 --> 00:02:57,485 don't think I'll ever be able to remove 74 00:02:57,485 --> 00:02:58,944 fully my operations cap. 75 00:02:59,324 --> 00:03:01,245 But it has been fun to be able 76 00:03:01,245 --> 00:03:03,379 to do some different things as far as 77 00:03:03,379 --> 00:03:05,379 the other parts of healthcare. So, that's just 78 00:03:05,379 --> 00:03:06,520 a little bit about myself. 79 00:03:08,099 --> 00:03:09,719 Yeah. Absolutely. Such a rich 80 00:03:17,919 --> 00:03:19,539 or initiative from the last 81 00:03:20,000 --> 00:03:21,919 year, including what you did and what the 82 00:03:21,919 --> 00:03:23,919 results were? I know you said you've been 83 00:03:23,919 --> 00:03:26,159 more focused on the business and strategy side, 84 00:03:26,159 --> 00:03:28,384 so maybe something on that front. 85 00:03:29,405 --> 00:03:31,724 Sure. Sure. Yeah. We've had a couple of 86 00:03:31,724 --> 00:03:32,224 different 87 00:03:32,525 --> 00:03:34,305 I wouldn't say there's just one. 88 00:03:34,770 --> 00:03:37,409 But as far as the strategy goes or 89 00:03:37,409 --> 00:03:39,189 we're focusing more on the business, 90 00:03:39,490 --> 00:03:41,430 I think we've done a really good job 91 00:03:41,490 --> 00:03:41,990 of 92 00:03:42,635 --> 00:03:44,014 recruiting and expanding 93 00:03:44,395 --> 00:03:45,915 at a time when we'll talk about this 94 00:03:45,915 --> 00:03:48,014 a little bit later when there are shortages 95 00:03:48,155 --> 00:03:48,814 of physicians, 96 00:03:49,569 --> 00:03:52,389 not just in ophthalmology but throughout the country 97 00:03:52,449 --> 00:03:53,349 and in all different 98 00:03:54,129 --> 00:03:56,974 aspects whether primary care or specialty care. I 99 00:03:56,974 --> 00:03:58,895 think we've really done a good job of 100 00:03:58,895 --> 00:03:59,875 being able to, 101 00:04:00,495 --> 00:04:03,155 when we've had physicians leave or retire, 102 00:04:03,534 --> 00:04:05,555 not only be able to replace them timely 103 00:04:05,615 --> 00:04:06,115 but 104 00:04:06,610 --> 00:04:08,230 replacing them with really good quality people 105 00:04:08,689 --> 00:04:11,490 and developing our 3 to 5 year strategic 106 00:04:11,490 --> 00:04:12,629 plan for hiring, 107 00:04:13,250 --> 00:04:16,605 developing a strategic plan to identify other markets 108 00:04:16,605 --> 00:04:18,305 that we plan on going into. 109 00:04:18,685 --> 00:04:21,884 I think that's been a successful endeavor. And 110 00:04:21,884 --> 00:04:23,024 to put it on perspective, 111 00:04:24,110 --> 00:04:27,230 relatively speaking, my current Chair, Doctor. Harry Prasad, 112 00:04:27,230 --> 00:04:28,629 has only been in his role for about 113 00:04:28,629 --> 00:04:30,689 a year. So, we've only had 114 00:04:36,985 --> 00:04:37,485 initiatives 115 00:04:38,899 --> 00:04:40,660 even though we both have been around longer 116 00:04:40,660 --> 00:04:42,579 than that in this institution, he was in 117 00:04:42,579 --> 00:04:43,800 an interim role prior. 118 00:04:44,419 --> 00:04:46,919 There are some other things offshoots 119 00:04:47,254 --> 00:04:49,595 related to that as far as initiatives, projects 120 00:04:50,055 --> 00:04:51,754 that went well. And I think 121 00:04:52,375 --> 00:04:53,275 all of them 122 00:04:54,110 --> 00:04:56,689 whether we're talking about our development of our 123 00:04:57,069 --> 00:04:58,529 first faculty handbook, 124 00:04:59,470 --> 00:05:00,529 which is a comprehensive 125 00:05:00,990 --> 00:05:03,914 30 plus page document that gives us different 126 00:05:03,914 --> 00:05:06,875 operational and strategic procedures and explains to both 127 00:05:06,875 --> 00:05:08,414 existing and new faculty and 128 00:05:09,115 --> 00:05:11,209 staff of who does what and why, 129 00:05:12,389 --> 00:05:12,889 we 130 00:05:13,829 --> 00:05:15,689 we also have been able to 131 00:05:16,310 --> 00:05:18,889 keep our employee engagement scores high. 132 00:05:19,454 --> 00:05:21,154 So even though we've gone through 133 00:05:21,855 --> 00:05:23,314 a good leadership transition, 134 00:05:24,095 --> 00:05:26,230 even though with myself and and my chair, 135 00:05:26,710 --> 00:05:28,410 we still have been able to keep engagement 136 00:05:28,550 --> 00:05:31,370 scores, at least within our department, high. 137 00:05:31,830 --> 00:05:33,430 And a lot of that has to do 138 00:05:33,430 --> 00:05:34,324 with just 139 00:05:34,725 --> 00:05:35,225 having 140 00:05:35,605 --> 00:05:38,805 open conversations about virtually anything, just being easy 141 00:05:38,805 --> 00:05:40,264 to talk to, being transparent, 142 00:05:40,884 --> 00:05:43,139 listening. I think listening is very critical. 