1 00:00:00,240 --> 00:00:03,060 Imagine this. 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 00:00:07,839 --> 00:00:10,580 Welcome to Becker's 12th annual CEO 5 00:00:10,880 --> 00:00:14,740 and CFO roundtable from November 11th to 14th 6 00:00:15,134 --> 00:00:15,634 2024. 7 00:00:16,175 --> 00:00:19,315 Picture yourself networking with over a 1000 executive 8 00:00:19,454 --> 00:00:20,275 level attendees, 9 00:00:20,734 --> 00:00:23,795 collecting business cards, and forging valuable connections. 10 00:00:24,255 --> 00:00:26,654 Feel the excitement as you engage in 4 11 00:00:26,654 --> 00:00:28,675 days of sessions featuring 400 12 00:00:29,135 --> 00:00:30,870 elite health system speakers. 13 00:00:31,429 --> 00:00:35,049 Envision yourself diving deep into critical topics like 14 00:00:35,109 --> 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 00:00:41,190 --> 00:00:44,729 Now imagine being inspired by our celebrity keynotes, 17 00:00:45,195 --> 00:00:48,234 pro football hall of famers Troy Aikman and 18 00:00:48,234 --> 00:00:52,075 Emmett Smith, 43rd president George w Bush, and 19 00:00:52,075 --> 00:00:55,435 author and journalist Jenna Bush Hager. Their stories 20 00:00:55,435 --> 00:00:56,495 will leave you motivated 21 00:00:56,875 --> 00:00:57,695 and energized. 22 00:00:58,234 --> 00:00:59,535 Don't miss this unparalleled 23 00:00:59,995 --> 00:01:00,495 opportunity. 24 00:01:00,990 --> 00:01:03,329 Get registered today. Visit beckershospitalreview.com 25 00:01:05,230 --> 00:01:06,989 and click on the events page to find 26 00:01:06,989 --> 00:01:08,129 the conference website. 27 00:01:08,510 --> 00:01:09,489 That's the beckershospitalreview.com 28 00:01:11,709 --> 00:01:13,729 events page. See you in Chicago. 29 00:01:14,864 --> 00:01:17,204 Hi. Welcome to the Becker's Healthcare podcast. 30 00:01:17,504 --> 00:01:19,765 My name is Paige Twenter. I'm an assistant 31 00:01:19,825 --> 00:01:21,524 editor here at Becker's Healthcare. 32 00:01:22,064 --> 00:01:24,884 I'm thrilled to interview Andy today. 33 00:01:25,424 --> 00:01:27,604 Thank you so much for joining me. Before 34 00:01:27,664 --> 00:01:30,130 we dive in, I'd love to have you 35 00:01:30,130 --> 00:01:33,030 introduce yourself and tell us about your background. 36 00:01:34,049 --> 00:01:35,350 Sounds great. Thank you. 37 00:01:35,810 --> 00:01:38,770 I am, Andy Anderson. I'm a a physician. 38 00:01:38,770 --> 00:01:39,510 I'm a general 39 00:01:40,130 --> 00:01:40,630 internist, 40 00:01:41,329 --> 00:01:43,329 by training, and I've worked as a a 41 00:01:43,329 --> 00:01:43,829 hospitalist 42 00:01:44,130 --> 00:01:44,630 and 43 00:01:44,954 --> 00:01:47,354 continue to do work as a primary care 44 00:01:47,354 --> 00:01:48,414 physician. And 45 00:01:48,715 --> 00:01:51,515 I am the chief medical officer and chief 46 00:01:51,515 --> 00:01:52,015 quality 47 00:01:52,795 --> 00:01:54,414 officer for RWJBarnabas 48 00:01:55,754 --> 00:01:56,254 Health, 49 00:01:56,715 --> 00:01:57,694 in New Jersey, 50 00:01:58,200 --> 00:02:00,039 which is a a health system with, 51 00:02:00,519 --> 00:02:03,259 12 adult hospitals and about $7,000,000,000 52 00:02:04,280 --> 00:02:07,239 in in revenue. And and my my role 53 00:02:07,239 --> 00:02:08,539 here is is essentially 54 00:02:09,319 --> 00:02:11,659 heavily focused on quality, safety, and 55 00:02:11,985 --> 00:02:12,884 patient experience, 56 00:02:13,424 --> 00:02:14,164 and also 57 00:02:14,544 --> 00:02:17,504 have oversight of our academic partnership with, 58 00:02:17,905 --> 00:02:21,025 Rutgers with regards to our training programs for 59 00:02:21,025 --> 00:02:21,525 future, 60 00:02:22,305 --> 00:02:24,705 health care professionals, including physicians in in our 61 00:02:24,705 --> 00:02:25,685 research infrastructure. 