The Gary Bisbee Show

Meet Elazer EdelmanElazer R. Edelman, M.D., Ph.D., is the Edward J. Poitras Professor in Medical Engineering and Science at MIT, Professor of Medicine at Harvard Medical School, and Senior Attending Physician in the coronary care unit at the Brigham and Women's Hospital in Boston. Key Insights:Dr. Edelman works at the intersection of the physical sciences and medicine to improve healthcare. Key Intersections. Dr. Edelman believes that clinical work, scientific research, and engineering must all come together to keep the medical profession on track.Explaining and Receiving Feedback. Physician-scientists have an obligation to explain their methods and then to listen carefully to feedback to ensure widespread understanding.How to spur Innovation? Create communities where people feel safe and secure saying that they don't know—and then let them investigate.  This episode was made possible by our partnership with Edwards Lifesciences. Relevant Links:Read more about Dr. EdelmanLearn about the Brigham and Women's Hospital 

Meet the Guests:This episode features three leaders previously interviewed on The Gary Bisbee Show. John Glaser, Ph.D., is an Executive in Resident at Harvard Medical School and recently published “Advanced Introduction to Artificial Intelligence in Healthcare.” Kevin B. Mahoney is chief executive officer of the University of Pennsylvania Health System, a pillar of the Penn Medicine enterprise. Sean Lane is the CEO of Olive and CEO of Circulo Health. Previously, he was an Intelligence Officer for the National Security Agency. Key Insights:Many of healthcare's key leaders are making a deliberate effort to understand the uses of A.I.• No Gimmick. In the race to produce technology that “wows,” the market may be flood with flashy products that don't produce better results. Leaders need to be discerning about A.I.• Who Buys A.I.? According to John Glaser, nobody buys A.I. – instead, people buy products that have been made more reliable and effective by their incorporation of the new technology. • What is A.I. for? Ultimately, A.I. is useful to the extent that it frees up human capacity, so that healthcare can be more human than it ever has been. Relevant Links:Listen to John Glaser's full episodeListen to Kevin B. Mahoney's full episodeListen to Sean Lane's full episode

Meet Warner ThomasWarner L. Thomas is president and CEO of Sutter Health, a Northern California based not-for-profit integrated health system that cares for more than 3 million patients in one of the most diverse and innovative regions of the country. A grounded-yet-visionary leader, Thomas has demonstrated the capability to navigate the dynamic healthcare landscape at every level — from outstanding patient care to organizational strategy to public policy at both the state and national levels. Key Insights:Warner Thomas believes that communication and transparency are key to an organization's success. Can we prepare for everything? Warner Thomas worked in a leadership position during Hurricane Katrina and concluded: “there will always be things you don't anticipate.” New Leadership. When starting a new leadership position, make an effort to communicate with every level. Talk to nurses, to clinicians, to support staff. Training is key. Mr. Thomas believes the workforce challenge facing healthcare can only be solved by creating a dependable talent pipeline. This episode was made possible by our partnership with Edwards Lifesciences. Relevant Links:Read more about Sutter HealthRead about Warner Thomas

Meet Dan BrillmanDan Brillman is the Co-founder and CEO of Unite Us. Dan graduated from Yale University in 2006 and worked in finance and consulting before joining the Air Force Reserves as a combat pilot, where he still serves today. Dan Co-founded Unite Us in 2013. Key Insights:Dan Brillman Co-founded Unite Us in 2013, and has a decade of success to show for it.  Create the Standard. In a chaotic field, innovators have to be the agents who bring order.How to Overcome Fragmentation? Unite Us put years of work into understanding various sectors and systems in order to make access close to effortless for individuals. Blurring Boundaries. Dan says our understanding of “Health” is blurring, as we come to better understand social determinants – and this is progress.  Relevant Links:Read more about Dan BrillmanRead about Unite Us

Meet Amir Dan RubinAmir Dan Rubin has focused his career on transforming health care. Through One Medical's human-centered and technology-powered model, he serves on a team dedicated to delighting members with better health and better care, while reducing total costs. Previously, as an EVP and divisional CEO at UnitedHealth Group's Optum division, he oversaw a number of areas focused on helping to make the health system work better. Amir also previously served as president and CEO of Stanford Health Care in Palo Alto. Key Insights:Amir Dan Rubin is leading the way as Amazon's One Medical forges new paths in the healthcare economy. Customer First. One Medical brings Amazon's strategy of “working backwards” to the medical economy. Integrated Support. Amir suggests that it's crucial to make the patient feel supported, but it's equally important to make clinicians and team members feel that they are supported.Is there Market Opportunity? There's “total unmet need” – from questions of access to managing chronic disease, there are many places to improve healthcare.  Relevant Links:Read more about Amir Dan RubinRead more about One Medical