143 00:05:44,660 --> 00:05:46,340 When we go back to the first project 144 00:05:46,340 --> 00:05:48,280 I talked about when you're developing our strategic 145 00:05:48,340 --> 00:05:49,639 3 to 5 year plan, 146 00:05:50,514 --> 00:05:52,214 I walked into this role. 147 00:05:53,074 --> 00:05:53,975 I didn't necessarily 148 00:05:54,834 --> 00:05:56,935 have complete knowledge of the department 149 00:05:57,314 --> 00:05:59,235 nor the market per se, at least in 150 00:05:59,235 --> 00:05:59,735 ophthalmology, 151 00:06:00,589 --> 00:06:02,750 but you ask questions. You ask questions of 152 00:06:02,750 --> 00:06:04,589 people in your industry. You ask questions of 153 00:06:04,589 --> 00:06:05,889 the people that you work with. 154 00:06:06,349 --> 00:06:07,169 You're humble, 155 00:06:07,504 --> 00:06:09,745 and you learn and then you can sprinkle 156 00:06:09,745 --> 00:06:12,225 in your own expertise and thoughts and meld 157 00:06:12,225 --> 00:06:13,584 that together to come up with, in this 158 00:06:13,584 --> 00:06:15,685 case, a 3 to 5 year strategic plan. 159 00:06:16,860 --> 00:06:18,540 I think that's really critical to be able 160 00:06:18,540 --> 00:06:20,300 to do those sorts of things. There is 161 00:06:20,300 --> 00:06:21,580 one other thing I do want to mention 162 00:06:21,580 --> 00:06:23,199 and I think this is more of institutional 163 00:06:23,259 --> 00:06:25,574 wide. The university just went through a transition 164 00:06:25,574 --> 00:06:27,274 of updating its financial system. 165 00:06:27,814 --> 00:06:29,894 We're using an Oracle system. And I think 166 00:06:29,894 --> 00:06:30,394 everyone, 167 00:06:30,694 --> 00:06:32,579 not just within my department, but all the 168 00:06:32,659 --> 00:06:34,199 departments have done a fantastic job 169 00:06:35,379 --> 00:06:35,959 of converting 170 00:06:36,659 --> 00:06:39,139 from an existing system to new. And for 171 00:06:39,139 --> 00:06:40,975 those of you who are listening who have 172 00:06:40,975 --> 00:06:43,775 ever changed financial systems, changed electronic medical record 173 00:06:43,775 --> 00:06:45,935 systems, whether it was 15 years ago from 174 00:06:45,935 --> 00:06:47,955 paper to electronic or electronic to electronic, 175 00:06:48,310 --> 00:06:50,229 those changes are not easy. But if you 176 00:06:50,229 --> 00:06:51,129 have a plan 177 00:06:51,509 --> 00:06:52,410 and you're transparent 178 00:06:52,949 --> 00:06:55,189 and I even had a team meeting today 179 00:06:55,189 --> 00:06:56,454 and we were talking about some of the 180 00:06:56,454 --> 00:06:58,454 hiccups that we faced and we just said, 181 00:06:58,454 --> 00:07:00,454 okay, let's have a pause. Let's see what 182 00:07:00,454 --> 00:07:01,574 I can do to support you as a 183 00:07:01,574 --> 00:07:02,074 leader. 184 00:07:02,535 --> 00:07:04,314 And, alright, let's make some tweaks, 185 00:07:04,959 --> 00:07:06,800 you know, talk to everyone openly about what 186 00:07:06,800 --> 00:07:08,240 they're seeing and what they're dealing with and 187 00:07:08,240 --> 00:07:09,139 how they're feeling, 188 00:07:09,759 --> 00:07:10,259 it's 189 00:07:11,439 --> 00:07:13,745 it's easy to get good results and success 190 00:07:13,904 --> 00:07:15,665 out of that. It's easy to then at 191 00:07:15,665 --> 00:07:18,165 that point see the engagement scores go up. 192 00:07:18,544 --> 00:07:20,324 I think that's part of the recipe 193 00:07:20,704 --> 00:07:22,785 for me is just being honest, transparent and 194 00:07:22,785 --> 00:07:24,870 open. That's how a lot of these initiatives 195 00:07:24,930 --> 00:07:26,550 were able to be successful. 196 00:07:28,930 --> 00:07:31,170 Yeah. It sounds like really I think what 197 00:07:31,170 --> 00:07:32,550 you said there just highlights 198 00:07:32,930 --> 00:07:33,430 how 199 00:07:33,845 --> 00:07:36,824 knowing what you know and being open about 200 00:07:37,044 --> 00:07:38,904 not knowing what you don't know and transparent 201 00:07:38,964 --> 00:07:41,285 with with your teams, how far that that 202 00:07:41,285 --> 00:07:44,310 can really go in making progress on really 203 00:07:44,310 --> 00:07:47,290 strategic goals and all the different areas. 204 00:07:47,670 --> 00:07:49,990 With the 3 to 5 year strategic plan 205 00:07:49,990 --> 00:07:52,009 that you that you mentioned on hiring, 206 00:07:52,625 --> 00:07:54,645 Can you speak to, like, what the collaboration 207 00:07:54,865 --> 00:07:56,785 looks like? Or who are the other core 208 00:07:56,785 --> 00:07:58,705 leaders that that were involved or that you're 209 00:07:58,705 --> 00:08:00,004 working with on that plan? 210 00:08:00,939 --> 00:08:02,860 Sure. I mean, it it it's it's a 211 00:08:02,860 --> 00:08:03,920 variety of folks, 212 00:08:04,300 --> 00:08:06,699 and it depends if we're talking about expanding 213 00:08:06,699 --> 00:08:08,460 here at our main campus or looking at 214 00:08:08,460 --> 00:08:10,000 off sites. But you have, 215 00:08:10,775 --> 00:08:13,975 our strategy team. Mark Helms is the Executive 216 00:08:13,975 --> 00:08:16,555 Director of Strategy. He does a fantastic job. 217 00:08:17,335 --> 00:08:19,980 It's starting with him. The prior Executive 218 00:08:20,860 --> 00:08:21,360 administrator, 219 00:08:21,819 --> 00:08:22,480 to me, 220 00:08:23,020 --> 00:08:25,259 shared with me the documents that had been 221 00:08:25,259 --> 00:08:27,580 carried