62 00:02:26,840 --> 00:02:28,860 So excited to to speak with you today. 63 00:02:30,039 --> 00:02:33,319 Yeah. Yeah. Same. Can you tell the audience, 64 00:02:33,319 --> 00:02:34,459 you know, a bit about 65 00:02:35,319 --> 00:02:37,159 in the past, you know, 6 months to 66 00:02:37,159 --> 00:02:39,659 last year, what has been the most successful 67 00:02:39,879 --> 00:02:42,645 project or initiative? You know, what what was 68 00:02:42,645 --> 00:02:44,064 it and what were the results? 69 00:02:45,405 --> 00:02:48,865 Yeah. We've we've been very focused on providing 70 00:02:49,324 --> 00:02:50,465 the the best 71 00:02:50,925 --> 00:02:53,724 outcomes for for our patients and and for 72 00:02:53,724 --> 00:02:56,064 our communities and and working on 73 00:02:56,590 --> 00:02:57,810 our patient experience 74 00:02:58,590 --> 00:03:01,810 and also on mortality. So I'll focus on 75 00:03:02,109 --> 00:03:02,609 mortality, 76 00:03:03,629 --> 00:03:05,090 which of course is 77 00:03:05,389 --> 00:03:06,289 very important 78 00:03:06,750 --> 00:03:08,449 and we've worked on 79 00:03:08,885 --> 00:03:11,145 the outcome side with regards to, 80 00:03:11,525 --> 00:03:13,865 preventing patients from from dying, 81 00:03:14,165 --> 00:03:16,885 but also on the documentation side to make 82 00:03:16,885 --> 00:03:17,865 sure we're accurately 83 00:03:18,485 --> 00:03:18,985 capturing 84 00:03:19,764 --> 00:03:22,650 how sick patients are so that their electronic 85 00:03:22,650 --> 00:03:24,669 health record is is up to date 86 00:03:25,129 --> 00:03:26,509 and more easily communicated, 87 00:03:26,810 --> 00:03:29,129 you know, across the health care team. We've 88 00:03:29,129 --> 00:03:30,269 seen a significant 89 00:03:31,449 --> 00:03:33,229 result. We've reduced our mortality 90 00:03:33,965 --> 00:03:36,685 by over 20% over the past couple of 91 00:03:36,685 --> 00:03:38,704 years by really focusing on 92 00:03:39,084 --> 00:03:40,044 a few things. 93 00:03:40,764 --> 00:03:43,664 One of them is is sepsis. Sepsis is 94 00:03:44,125 --> 00:03:44,625 the 95 00:03:45,004 --> 00:03:45,584 the infection 96 00:03:46,299 --> 00:03:48,939 situation that results in death, and about a 97 00:03:48,939 --> 00:03:51,099 third of our deaths are are related to 98 00:03:51,099 --> 00:03:54,000 that. And so making sure that we're recognizing 99 00:03:54,939 --> 00:03:55,439 sepsis 100 00:03:55,739 --> 00:03:56,959 as soon as possible 101 00:03:57,579 --> 00:03:58,639 and then intervening, 102 00:03:59,085 --> 00:04:00,625 you know, as soon as possible. 103 00:04:00,925 --> 00:04:03,004 One of the opportunities there has been our 104 00:04:03,004 --> 00:04:05,485 electronic health record, which is Epic, which has 105 00:04:05,485 --> 00:04:07,885 an alert system, which in turn goes to 106 00:04:07,885 --> 00:04:09,885 our rapid response team who is able to 107 00:04:09,885 --> 00:04:10,625 act quickly 108 00:04:11,260 --> 00:04:13,900 and intervene appropriately with things like antibiotics and 109 00:04:13,900 --> 00:04:14,639 and fluids. 