Meet Kevin B. MahoneyKevin B. Mahoney is chief executive officer of the University of Pennsylvania Health System, a pillar of the Penn Medicine enterprise. He leads health system operations, spanning six hospitals, 11 multispecialty centers and hundreds of outpatient facilities in Philadelphia, Delaware and New Jersey. Key Insights:Kevin Mahoney's decades of leadership in healthcare have taught him the importance of innovating. Fearless Convictions. If you stand by your principles, as you continue to listen to others, people will naturally pull towards you. How to Keep Innovating? Be clear about how things are working in the present, but always be reassessing and asking, “Could we do it better? Is there another way?”Collegial Competition. The presence of just one innovative thinker can be contagious, and often encourages others to attempt innovation themselves.  Relevant Links:Read more about Kevin B. MahoneyFollow Kevin on Twitter

Meet Russ RichmondRuss Richmond is a physician entrepreneur with experience building digital health companies such as Laudio, Advanced Practice Strategies (APS), Objective Health, Verisk Health, and D2Hawkeye, as well as counseling large payors and health systems while with McKinsey & Company. Key Insights:Dr. Richmond's company, Laudio, brings all of the major hospital workloads together for frontline health system managers. Solving Labor. Dr. Richmond understood, early on, that labor and labor productivity would be the major issue for health systems.A Workflow Interface? Laudio brings 7 or 8 major workloads together, and also suggests the next best actions, to help guide managers.Start Early. Dr. Richmond suggests that if you have an idea for an entrepreneurial venture, it's best to start as soon as possible. Relevant Links:Read more about Russ RichmondLearn more about Laudio

Meet Sina Chehrazi:Sina Chehrazi is an entrepreneur and business executive with experience across the various stages of the entrepreneurial process. Sina serves as the Founder and Chief Executive Officer of Nayya, a platform that uses AI and data science to personalize the way people choose and use their benefits.Key Insights:Sina Chehrazi advocates for a leadership that is genuine with the team and with customers.● How to Improve Healthcare? Sina explains that if you want to change healthcare, you have to start by following how the money flows. ● Confidence. Customers who know what they're investing in are more likely to jump in with an innovator.● Integration. Nayya aims to be the hub that connects and personalizes a consumer's health life.  Read more about NayyaFollow Sina on Twitter

Meet Richard WintersDr. Richard Winters is a practicing emergency physician and executive coach at Mayo Clinic. As director of Leadership Development for the Mayo Clinic Care Network, Dr. Winters facilitates retreats and delivers programs that train leaders at healthcare organizations worldwide. Key Insights:Dr. Winters practices Emergency Medicine and coaches leadership in the medical industry. Uncertainty. Dr. Winters says healthcare is volatile, uncertain, complex, and ambiguous – and leaders must become adept at thriving in such situations. Why Physician Autonomy? As organizations scale, agility is required. Trusting employees to make the right call based on their own judgment improves overall quality.Nuance and Compromise. Unlike in the ER, the board room requires constant negotiation and compromise. Making change is a process and requires careful language.  Relevant Links:Read more about Dr. WintersOrder a copy of “You're the Leader”

Meet Josh MakowerJosh Makower, M.D., is the Boston Scientific Applied Bioengineering Professor of Medicine and of Bioengineering at the Stanford University Schools of Medicine and Engineering, and is the Director and Co-Founder of the Stanford Byers Center for Biodesign, and Founder of Stanford's Biodesign Policy Program. Key Insights:Josh holds over 300 patents, and believes that innovation is a process than can be taught.  How to improve global health? Josh believes that innovation can be learned deliberately, and that those who practice it according to his process, will get good at it. Two Modes. The innovator must first consider all possibilities, even “wild ideas,” and then switch gears, to identify dead ends as rapidly as possible. Teaching Policymakers. In addition to teaching aspiring innovators, Josh believes that educating the next generation of policymakers is a crucial undertaking. This episode was made possible by our partnership with Edwards Lifesciences. Relevant Links:Read more about Josh MakowerRead more about Stanford's Biodesign Policy Program

Meet the Guests:This episode features three leaders previously interviewed on The Gary Bisbee Show. Listeners will hear from: Pete McCanna, CEO, Baylor Scott & White Health; Steve Glass, President and CEO, Medical Mutual, and Richard Pollack, President and CEO, American Hospital Association.  Key Insights:Our guests offer commentary on how new, for-profit entrants are changing the health economy.What Do Consumers Demand? Legacy systems must evaluate the prospect of building partnerships with the new large-cap entrants to provide customers with what they demand.Capital and Profit. New entrants are finding market inefficiencies, which brings innovation. The danger is disintermediation and fracturing of the care continuum. Predatory Practice. Mr. Pollack sees promise in the potential for partnering, but he warns that for-profit models neglect poor and under-insured populations. Relevant Links:View Pete McCanna's full episodeView Steve Glass's full episodeView Richard Pollack's full episode