over from the prior strategic plan. So, 222 00:08:27,580 --> 00:08:29,954 looking at that, reviewing it with Mark and 223 00:08:29,954 --> 00:08:31,574 his team, doing some analysis 224 00:08:32,115 --> 00:08:33,654 through SG2 and, 225 00:08:34,274 --> 00:08:35,095 you know, frankly, 226 00:08:36,000 --> 00:08:38,740 talking to the staff, whether it's the Director, 227 00:08:38,800 --> 00:08:41,620 whether it's the Nurse Manager getting their opinions, 228 00:08:41,759 --> 00:08:44,080 whether it's data driven based on reports that 229 00:08:44,080 --> 00:08:44,820 they're seeing, 230 00:08:45,445 --> 00:08:45,945 Maybe 231 00:08:46,644 --> 00:08:48,164 it's how long it takes for someone to 232 00:08:48,164 --> 00:08:49,924 get into clinic or how many new patients 233 00:08:49,924 --> 00:08:51,684 we can actually get in within 14 days. 234 00:08:51,684 --> 00:08:52,345 We have 235 00:08:52,740 --> 00:08:54,259 Tableau is the system that we use for 236 00:08:54,259 --> 00:08:56,120 a lot of our analytics in the ambulatory 237 00:08:56,259 --> 00:08:58,980 world. And using that is very helpful to 238 00:08:58,980 --> 00:09:00,819 kind of determine where you're at, at least, 239 00:09:00,819 --> 00:09:01,319 from 240 00:09:02,254 --> 00:09:02,754 perspective. 241 00:09:03,134 --> 00:09:04,495 So, being able to talk to the people 242 00:09:04,495 --> 00:09:05,554 on the ground that 243 00:09:06,095 --> 00:09:07,955 in the roles that I was in before 244 00:09:08,254 --> 00:09:09,774 and engaging them because I can't tell you 245 00:09:09,774 --> 00:09:11,039 the number of times that I have not 246 00:09:11,039 --> 00:09:13,460 been included when I was a manager or 247 00:09:13,600 --> 00:09:16,559 director. And you may be seeing something different 248 00:09:16,559 --> 00:09:18,879 than the executive and the executive never engages 249 00:09:18,879 --> 00:09:20,914 you. I've always said when I get into 250 00:09:20,914 --> 00:09:22,835 one of these executive roles, I'm never going 251 00:09:22,835 --> 00:09:24,434 to do that and I don't. So, you're 252 00:09:24,434 --> 00:09:26,034 talking about that. You, of course, have your 253 00:09:26,034 --> 00:09:28,939 own internal physician leadership, your chair, the vice 254 00:09:28,939 --> 00:09:30,959 chairs. And then you also have 255 00:09:31,899 --> 00:09:33,519 stakeholders in the dean's office, 256 00:09:34,220 --> 00:09:36,539 stakeholders in the c suite of the health 257 00:09:36,539 --> 00:09:37,039 system. 258 00:09:37,514 --> 00:09:40,475 And you have open collaborative conversations about what 259 00:09:40,475 --> 00:09:42,795 you're thinking about, and, you know, people will 260 00:09:42,795 --> 00:09:45,115 be once they develop a trust with you 261 00:09:45,195 --> 00:09:47,178 and that that takes a little time to 262 00:09:47,178 --> 00:09:49,715 build up. But if you're open and vulnerable, 263 00:09:49,715 --> 00:09:52,252 if you're transparent of what you're trying to 264 00:09:52,252 --> 00:09:54,875 do, if you ask for help, that breaks 265 00:09:54,875 --> 00:09:57,774 down a lot of walls in any system, 266 00:09:57,835 --> 00:09:58,815 most any system. 267 00:09:59,915 --> 00:10:02,975 And I think that lends itself to eventually 268 00:10:03,035 --> 00:10:03,435 having a positive outcome as far as being 269 00:10:03,435 --> 00:10:05,070 able to outcome as far as being able 270 00:10:05,070 --> 00:10:07,070 to just not only collaborate on a document, 271 00:10:07,070 --> 00:10:08,769 but then seeing it through over time. 272 00:10:09,549 --> 00:10:11,870 If everyone is on board and there's a 273 00:10:11,870 --> 00:10:14,524 trusting environment, there's an open environment, and there's 274 00:10:14,904 --> 00:10:16,985 an environment where you can share ideas, you 275 00:10:16,985 --> 00:10:18,125 can do almost anything. 276 00:10:18,584 --> 00:10:20,345 And I think that was just kind of 277 00:10:20,345 --> 00:10:22,929 my approach with helping, you know, our department 278 00:10:22,929 --> 00:10:24,449 and my chair develop a strategy for the 279 00:10:24,449 --> 00:10:25,669 next handful of years. 280 00:10:27,490 --> 00:10:29,429 Yeah. Thanks for sharing that, Jason. 281 00:10:29,774 --> 00:10:32,414 If you're looking ahead, what are really the 282 00:10:32,414 --> 00:10:34,194 biggest challenges that 283 00:10:34,894 --> 00:10:37,259 you see within your role in health care 284 00:10:37,259 --> 00:10:39,100 over the next few years? I know you 285 00:10:39,100 --> 00:10:39,919 mentioned physician 286 00:10:41,100 --> 00:10:43,820 workforce challenges at the beginning. So I'm not 287 00:10:43,820 --> 00:10:45,419 sure if it's better or maybe something else 288 00:10:45,419 --> 00:10:46,865 that you're seeing in your role. 289 00:10:47,664 --> 00:10:49,985 Yeah. I I think I'll I'll if you 290 00:10:49,985 --> 00:10:51,664 don't mind, I'll expand it to 291 00:10:52,304 --> 00:10:54,084 if you don't mind, I think it's 292 00:10:54,500 --> 00:10:57,299 health care in general, whether you're me in 293 00:10:57,299 --> 00:10:59,539 ophthalmology in Illinois, in Chicago, or if you're 294 00:10:59,539 --> 00:11:02,360 someone in San Diego with Multispecialty Surgical Services, 295 00:11:02,894 --> 00:11:04,195 or you're out in Maine, 296 00:11:04,575 --> 00:11:06,355 I think you are correct. 