110 00:04:15,099 --> 00:04:16,139 We also have, 111 00:04:16,540 --> 00:04:19,660 AI tool called the deterioration index embedded in 112 00:04:19,660 --> 00:04:23,040 EPIC, which predicts for us if someone's likely 113 00:04:23,420 --> 00:04:24,160 to die. 114 00:04:24,464 --> 00:04:27,665 And that tool, in turn, also provides the 115 00:04:27,665 --> 00:04:30,384 opportunity for our rapid response team and our 116 00:04:30,384 --> 00:04:32,625 floor teams to truly go and assess the 117 00:04:32,625 --> 00:04:35,504 patient real time and intervene real time so 118 00:04:35,504 --> 00:04:37,665 that we can make sure someone doesn't get 119 00:04:37,665 --> 00:04:39,720 sicker and make sure they are getting the 120 00:04:39,720 --> 00:04:40,860 care that they need, 121 00:04:41,240 --> 00:04:43,819 right away. So a lot of good work 122 00:04:43,959 --> 00:04:45,180 on our alert system, 123 00:04:45,480 --> 00:04:47,720 a lot of good work on making sure 124 00:04:47,720 --> 00:04:49,879 that we are rescuing patients who are getting 125 00:04:49,879 --> 00:04:52,120 sicker, a lot of good work on making 126 00:04:52,120 --> 00:04:54,439 sure that our patients are giving evidence based 127 00:04:54,439 --> 00:04:56,574 care and and best practice guidelines to make 128 00:04:56,574 --> 00:04:58,194 sure they get to the best outcomes. 129 00:04:59,055 --> 00:04:59,794 Yeah. 20% 130 00:05:00,175 --> 00:05:03,055 drop is pretty significant. Was it only sepsis, 131 00:05:03,055 --> 00:05:04,115 or were there other 132 00:05:04,574 --> 00:05:06,514 conditions you all were focusing on? 133 00:05:07,149 --> 00:05:09,550 Yes. It was across the board, in terms 134 00:05:09,550 --> 00:05:11,949 of the the 20%. Sepsis was a a 135 00:05:11,949 --> 00:05:14,050 big area of focus. We also spent 136 00:05:14,350 --> 00:05:17,329 a lot of time working on, the mortality 137 00:05:17,550 --> 00:05:20,134 review process. When someone does, 138 00:05:21,074 --> 00:05:23,415 die, we're able to really go back and 139 00:05:23,555 --> 00:05:25,235 see are there things we can learn from 140 00:05:25,235 --> 00:05:27,495 this, and then in turn, share that back 141 00:05:27,714 --> 00:05:29,235 to the team that was caring for the 142 00:05:29,235 --> 00:05:30,995 patient as well as share it as a 143 00:05:30,995 --> 00:05:31,814 system learning 144 00:05:32,129 --> 00:05:34,770 so that that others can can also learn 145 00:05:34,770 --> 00:05:36,389 from it in in the future. 146 00:05:37,170 --> 00:05:38,689 We've also done a lot of work on 147 00:05:38,689 --> 00:05:41,509 our ICUs in terms of our ventilator management, 148 00:05:41,889 --> 00:05:44,610 making sure that we are extubating patients timely, 149 00:05:44,610 --> 00:05:45,910 making sure that we're 150 00:05:46,324 --> 00:05:47,764 doing things like raising the head of the 151 00:05:47,764 --> 00:05:50,004 bed, making sure that we're providing really the 152 00:05:50,004 --> 00:05:51,925 best possible care for patients who who are 153 00:05:51,925 --> 00:05:53,845 already sick to make sure that they have 154 00:05:53,845 --> 00:05:55,384 the best chance of getting better. 155 00:05:57,204 --> 00:05:58,425 And with $7,000,000,000 156 00:05:59,044 --> 00:06:00,584 revenue and 12 hospitals, 157 00:06:02,120 --> 00:06:03,019 how do you, 158 00:06:04,040 --> 00:06:06,379 really ensure excellence, like and 159 00:06:06,919 --> 00:06:09,639 focus on, you know, these kind of wide 160 00:06:09,639 --> 00:06:11,259 scaling big hairy goals? 