Meet Scott SowleScott Sowle launched Muir Wood Adolescent and Family Services in 2013. Muir Wood is the culmination of his personal and professional experiences and has become recognized nationally as a gold standard in adolescent behavioral health care.  Key Insights:Scott Sowle is an expert in creating treatment programs that emphasize kindness and compassion.Urgent Work. Professionals are tracking higher use of cannabis, alcoholism and stimulants—and are especially concerned with fentanyl use among teens. Gender-separate Treatment? The Muir Wood facilities separate residents by gender, which allows great trust to emerge, facilitating vulnerable sharing throughout recovery. Twin Keys. The two biggest components of successful treament are length of stay, and parental involvement.  Relevant Links: Read more about Muir Wood Adolescent and Family ServicesRead about Scott Sowle

Meet Paul Generale:Paul Generale is a healthcare executive bringing nearly two decades of experience in the fields of finance and administration to his role as a senior executive with CHRISTUS Health. Key Insights:Mr. Generale believes that effective healthcare leaders must be able to adapt and pivot when new strategies are needed. What Recent Trends are Here to Stay? Innovation in digital, the care continuum, and Medicare and other regulator payers moving things to outpatient—these are here to stay.Integrated Health Plan. Instead of being fee-for-service, offering an in-house health plan allows healthcare systems to attack some of the social determinants.Continue Learning. Paul remarks, “Take some risk, learn. Try to evolve. There's not a path. If you find that opportunity, take it.” This episode was made possible by our partnership with Citi. Relevant Links:Learn more about Paul GeneraleRead about CHRISTUS Health

Meet Richard EdelmanRichard Edelman is the CEO of Edelman, a global communications firm, and Chairman of Daniel J. Edelman Holdings, the firm's holding company. Now in his 26th year as CEO, Richard is one of the longest tenured agency leaders in the marketing services industry. Key Insights:Richard Edelman oversees international polling on personal and institutional trust.  Where does Political Dialog Occur? The most believable place to have a quality conversation on politics is at work. It's not in your neighborhood anymore. It's in the workplace, because people now have transferred so much of their psychic energy to work.How to Address Misinformation? There is a continued need to supplement information on social. I think companies have to participate in social put good facts in there. If they have quality information, sharing through newsletters, I just don't think media can do it aloneHow to be Trustworthy? It used to be that 75% of trust score was related to ability. Now that's taken for granted almost the other 75 has to do with who you are. Do you have a mission?This episode was made possible by our partnership with Edwards Lifesciences.Relevant Links:Read more about Richard's careerRead about Richard's company, Edelman

Meet Richard PollackRick Pollack is president and CEO of the American Hospital Association (AHA), the nation's largest hospital and health care system membership organization with nearly 5,000 member hospitals, health care systems, networks, and other providers of care. Serving as the AHA's top leader since 2015, Rick is widely recognized for his strong, effective advocacy and leadership on behalf of our nation's hospitals, the patients and communities they serve, and the health care professionals those organizations support. During the height of the COVID-19 pandemic, Rick built a coalition including the American Medical Association, the American Nurses Association, state and regional hospital associations, and other leading health organizations to support efforts in following public health guidelines, promoting vaccination, with a focus on vulnerable communities, and successfully obtaining the financial resources and regulatory flexibility to keep our hospitals open to care for their patients and communities during the most challenging public health crisis of our time. Key Insights:Mr. Pollack is an experienced leader and expert in health policy, health financing, and advocacy.  Unifying Issues. In spite of diversity of concerns among members, certain issues draw all together: financial challenges, workforce challenges, cybersecurity, etc. Bipartisan Advocacy. The AHA has been intentional about working across the political divide, developing close relationships with both Trump and Biden administrations. Consolidation Advantage. The shift to value based care involves managing risk, and larger organizations can typically handle more risk: consolidation often makes sense. Relevant Links:Read more about Mr. PollackRead about the American Hospital Association