297 00:11:07,134 --> 00:11:09,075 The lack of physicians, 298 00:11:09,855 --> 00:11:11,750 and actually Scott Becker and I talked about 299 00:11:11,750 --> 00:11:12,730 this. We did 300 00:11:13,509 --> 00:11:16,149 a panel on operational excellence. This must have 301 00:11:16,149 --> 00:11:16,649 been 302 00:11:17,029 --> 00:11:18,809 maybe over a year ago with ILMGMA. 303 00:11:19,110 --> 00:11:20,455 I'm a Board member with the Illinois 304 00:11:21,075 --> 00:11:24,355 Medical Group Management Association, their Illinois chapter. And 305 00:11:24,355 --> 00:11:26,440 we were talking about the number of slots 306 00:11:26,759 --> 00:11:29,000 of residents and the support from CMS has 307 00:11:29,000 --> 00:11:31,639 not changed in many, many, many years. But 308 00:11:31,639 --> 00:11:34,360 the population, the older population now, the Boomers 309 00:11:34,360 --> 00:11:35,019 that need 310 00:11:35,965 --> 00:11:38,445 a variety of different pieces of care has 311 00:11:39,404 --> 00:11:39,904 that 312 00:11:40,685 --> 00:11:42,445 push or that stress on the health care 313 00:11:42,445 --> 00:11:45,830 system has has gone up. So, we've increased 314 00:11:45,830 --> 00:11:48,389 demand but not increased supply of physicians, right, 315 00:11:48,389 --> 00:11:51,110 or even advanced practice providers and implementing some 316 00:11:51,110 --> 00:11:52,870 of those changes in certain states or throughout 317 00:11:52,870 --> 00:11:55,394 the United States hasn't caught up. And I 318 00:11:55,394 --> 00:11:55,894 fear 319 00:11:56,434 --> 00:11:58,834 that you're already seeing the effects today where 320 00:11:58,834 --> 00:12:00,914 people are out of care for multiple weeks 321 00:12:00,914 --> 00:12:02,534 depending on where they live in the country. 322 00:12:02,710 --> 00:12:04,389 There is already scarcity in health care in 323 00:12:04,389 --> 00:12:05,529 certain parts of the country. 324 00:12:06,950 --> 00:12:08,789 And it's just going to be tougher and 325 00:12:08,789 --> 00:12:09,289 tougher 326 00:12:09,750 --> 00:12:10,889 not just to recruit 327 00:12:11,804 --> 00:12:14,205 physicians, but to retain. Because I think a 328 00:12:14,205 --> 00:12:16,384 lot of health systems and medical groups forget, 329 00:12:16,684 --> 00:12:18,524 sure, you can recruit a physician or a 330 00:12:18,524 --> 00:12:20,379 nurse practitioner or a PA, 331 00:12:20,700 --> 00:12:22,779 but you have to keep them. And I 332 00:12:22,779 --> 00:12:24,059 think, you know, that's going to be a 333 00:12:24,059 --> 00:12:25,980 challenge for a lot of health systems and 334 00:12:25,980 --> 00:12:28,860 medical groups and other medical institutions that don't 335 00:12:28,860 --> 00:12:29,840 do that well. 336 00:12:30,325 --> 00:12:32,004 If you don't know how to retain your 337 00:12:32,004 --> 00:12:32,504 people, 338 00:12:32,884 --> 00:12:34,565 physicians or otherwise, we're just going to focus 339 00:12:34,565 --> 00:12:35,225 on physicians 340 00:12:35,845 --> 00:12:36,904 and health care providers 341 00:12:37,419 --> 00:12:39,980 providing direct patient care, you do a poor 342 00:12:39,980 --> 00:12:43,179 job. That is going to be a big 343 00:12:43,179 --> 00:12:46,080 cultural and financial stressor on your health system. 344 00:12:46,565 --> 00:12:49,045 And given that we've got other challenges in 345 00:12:49,045 --> 00:12:51,845 health care such as dwindling payments, whether we're 346 00:12:51,845 --> 00:12:54,585 talking CMS or individual payers, 347 00:12:55,045 --> 00:12:55,945 insurance payers, 348 00:12:56,790 --> 00:12:59,610 or we're talking about the increasing costs associated 349 00:12:59,750 --> 00:13:02,149 with newer technologies that we need to integrate 350 00:13:02,149 --> 00:13:03,049 into our systems, 351 00:13:03,565 --> 00:13:05,004 whether it's anything to do with our medical 352 00:13:05,004 --> 00:13:06,764 records or equipment that we use in the 353 00:13:06,764 --> 00:13:07,745 operating room, 354 00:13:08,365 --> 00:13:10,225 those stressors add up to 355 00:13:10,850 --> 00:13:12,950 a series of very difficult circumstances 356 00:13:13,409 --> 00:13:14,070 to navigate. 357 00:13:14,769 --> 00:13:17,570 And there will be some health systems, the 358 00:13:17,570 --> 00:13:19,514 haves, that will be able to survive 359 00:13:20,134 --> 00:13:21,735 and weather it if they have the right 360 00:13:21,735 --> 00:13:23,915 culture, they have the right processes and procedures 361 00:13:24,535 --> 00:13:25,835 and systems in place, 362 00:13:26,379 --> 00:13:28,139 and they have nots. And and some of 363 00:13:28,139 --> 00:13:30,220 the have nots will struggle because they lack 364 00:13:30,220 --> 00:13:30,879 the capital, 365 00:13:31,819 --> 00:13:33,899 or or perhaps they're so small, they don't 366 00:13:33,899 --> 00:13:35,514 have the expertise or they just don't have 367 00:13:35,514 --> 00:13:37,835 enough bandwidth to to do anything. And then 368 00:13:37,835 --> 00:13:39,375 that's why we've seen so many 369 00:13:40,475 --> 00:13:42,875 hospitals and health systems integrate or, in some 370 00:13:42,875 --> 00:13:43,855 cases, fold. 371 00:13:44,170 --> 00:13:45,769 And I fear that it's only gonna get 372 00:13:45,769 --> 00:13:46,269 worse. 