161 00:06:12,279 --> 00:06:14,300 Yeah. Part of it is is articulating 162 00:06:15,095 --> 00:06:17,035 the why, you know, why this is important 163 00:06:17,175 --> 00:06:18,475 and and really engaging 164 00:06:19,415 --> 00:06:21,194 our leaders and our frontline 165 00:06:21,574 --> 00:06:22,074 caregivers 166 00:06:22,615 --> 00:06:25,254 in the work and making sure that we're 167 00:06:25,254 --> 00:06:27,335 all doing the right thing, that we're following 168 00:06:27,335 --> 00:06:30,000 those those best practices. And, you know, part 169 00:06:30,000 --> 00:06:32,560 of our success I attribute to a team 170 00:06:32,560 --> 00:06:33,060 based 171 00:06:33,519 --> 00:06:35,220 approach, and we purposely 172 00:06:35,759 --> 00:06:38,000 had our chief medical officers, which are our 173 00:06:38,000 --> 00:06:40,399 doctor leaders, our chief nursing officers, our nurse 174 00:06:40,399 --> 00:06:42,740 leaders, as well as our our quality 175 00:06:43,334 --> 00:06:44,795 leaders really partnering 176 00:06:45,175 --> 00:06:45,675 together. 177 00:06:46,055 --> 00:06:48,214 They're at the table together. They're making sure 178 00:06:48,214 --> 00:06:49,514 that they are identifying 179 00:06:50,055 --> 00:06:53,514 those best practices, those pathways that are gonna 180 00:06:53,894 --> 00:06:55,915 provide the best outcomes for patients. 181 00:06:56,689 --> 00:06:58,449 And then making sure that we're all doing 182 00:06:58,449 --> 00:07:00,849 it and and really sharing results and trying 183 00:07:00,849 --> 00:07:02,949 to lift each other up. If one hospital 184 00:07:03,409 --> 00:07:05,649 is doing better in a certain area, we 185 00:07:05,649 --> 00:07:07,810 make sure that hospital shares what they're doing. 186 00:07:07,810 --> 00:07:10,209 Another hospital is is not doing well, then 187 00:07:10,209 --> 00:07:12,735 we have that hospital talk about their challenges 188 00:07:12,735 --> 00:07:15,154 and we we problem solve together. So really 189 00:07:15,295 --> 00:07:18,754 working together, sharing best practices, and truly operating 190 00:07:18,975 --> 00:07:21,214 as an integrated health system is making an 191 00:07:21,214 --> 00:07:22,754 enormous difference for us. 192 00:07:24,089 --> 00:07:26,830 On the vein of sharing best practices and, 193 00:07:26,889 --> 00:07:29,230 you know, problem solving when challenges arise, 194 00:07:29,850 --> 00:07:33,790 whether it's with the recent efforts of, reducing 195 00:07:33,850 --> 00:07:34,350 mortality 196 00:07:34,970 --> 00:07:35,470 or, 197 00:07:35,944 --> 00:07:38,604 you know, something else with their recent challenge 198 00:07:38,664 --> 00:07:39,164 that 199 00:07:39,544 --> 00:07:41,004 r j w RWJBarnabas 200 00:07:41,865 --> 00:07:42,845 recently overcame? 201 00:07:44,104 --> 00:07:45,004 Yeah. I think 202 00:07:45,384 --> 00:07:48,104 the the opportunity for us is is really 203 00:07:48,104 --> 00:07:49,084 to reengage 204 00:07:50,080 --> 00:07:52,319 our doctors and and our nurses and our 205 00:07:52,319 --> 00:07:53,540 our health care professionals. 206 00:07:54,480 --> 00:07:55,779 There was a lot of stress, 207 00:07:56,480 --> 00:07:57,779 from from COVID, 208 00:07:58,480 --> 00:08:01,600 from the financial challenges that all health systems 209 00:08:01,600 --> 00:08:03,460 had as we were coming out of COVID. 210 00:08:04,125 --> 00:08:05,884 There's there's just a lot going on in 211 00:08:05,884 --> 00:08:07,645 in health care, a lot of change, and 212 00:08:07,645 --> 00:08:09,345 so that that intensity, 213 00:08:10,764 --> 00:08:13,725 has caused some of our clinicians to to 214 00:08:13,725 --> 00:08:15,805 burn out. And and so we have a 215 00:08:15,805 --> 00:08:17,504 lot of focus on on wellness 216 00:08:17,964 --> 00:08:20,349 and making sure that we're supporting 217 00:08:20,649 --> 00:08:22,729 our doctors and our nurses and and all 218 00:08:22,729 --> 00:08:24,729 of our staff for that matter, in their 219 00:08:24,729 --> 00:08:26,589 work. Part of that goes back 220 00:08:26,970 --> 00:08:29,209 to having them feel the