Meet Elizabeth Fowler:Dr. Elizabeth Fowler is Deputy Administrator and Director of the Center for Medicare and Medicaid Innovation at CMS. Dr. Fowler previously served as Executive Vice President of programs at The Commonwealth Fund and Vice President for Global Health Policy at Johnson & Johnson. Before that, she was special assistant to President Obama on health care and economic policy at the National Economic Council. From 2008 to 2010, she was Chief Health Counsel to Senate Finance Committee Chair, Senator Max Baucus (D-MT), where she played a critical role developing the Senate version of the Affordable Care Act. She also played a key role drafting the 2003 Medicare Prescription Drug, Improvement and Modernization Act (MMA). Dr. Fowler has over 25 years of experience in health policy and health services research. She earned a bachelor's degree from the University of Pennsylvania, a Ph.D. from the Johns Hopkins Bloomberg School of Public Health, and a law degree (J.D.) from the University of Minnesota. She is admitted to the bar in Maryland, the District of Columbia, and the U.S. Supreme Court. Dr. Fowler is a Fellow of the inaugural class of the Aspen Health Innovators Fellowship and was elected to the National Academy of Medicine in 2022. Key Insights:Dr. Fowler is committed to the goal of reducing healthcare spending on a net basis into the future.Efficiency. Part of the ACA passed in 2010, the CMS Innovation Center aims to reduce barriers to care delivery, making healthcare more affordable and efficient. Long Term Plans. Dr. Fowler suggests that changing our healthcare system for the better is a project of immense scope. Prepare to measure progress on a scale of decades. Realism and Risk. Value-based care remains the goal, but Dr. Fowler understands that many organizations still face challenges that prevent them from adopting value models.This episode was made possible by our partnership with Edwards Lifesciences.Relevant Links:Follow Dr. Fowler on TwitterLearn about the CMS Innovation Center

Meet Steve Glass:Steve Glass is CEO of Medical Mutual and a member of the company's board of directors. An experienced healthcare executive, Steve joined the Cleveland Clinic in 2002 and was named the organization's CFO in 2005. In that role, he was responsible for the overall financial operations of the Cleveland Clinic and its subsidiaries worldwide. Mr. Glass earned a Bachelor of Science degree in Accounting from Towson University in Maryland and is a Certified Public Accountant. He is on the board of directors for the Greater Cleveland Partnership, as well as a member of the American Institute of Certified Accountants, Ohio Society of Certified Public Accountants and Healthcare Financial Management Association.Key Insights:Steve Glass believes that providers and payers can work together to minimize friction in healthcare.The CEO Role. Stakeholders inside and outside of the company look to the CEO to be the voice of the organization, and establishing trust is key. Managing Risk. Insurers understand the benefit of moving to value-based care, but it's important to monitor and manage financial risk as health systems move in that direction.A Capitalist Society. Steve remarks, “If somebody's coming into your market, it's because they see an opportunity.” Providers and Payers need to innovate to meet the challenge.This episode was made possible by our partnership with Citi.Relevant Links:Read more about Steve GlassRead about Medical Mutual 

Meet Dr. Andy AndersonDr. Andy Anderson is Chief Medical Officer and Chief Quality Officer for RWJBarnabas Health. He oversees the clinical activities of one of the largest academic health systems in the nation. Dr. Anderson guides medical professionals through new models of health care delivery and reimbursement, with a focus on transformative health care and population health to achieve the best possible outcomes in quality, safety, and service. He brings broad experience in health system leadership and physician practice management to his role, having formerly been the CEO of the combined Medical Group at RWJBarnabas-Rutgers, and the Chief Medical Officer at Aurora Health Care in Wisconsin. Dr. Anderson continues to see patients and teach in addition to his leadership responsibilities. An internist by training, Dr. Anderson is a graduate of University of North Carolina, Chapel Hill, where he earned his bachelor's degree and medical degree. He earned a Master of Business Administration degree at Marquette University. Key Insights:Dr. Anderson has years of experience practicing medicine and is an expert in healthcare leadership:Outcomes-Driven. Dr. Anderson believes that using data to set and reach to achieve clear outcomes can inspire better care, and bring joy to healthcare employees.Integrated Care. The days of the shingled private practice may be drawing to a close: larger systems, offering integrated care, are a more effective place of employment for physicians.Master the Craft. Dr. Anderson encourages aspiring healthcare leaders to master their craft first—read voraciously, and practice consistently. Knowledge makes a leader effective.Relevant Links:Read more about Dr. AndersonRead about RWJBarnabas Health