373 00:13:47,769 --> 00:13:49,470 I am hopeful, though, that 374 00:13:49,850 --> 00:13:52,554 perhaps in time, there'll be some policy changes 375 00:13:52,554 --> 00:13:55,595 that will bring us some additional physicians and 376 00:13:55,595 --> 00:13:56,414 maybe loosening 377 00:13:56,794 --> 00:13:57,534 of bringing 378 00:13:58,235 --> 00:14:00,820 physicians in a little bit easier by opening 379 00:14:00,820 --> 00:14:02,259 more slots. It's a little pie in the 380 00:14:02,259 --> 00:14:02,759 sky 381 00:14:03,300 --> 00:14:04,740 and it may not take care of things 382 00:14:04,740 --> 00:14:06,500 in the next couple of years. But I 383 00:14:06,500 --> 00:14:08,360 certainly think of it in terms of 384 00:14:08,820 --> 00:14:10,644 how can we ensure that health care is 385 00:14:10,644 --> 00:14:11,144 stable 386 00:14:11,764 --> 00:14:14,404 for the country, not just now because we 387 00:14:14,404 --> 00:14:15,865 do need some things 388 00:14:16,399 --> 00:14:18,559 taken care of now, but in the future 389 00:14:18,559 --> 00:14:20,500 for for for someone that is 390 00:14:21,120 --> 00:14:22,419 maybe just born yesterday 391 00:14:22,720 --> 00:14:23,940 once they hit 60. 392 00:14:24,514 --> 00:14:26,934 Decisions that occur now from a policy standpoint 393 00:14:26,995 --> 00:14:28,774 of ensuring that we have the right amount 394 00:14:29,235 --> 00:14:31,714 of medical supply, medication or physicians in a 395 00:14:31,714 --> 00:14:32,214 country, 396 00:14:32,514 --> 00:14:32,809 that's 397 00:14:33,450 --> 00:14:36,090 impacted by for many, many years. That can 398 00:14:36,090 --> 00:14:38,429 have multiple generations and decades impact. 399 00:14:38,809 --> 00:14:40,675 So, time is of the essence. It always 400 00:14:40,675 --> 00:14:42,595 has been of the essence. And I'm hopeful 401 00:14:42,595 --> 00:14:44,115 things will get better. But those are the 402 00:14:44,115 --> 00:14:46,134 challenges that at least I'm seeing right now. 403 00:14:48,019 --> 00:14:50,519 Yeah. Absolutely. And it sounds like really 404 00:14:51,059 --> 00:14:53,799 excelling on if you're not excelling on retention 405 00:14:53,860 --> 00:14:55,860 right now, you know, now is the time 406 00:14:55,860 --> 00:14:56,519 to really 407 00:14:56,825 --> 00:14:57,804 level that up, 408 00:14:59,144 --> 00:15:00,205 as as things 409 00:15:00,825 --> 00:15:02,605 may get worse with with the physician 410 00:15:03,065 --> 00:15:05,860 pipeline challenges. And I know with the residency 411 00:15:06,000 --> 00:15:08,959 component too, hearing some leaders say that in 412 00:15:08,959 --> 00:15:11,199 the past, especially in rural areas where they've 413 00:15:11,199 --> 00:15:13,299 seen majority of residents 414 00:15:13,785 --> 00:15:16,024 stay in that area. They're seeing that start 415 00:15:16,024 --> 00:15:18,184 to shift. We're more and more starting to 416 00:15:18,184 --> 00:15:21,225 leave where they did did those residencies as 417 00:15:21,225 --> 00:15:23,004 well. So lots of challenges 418 00:15:23,610 --> 00:15:25,850 around retention that that leaders are trying to 419 00:15:25,850 --> 00:15:27,389 wrap their arms around right now. 420 00:15:28,570 --> 00:15:31,470 Jason, next here, can you talk about obviously, 421 00:15:31,529 --> 00:15:34,865 very challenging environment, I think, just generally across 422 00:15:34,865 --> 00:15:37,425 the board for new executives and managers who 423 00:15:37,425 --> 00:15:38,404 may be entering 424 00:15:38,945 --> 00:15:41,240 the field of health care or just more 425 00:15:41,240 --> 00:15:44,519 broadly entering leadership positions. So what advice would 426 00:15:44,519 --> 00:15:46,679 you provide for them as they embark on 427 00:15:46,679 --> 00:15:48,460 a newer journey in health care? 428 00:15:49,245 --> 00:15:49,745 Sure. 429 00:15:50,444 --> 00:15:52,144 So if we're talking about someone, 430 00:15:52,924 --> 00:15:55,084 we'll we'll use the example of whether it's 431 00:15:55,084 --> 00:15:57,429 a new practice manager, maybe they're fresh out 432 00:15:57,429 --> 00:15:59,350 of fellowship or maybe it's a new executive 433 00:15:59,350 --> 00:16:01,750 that is fresh out of fellowship and is 434 00:16:01,750 --> 00:16:03,590 trusted in a Director or VP role, which 435 00:16:03,590 --> 00:16:04,649 happens quite often. 