why, why this 221 00:08:29,209 --> 00:08:30,889 is important, you know, why they come to 222 00:08:30,889 --> 00:08:33,370 work, and that's very engaging. Part of it 223 00:08:33,370 --> 00:08:35,045 is trying to make sure that we're making 224 00:08:35,045 --> 00:08:35,945 it easier 225 00:08:36,644 --> 00:08:38,804 for everybody to to do their work. Part 226 00:08:38,804 --> 00:08:40,804 of that is the electronic health record and 227 00:08:40,804 --> 00:08:41,785 and making sure 228 00:08:42,165 --> 00:08:44,985 that the EMR is is easier to use 229 00:08:45,125 --> 00:08:46,024 for our clinicians. 230 00:08:46,870 --> 00:08:48,550 Part of it is just making sure that 231 00:08:48,550 --> 00:08:50,330 we are supporting each other, 232 00:08:50,950 --> 00:08:53,750 recognizing each other, and thanking each other, you 233 00:08:53,750 --> 00:08:54,490 know, appreciating 234 00:08:54,950 --> 00:08:57,190 the team that's doing work, you know, makes 235 00:08:57,190 --> 00:08:58,570 a huge difference. So 236 00:08:58,964 --> 00:08:59,704 really reengaging, 237 00:09:01,284 --> 00:09:04,584 and ultimately activating, you know, getting our clinicians 238 00:09:04,725 --> 00:09:06,964 and our staff excited about the work they're 239 00:09:06,964 --> 00:09:09,044 doing. That's what we're after and part of 240 00:09:09,044 --> 00:09:11,924 that is measured through our annual engagement survey 241 00:09:11,924 --> 00:09:13,629 and we saw a big jump in those 242 00:09:13,629 --> 00:09:16,029 results last year, which is is really important 243 00:09:16,029 --> 00:09:18,589 for us because it really takes a fully 244 00:09:18,589 --> 00:09:20,850 engaged workforce to be able to deliver 245 00:09:21,309 --> 00:09:22,769 the best possible outcomes. 246 00:09:24,110 --> 00:09:26,774 Are you thinking of recent example of addressing 247 00:09:26,774 --> 00:09:29,315 that burnout and forcing the why or reengaging 248 00:09:29,855 --> 00:09:32,034 your nurses and physicians? Was there 249 00:09:33,054 --> 00:09:35,235 something in particular you had in mind? 250 00:09:36,334 --> 00:09:39,154 Yeah. We've established we call them, wellness 251 00:09:39,615 --> 00:09:40,115 committees. 252 00:09:40,815 --> 00:09:41,794 Each of our 253 00:09:42,399 --> 00:09:42,899 hospitals, 254 00:09:43,679 --> 00:09:44,179 established 255 00:09:44,559 --> 00:09:45,299 a a group, 256 00:09:45,840 --> 00:09:48,740 that would be a a opportunity to listen 257 00:09:49,120 --> 00:09:50,799 to issues that come up, 258 00:09:51,279 --> 00:09:53,299 in in the hospital. Some of them are 259 00:09:53,600 --> 00:09:55,860 little things, simple things that can be 260 00:09:56,235 --> 00:09:58,075 easily fixed. Some of them are are more 261 00:09:58,075 --> 00:09:58,575 complicated, 262 00:09:59,434 --> 00:10:01,134 but having that that forum, 263 00:10:01,995 --> 00:10:03,134 to to share, 264 00:10:03,674 --> 00:10:05,294 challenges and to share stresses 265 00:10:05,995 --> 00:10:08,475 and then and working the list and trying 266 00:10:08,475 --> 00:10:09,455 to fix problems, 267 00:10:10,420 --> 00:10:12,360 as best we can. The other, 268 00:10:13,220 --> 00:10:15,860 tool that I find very powerful is we 269 00:10:15,860 --> 00:10:17,960 call it senior leader rounds, 270 00:10:18,660 --> 00:10:21,540 where the hospital c suite, you know, goes 271 00:10:21,540 --> 00:10:23,720 out to the hospital floors, 272 00:10:24,174 --> 00:10:26,195 meets with the staff, listens 273 00:10:27,134 --> 00:10:30,095 to any issues or concerns they have. Sometimes 274 00:10:30,095 --> 00:10:32,514 it's things like the supply chain function 275 00:10:33,054 --> 00:10:35,394 is not correctly working. You know, there's certain 276 00:10:35,855 --> 00:10:38,815 tools that that are not in place that 277 00:10:38,815 --> 00:10:39,750 need to be there. 