436 00:16:05,794 --> 00:16:07,554 You know, I think the challenge that I've 437 00:16:07,554 --> 00:16:08,054 seen 438 00:16:08,674 --> 00:16:10,434 I do a lot of mentoring through my 439 00:16:10,434 --> 00:16:12,774 my alma mater, Lake Forest College, Northern 440 00:16:13,154 --> 00:16:15,059 Illinois University where I went to grad school, 441 00:16:15,059 --> 00:16:15,800 and then 442 00:16:16,500 --> 00:16:17,399 through MGMA, 443 00:16:18,500 --> 00:16:21,300 Medical Group Management Association. And what I what 444 00:16:21,300 --> 00:16:23,154 I see is when I first got into 445 00:16:23,154 --> 00:16:25,075 health care over 20 years ago, it was 446 00:16:25,075 --> 00:16:26,754 a little bit different. We still people went 447 00:16:26,754 --> 00:16:28,774 through fellowships and such, but 448 00:16:29,449 --> 00:16:30,809 I think one of the things that was 449 00:16:30,809 --> 00:16:32,329 unique back then is there were so many 450 00:16:32,329 --> 00:16:34,250 private practices, and I worked for 1 for 451 00:16:34,250 --> 00:16:37,230 6, 7 years. So you really learn every 452 00:16:37,315 --> 00:16:38,413 aspect of how to eat what you treat 453 00:16:38,413 --> 00:16:39,714 as far as a small business or medium 454 00:16:39,714 --> 00:16:40,482 sized business, and you learn a lot of 455 00:16:40,482 --> 00:16:41,894 aspects of survival and, and, 456 00:16:46,539 --> 00:16:48,539 you know, I think that you still can 457 00:16:48,539 --> 00:16:50,620 do that within health systems, but I think 458 00:16:50,620 --> 00:16:52,240 you're not touching as much 459 00:16:53,019 --> 00:16:55,434 as as would have when I look at 460 00:16:55,434 --> 00:16:57,544 different managers that are new into their positions 461 00:16:57,605 --> 00:16:59,764 or different directors or VPs that may be 462 00:16:59,764 --> 00:17:01,204 fresh out of fellowship. I think there might 463 00:17:01,204 --> 00:17:03,500 be a combination of not getting exposed to 464 00:17:03,500 --> 00:17:06,299 all aspects. I mean, I remember back in 465 00:17:06,299 --> 00:17:07,900 those days, I was picking up the phone 466 00:17:07,900 --> 00:17:10,095 and calling to collect on claims which 467 00:17:10,654 --> 00:17:12,095 you know, a lot of that has gone 468 00:17:12,095 --> 00:17:14,414 away because everything's so automated now. But at 469 00:17:14,414 --> 00:17:16,734 the same time, there are definitely issues where 470 00:17:16,734 --> 00:17:18,450 you need to talk the payer about why 471 00:17:18,450 --> 00:17:20,409 we're not getting paid for certain services or 472 00:17:20,409 --> 00:17:22,369 timeliness and things. And I'm not sure how 473 00:17:22,369 --> 00:17:24,329 much, you know, in that role as a 474 00:17:24,329 --> 00:17:26,575 practice manager, how much today a typical practice 475 00:17:26,575 --> 00:17:28,335 manager would experience that because they have a 476 00:17:28,335 --> 00:17:30,355 whole rev cycle team deal with that. So, 477 00:17:30,654 --> 00:17:32,549 for me, when I can go into different 478 00:17:32,549 --> 00:17:34,630 meetings, I have a completely different perspective and 479 00:17:34,630 --> 00:17:36,569 can almost reverse engineer the process 480 00:17:36,950 --> 00:17:39,429 of what the rev cycle partners I have 481 00:17:39,429 --> 00:17:40,169 deal with 482 00:17:40,484 --> 00:17:42,744 and can help them construct solutions. 483 00:17:43,205 --> 00:17:45,924 So it it it's something that if you're 484 00:17:45,924 --> 00:17:47,144 newer in this role 485 00:17:47,720 --> 00:17:49,880 or you've come out of fellowship or or 486 00:17:49,880 --> 00:17:51,720 maybe you got a job and you were 487 00:17:51,720 --> 00:17:53,740 the administrative coordinator or something like that, 488 00:17:55,085 --> 00:17:56,945 wanna do your best to 489 00:17:57,325 --> 00:17:59,505 expose yourself to as many areas. 490 00:18:00,445 --> 00:18:02,144 It's easy to do that in operations. 491 00:18:02,690 --> 00:18:04,450 Sometimes certain areas, if you know, if like 492 00:18:04,450 --> 00:18:06,289 you're in a compliance area or quality area, 493 00:18:06,289 --> 00:18:08,849 you might not be as exposed to multiple 494 00:18:08,849 --> 00:18:11,090 areas. But let's say you did work in 495 00:18:11,090 --> 00:18:13,444 a quality area. Let's say one of your 496 00:18:13,444 --> 00:18:16,484 primary roles was to ensure the safety of 497 00:18:16,484 --> 00:18:18,884 the hospital floors or the clinics based on 498 00:18:18,884 --> 00:18:20,025 Joint Commission standards. 499 00:18:21,000 --> 00:18:21,660 That person 500 00:18:22,599 --> 00:18:24,759 should integrate themselves and get to know their 501 00:18:24,759 --> 00:18:27,559 operations people to understand why the operations people 502 00:18:27,559 --> 00:18:29,365 do what they do so that eventually when 503 00:18:29,365 --> 00:18:31,924 you get to survey time, your team is 504 00:18:31,924 --> 00:18:35,445 fully prepared because you as an internal surveyor, 505 00:18:35,445 --> 00:18:38,329 if you will, a quality expert within whatever 506 00:18:38,329 --> 00:18:39,950 health system we're talking about, hypothetically, 507 00:18:40,970 --> 00:18:43,289 you can know that you have partners on 508 00:18:43,289 --> 00:18:45,289 the operations side if we need to implement 509 00:18:45,289 --> 00:18:47,595 last minute changes or shore up an area 510 00:18:47,595 --> 00:18:49,454 that is a little bit weak. 511 00:18:49,994 --> 00:18:52,474 And I've seen over the years quality people 512 00:18:52,474 --> 00:18:53,134 do that. 513 00:18:53,595 --> 00:18:55,059 There are people that I've worked with in 514 00:18:55,059 --> 00:18:56,500 quality and I'm just using this as an 515 00:18:56,500 --> 00:18:57,779 example. I don't mean this to use it 516 00:18:57,779 --> 00:18:59,480 as a punching bag or anything like that, 517 00:18:59,940 --> 00:19:01,460 where they've just kind of stayed in their 518 00:19:01,460 --> 00:19:04,805 lane and they've just stuck to policies and 519 00:19:04,805 --> 00:19:06,585 and not really gone beyond that. 520 00:19:06,884 --> 00:19:08,565 And I think if you are willing to 521 00:19:08,565 --> 00:19:09,625 integrate yourself, 522 00:19:10,005 --> 00:19:11,845 whether it's that or you're in operations and 523 00:19:11,845 --> 00:19:14,599 you're willing to understand how the registration process 524 00:19:14,599 --> 00:19:17,159 works, how the rev cycle process works, even 525 00:19:17,159 --> 00:19:19,880 how the prior authorization process works. You're willing 526 00:19:19,880 --> 00:19:22,039 to get involved in details, heck, even how 527 00:19:22,039 --> 00:19:22,539 marketing 528 00:19:23,384 --> 00:19:25,244 works. I think you'll overall 529 00:19:26,024 --> 00:19:28,105 be a more well rounded employee and a 530 00:19:28,105 --> 00:19:29,964 well rounded administrator and executive. 531 00:19:30,424 --> 00:19:32,210 And I think people will see that 532 00:19:32,929 --> 00:19:35,329 and they'll appreciate your willingness to learn. I 533 00:19:35,329 --> 00:19:36,710 can't tell you enough. 534 00:19:38,210 --> 00:19:40,549 And I love this man for this professionally. 535 00:19:42,164 --> 00:19:44,325 One of our our our deans, Dean Otto 536 00:19:44,325 --> 00:19:44,825 here, 537 00:19:45,444 --> 00:19:47,765 who's very high up within the dean's office, 538 00:19:47,765 --> 00:19:50,170 great physician leader, the one thing I can 539 00:19:50,170 --> 00:19:52,750 say about him is he always 540 00:19:53,130 --> 00:19:56,170 asks thoughtful questions and has a genuine interest 541 00:19:56,170 --> 00:19:58,115 in wanting to learn. Now, he's an experienced 542 00:19:58,414 --> 00:19:58,914 leader, 543 00:19:59,375 --> 00:20:01,394 experienced executive position leader, 544 00:20:02,095 --> 00:20:03,234 but yet he still 545 00:20:03,694 --> 00:20:05,714 asks the questions many years later. 546 00:20:06,509 --> 00:20:08,269 No matter how small they may sound to 547 00:20:08,269 --> 00:20:10,109 most people, it's important to him because he 548 00:20:10,109 --> 00:20:12,029 wants to understand the why. Why is someone 549 00:20:12,029 --> 00:20:14,289 experiencing a barrier? Why is someone experiencing 550 00:20:15,204 --> 00:20:17,044 a certain reason why something is working or 551 00:20:17,044 --> 00:20:17,784 not working? 552 00:20:18,724 --> 00:20:19,544 That's impressive. 553 00:20:20,005 --> 00:20:21,704 And if you are an existing 554 00:20:29,615 --> 00:20:31,615 something that, yeah, I somewhat adopted but I 555 00:20:31,615 --> 00:20:33,075 really enhanced by watching 556 00:20:33,455 --> 00:20:34,894 him. And so I think if you see 557 00:20:34,894 --> 00:20:36,894 good examples and you can find good mentors 558 00:20:36,894 --> 00:20:39,349 from from up close or far, use them 559 00:20:39,349 --> 00:20:40,169 to your advantage 560 00:20:40,470 --> 00:20:43,369 to help you help other people, your patients 561 00:20:43,589 --> 00:20:45,669 as well as your team, whether it's physicians 562 00:20:45,669 --> 00:20:46,329 or staff, 563 00:20:47,184 --> 00:20:48,964 or you're in your vendors for that matter. 564 00:20:49,184 --> 00:20:50,964 And I think if you're able to implement 565 00:20:51,025 --> 00:20:52,085 some of these things, 566 00:20:52,545 --> 00:20:54,005 you become more well rounded 567 00:20:54,305 --> 00:20:55,285 and more respected 568 00:20:55,710 --> 00:20:58,210 And strategies like we talked about earlier, implementing 569 00:20:58,269 --> 00:21:00,750 projects, become so much easier because they're already 570 00:21:00,750 --> 00:21:02,130 challenging to start the day. 571 00:21:02,565 --> 00:21:04,804 But at least you have a common bond 572 00:21:04,804 --> 00:21:07,365 with people and support and trust. If you 573 00:21:07,365 --> 00:21:08,105 have that, 574 00:21:08,565 --> 00:21:09,899 people are gonna respect you, and it's gonna 575 00:21:09,899 --> 00:21:12,319 be much easier to, integrate and implement. 576 00:21:15,099 --> 00:21:17,039 Yeah. Jason, I think it's such a timeless 577 00:21:17,565 --> 00:21:19,884 and tangible piece of advice there. And, you 578 00:21:19,884 --> 00:21:22,605 know, things are always changing, and there's always 579 00:21:22,605 --> 00:21:24,544 gonna be new people to lead and, 580 00:21:25,119 --> 00:21:26,799 to learn from no matter how long you've 581 00:21:26,799 --> 00:21:28,740 been in your role or with an organization. 