278 00:10:40,549 --> 00:10:42,490 And some of those things can be fixed 279 00:10:42,549 --> 00:10:45,029 real time, which is very powerful to to 280 00:10:45,029 --> 00:10:47,590 see your c suite, you know, fixing your 281 00:10:47,590 --> 00:10:49,909 problem when you're a staff member on a 282 00:10:49,909 --> 00:10:51,049 on a floor unit. 283 00:10:51,590 --> 00:10:53,669 So that's been another great tool for us 284 00:10:53,669 --> 00:10:56,035 to help problem solve and and to help 285 00:10:56,035 --> 00:10:58,375 make the work environment easier for everybody. 286 00:10:59,875 --> 00:11:02,054 Mhmm. Yeah. I can only mention how encouraging 287 00:11:02,355 --> 00:11:05,394 it is to be, like, that real time 288 00:11:05,394 --> 00:11:07,169 fix. Like, as soon as the problem is 289 00:11:07,409 --> 00:11:10,209 raised, you know, and not waiting and emails 290 00:11:10,209 --> 00:11:13,409 and weeks weeks for something to be over 291 00:11:13,409 --> 00:11:13,730 with. 292 00:11:14,529 --> 00:11:16,789 We have a few minutes left. I wanna 293 00:11:17,250 --> 00:11:19,009 make sure I get to a few other 294 00:11:19,009 --> 00:11:21,089 questions. So I'm gonna give you 2 questions 295 00:11:21,089 --> 00:11:23,054 at once. One is, you know, how do 296 00:11:23,054 --> 00:11:26,095 you see the chief medical and quality officer 297 00:11:26,095 --> 00:11:28,274 roles evolving? And then also, 298 00:11:29,214 --> 00:11:31,375 to tack on what would be your advice 299 00:11:31,375 --> 00:11:32,995 for future aspiring, 300 00:11:33,695 --> 00:11:35,394 chief medical and quality officers? 301 00:11:36,440 --> 00:11:38,940 Yeah. The the chief medical officer role, 302 00:11:39,960 --> 00:11:41,740 I think will evolve to be 303 00:11:42,279 --> 00:11:43,580 more of a strategic, 304 00:11:44,279 --> 00:11:45,820 you know, business partner 305 00:11:46,360 --> 00:11:47,899 as a c suite member 306 00:11:48,335 --> 00:11:50,674 within a hospital or within a health system 307 00:11:50,815 --> 00:11:52,914 where the chief medical officer, 308 00:11:53,615 --> 00:11:55,875 who is really the physician leader, 309 00:11:56,975 --> 00:11:59,215 gets more involved in in all aspects of 310 00:11:59,215 --> 00:12:01,235 decision making. You know, the physician 311 00:12:01,774 --> 00:12:05,000 leader needs to understand the business, and and 312 00:12:05,000 --> 00:12:08,059 part of that is is my advice to 313 00:12:08,679 --> 00:12:09,179 aspiring 314 00:12:09,879 --> 00:12:12,279 CMOs is to understand the entirety of the 315 00:12:12,279 --> 00:12:13,340 health care business. 316 00:12:14,039 --> 00:12:16,679 Not that someone's gonna become a full subject 317 00:12:16,679 --> 00:12:19,475 matter expert in the finances of health care 318 00:12:19,475 --> 00:12:21,495 or, you know, how human resources, 319 00:12:21,955 --> 00:12:23,735 should work in a health system, but 320 00:12:24,195 --> 00:12:27,335 having deeper knowledge and experience and exposure 321 00:12:27,875 --> 00:12:28,774 to those different 322 00:12:29,154 --> 00:12:31,335 functions is very important because 323 00:12:31,679 --> 00:12:34,720 the health care environment is very matrixed, and 324 00:12:34,720 --> 00:12:37,440 it's a team based sport. And the more 325 00:12:37,440 --> 00:12:40,720 knowledge that a a physician leader can have 326 00:12:40,720 --> 00:12:43,039 in those areas, the more equipped they're gonna 327 00:12:43,039 --> 00:12:45,220 be able to have a a real conversation 328 00:12:45,279 --> 00:12:48,074 when they're at the table talking about strategy, 329 00:12:48,074 --> 00:12:48,815 for example. 