582 00:21:29,200 --> 00:21:30,420 Thanks for sharing that. 583 00:21:30,880 --> 00:21:33,059 Before we close out here, can you share 584 00:21:33,444 --> 00:21:36,404 how your leadership approach aligns with the values 585 00:21:36,404 --> 00:21:37,625 of UChicago Medicine 586 00:21:38,244 --> 00:21:38,904 right now? 587 00:21:40,005 --> 00:21:41,700 Sure. I I mean, I think 588 00:21:42,259 --> 00:21:43,539 one of the things that, 589 00:21:44,500 --> 00:21:46,279 has been nice as far as 590 00:21:46,579 --> 00:21:48,200 University of Chicago is 591 00:21:48,579 --> 00:21:49,319 Dean Anderson, 592 00:21:49,700 --> 00:21:51,684 who's been with the organization now, I think, 593 00:21:52,085 --> 00:21:52,904 going on 594 00:21:53,205 --> 00:21:54,664 a little over a year. 595 00:21:55,605 --> 00:21:56,105 We've 596 00:21:56,725 --> 00:21:57,945 changed our 597 00:21:58,245 --> 00:22:00,184 mission, vision, and values slightly, 598 00:22:00,789 --> 00:22:04,409 not abandoning prior mission, vision and values. But 599 00:22:05,109 --> 00:22:06,650 we have 6 pillars 600 00:22:07,990 --> 00:22:09,875 that talk about a variety of different areas 601 00:22:09,875 --> 00:22:11,414 such as raising curiosity, 602 00:22:12,035 --> 00:22:14,835 embodying equity, committing to excellence, growing together, making 603 00:22:14,835 --> 00:22:16,294 a difference and taking ownership. 604 00:22:16,900 --> 00:22:18,680 One of the key critical pieces 605 00:22:19,220 --> 00:22:20,820 that he brought to the table that I 606 00:22:20,820 --> 00:22:22,980 really enjoyed that I think hopefully has been 607 00:22:22,980 --> 00:22:25,640 resonating throughout our conversation today in this podcast 608 00:22:26,445 --> 00:22:27,744 has been being able 609 00:22:28,125 --> 00:22:28,865 to include 610 00:22:29,644 --> 00:22:31,805 and being able to reach out to different 611 00:22:31,805 --> 00:22:33,720 stakeholders, different parties, different departments, 612 00:22:40,519 --> 00:22:41,019 really 613 00:22:41,875 --> 00:22:43,095 allowing the 614 00:22:43,474 --> 00:22:45,795 Biological Services Division, which is where a lot 615 00:22:45,795 --> 00:22:47,875 of the physician contracts are held and where 616 00:22:47,875 --> 00:22:49,015 the physicians 617 00:22:49,394 --> 00:22:52,019 provide teaching services and and work with the 618 00:22:52,019 --> 00:22:54,180 health system. But both the health system and 619 00:22:54,180 --> 00:22:55,880 then our Pritzker School of Medicine 620 00:22:56,339 --> 00:22:58,339 really shifting the mindset of these are not 621 00:22:58,339 --> 00:23:01,140 3 separate entities under an umbrella. These are 622 00:23:01,140 --> 00:23:03,125 3 entities that need to work hand in 623 00:23:03,125 --> 00:23:03,625 hand. 624 00:23:04,005 --> 00:23:06,325 And I think if you can change your 625 00:23:06,325 --> 00:23:09,304 culture, enhance your culture to move that direction, 626 00:23:10,409 --> 00:23:12,970 I think that's not only going to be 627 00:23:12,970 --> 00:23:14,809 successful for you in whatever you're trying to 628 00:23:14,809 --> 00:23:16,490 do, in this case as a health system 629 00:23:16,490 --> 00:23:19,025 and a university, but for me, it aligns 630 00:23:19,265 --> 00:23:21,664 well because it means you're breaking down walls 631 00:23:21,664 --> 00:23:24,085 and breaking down barriers and breaking down silos. 632 00:23:24,144 --> 00:23:25,505 And that for me is what I'm all 633 00:23:25,505 --> 00:23:26,005 about. 634 00:23:26,460 --> 00:23:29,419 So, I love the openness and transparency that 635 00:23:29,419 --> 00:23:29,919 is 636 00:23:30,299 --> 00:23:31,759 derived and implied 637 00:23:32,140 --> 00:23:34,380 in the new mission, vision and values. And 638 00:23:34,380 --> 00:23:37,365 it's been quite successful since it started about 639 00:23:37,365 --> 00:23:39,444 a year ago this past September I think 640 00:23:39,444 --> 00:23:41,625 is when it originally started. 641 00:23:43,849 --> 00:23:46,170 Jason, thank you so much for being on 642 00:23:46,170 --> 00:23:48,250 today. It's been a pleasure to connect and 643 00:23:48,250 --> 00:23:50,490 hear your thoughts on some key topics right 644 00:23:50,490 --> 00:23:52,089 now in health care and learn more about 645 00:23:52,089 --> 00:23:55,115 your leadership style and advice for upcoming leaders 646 00:23:55,115 --> 00:23:55,694 as well. 647 00:23:56,634 --> 00:23:58,474 Thank you. I appreciate your time in allowing 648 00:23:58,474 --> 00:24:00,255 me to to contribute on the podcast. 649 00:24:00,859 --> 00:24:03,339 Absolutely. And listeners, thank you so much for 650 00:24:03,339 --> 00:24:06,159 tuning in. You can listen to additional episodes 651 00:24:06,220 --> 00:24:08,319 of the podcast and hear from more leaders 652 00:24:08,674 --> 00:24:11,075 by visiting the podcast page on our website 653 00:24:11,075 --> 00:24:11,815 at beckershospitalreview.com. 654 00:24:13,394 --> 00:24:14,295 Thanks, everyone.