330 00:12:49,674 --> 00:12:50,975 So that CMO 331 00:12:51,674 --> 00:12:54,414 role really should be a true business strategic, 332 00:12:54,475 --> 00:12:55,375 you know, partner 333 00:12:55,914 --> 00:12:58,334 as decisions are are being made. 334 00:12:59,115 --> 00:13:01,595 And aspiring CMOs should be equipped to to 335 00:13:01,595 --> 00:13:03,289 be part of that conversation. 336 00:13:03,909 --> 00:13:06,230 The other part of what I think is 337 00:13:06,230 --> 00:13:08,629 important that I mentioned before for aspiring CMOs 338 00:13:08,629 --> 00:13:10,789 is really to make sure you are spending 339 00:13:10,789 --> 00:13:12,549 time at the frontline to make sure you 340 00:13:12,549 --> 00:13:15,049 are going to the hospital 341 00:13:15,509 --> 00:13:17,129 unit, having conversations 342 00:13:17,509 --> 00:13:21,144 directly with patients, having conversations directly with nurses. 343 00:13:22,245 --> 00:13:24,404 And whether it's in the hospital or whether 344 00:13:24,404 --> 00:13:27,605 it's in medical office practice or ambulatory surgery 345 00:13:27,605 --> 00:13:30,325 centers, it's really important for a physician leader 346 00:13:30,325 --> 00:13:33,210 to to be there, to see, to hear 347 00:13:33,509 --> 00:13:36,409 directly from the front line so that the 348 00:13:36,710 --> 00:13:39,669 person can really understand more deeply what's going 349 00:13:39,669 --> 00:13:41,210 on and how they can be 350 00:13:41,750 --> 00:13:44,169 helped and and really bring solutions, 351 00:13:44,710 --> 00:13:45,370 to those 352 00:13:46,144 --> 00:13:46,644 environments. 353 00:13:48,144 --> 00:13:49,425 The the last thing I I wanted to 354 00:13:49,425 --> 00:13:51,845 mention is is, you know, having 355 00:13:52,225 --> 00:13:54,785 a comfort level, you know, with a matrix 356 00:13:54,785 --> 00:13:57,205 type environment. You know, a physician leader 357 00:13:58,079 --> 00:13:59,220 will be an influencer. 358 00:13:59,919 --> 00:14:02,159 And the more that physician leader can have 359 00:14:02,159 --> 00:14:04,159 an understanding of the different aspects of health 360 00:14:04,159 --> 00:14:06,319 care, the more likely they're gonna be an 361 00:14:06,319 --> 00:14:07,379 effective influencer 362 00:14:07,759 --> 00:14:09,940 as decisions are being made about strategy, 363 00:14:10,480 --> 00:14:11,940 in a health system environment. 364 00:14:14,605 --> 00:14:16,285 Mhmm. I would love to hear more about, 365 00:14:17,085 --> 00:14:19,164 kind of the influencer role, but we are 366 00:14:19,164 --> 00:14:21,245 at time. Thank you so much, Andy, for 367 00:14:21,245 --> 00:14:23,884 joining me on the podcast today and sharing 368 00:14:23,884 --> 00:14:26,419 your sharp insights with us. For our audience 369 00:14:26,480 --> 00:14:28,480 listening today, you can catch more of him 370 00:14:28,480 --> 00:14:30,799 in our upcoming clinical leadership forum at the 371 00:14:30,799 --> 00:14:32,899 Becker CEO and CFO roundtable, 372 00:14:33,360 --> 00:14:35,620 which is taking place this November in Chicago. 373 00:14:36,080 --> 00:14:39,039 We have limited space available for attendees and 374 00:14:39,039 --> 00:14:41,654 sponsors, so contact us if you wanna snag 375 00:14:41,654 --> 00:14:43,495 a spot. Thank you again, Andy. I really 376 00:14:43,495 --> 00:14:44,315 appreciate it. 377 00:14:44,695 --> 00:14:45,834 Thank you very much.