Meet Dr. Steve Hester:Dr. Steven T. Hester is Senior Vice President, System Chief Clinical and Strategy Officer, Norton Healthcare. He joined Norton in 2004 as chief medical information officer, and has served in a number of medical staff and leadership positions in his time since. Prior to joining Norton Healthcare, Dr. Hester practiced emergency medicine full time, working for Kentuckiana Emergency Physicians to improve quality and volume. Dr. Hester hold's a bachelor's and medical degree from the University of Louisville and an MBA from Bellarmine University. He serves on multiple national committees and boards focused on improving the delivery of health care for patients. He also serves on the board of directors of the Christian Academy School System and Leadership Louisville.Key Insights:Steve Hester discusses his work and experience as a physician-leader.Parallel Priorities. In his role as Chief Medical Officer, Dr. Hester believes quality care arises when leaders do the right thing for both patients and employees.Optimizing Workflow. It's crucial to maximize the time physicians spend with patients: this is the goal of division of labor in a health system. New Work. The pandemic reset the way people think of employment, and many are re-considering what a successful work life looks like. Relevant Links:Read more about Norton HealthcareRead more about Dr. Hester

Meet Peter McCanna:Peter McCanna is chief executive officer (CEO) at Baylor Scott & White Health, the largest not- for-profit health system in Texas. Through 51 hospitals and more than 1,200 access points, including flagship academic medical centers in Dallas, Fort Worth and Temple, the system offers the full continuum of care, from primary to award-winning specialty care, as well as an array of virtual and in-home services. Previously, McCanna served as Baylor Scott & White's president. Now, in his role as CEO, McCanna is leading the health system's transformation to deliver experiences that go beyond customers' traditional expectations of healthcare.  Key Insights:Peter McCanna believes it is not enough to preserve legacy systems; healthcare must evolve: Customer Centered. The intersection of consumerism and new technological tools demand a new destination for healthcare where the customer must be at the center.Addressing Injustice. McCanna points out that there are big gaps in care for different populations—he describes these gaps as a public health problem. Diverse Thinking. According to McCanna, the executive of the future must be comfortable with diverse thinking, and must have a diverse skill set to implement change. This episode was made possible by our partnership with Citi.Relevant Links:Get to know Pete McCannaRead more about Baylor Scott & White Health

Meet Ceci Connolly:Ceci is a recovering journalist who now is in passionate pursuit of a better, more equitable, more affordable health system. She is President and CEO of the Alliance of Community Health Plans, a national organization of leading nonprofit, provider-aligned plans. Ceci is also the host of the Healthy Dialogue podcast. After 25 years in the news business – at outlets such as the Washington Post, the Associated Press and Congressional Quarterly – she worked at both McKinsey and PwC in health care thought leadership and consulting. She is a founding member of Women of Impact for Healthcare, co-author of Landmark: The Inside Story of America's New Health-Care Law and What It Means for Us All, and serves on the advisory board of Fannie Mae's Sustainable Communities Initiative. Key Insights:Ceci Connolly is a thought-leader who has years of experience advocating for better healthcare policies: Value Based. Ceci argues that the fee-for-service model has substantially hampered the effectiveness and affordability of the health system. Leveraging Influence. As the largest payer, the federal government has significant opportunity to modernize the healthcare economy while keeping it relevant.Recent Successes. Under Ceci's leadership, the ACHP has helped to normalize telehealth and successfully encouraged greater transparency in drug pricing. Relevant Links:Read more about CeciFollow Ceci on TwitterRead about the Alliance of Community Health Plans (ACHP)

Meet Howard Kern:Howard P. Kern is among the most innovative healthcare leaders in the country. Throughout his 42 years of health care management, he has a strong track record of executive leadership success. He served as President and Chief Executive Officer (CEO) of Sentara Healthcare, from 2016 through August, 2022 and now serves as CEO Emeritus, advising the CEO and Board of Directors on strategy and policy issues and programs. Mr. Kern has led numerous strategic initiatives to achieve performance goals relating to significant organic and merger/acquisition enabled growth and financial success as well as improvement in clinical care, consumer experience, and operational outcomes at Sentara.Key Insights:Howard Kern's executive experience has led him to some important insights on leadership: Think Ahead. Kern suggests that the role of a CEO is comparable to a chess game: one must think ahead—not just one move, but five or six moves in advance. Plan Ahead. Aspiring leaders must plan their careers intentionally. Kern suggests that young people can keep the idealism as long as they understand the trade-offs.Diversity of Thought. It's crucial for any sizeable company to have leadership that is willing to give voice to a variety of different and even divergent perspectives. Relevant Links:Read more about HowardLearn more about Sentara

Meet Shellye Archambeau:The former CEO of MetricStream, author Shellye Archambeau is an experienced CEO and Board Director with a track record of accomplishments building brands, high performance teams, and organizations. Ms. Archambeau currently serves on the boards of Verizon, Roper Technologies, and Okta. She is also a strategic advisor to Forbes Ignite and the President of Arizona State University, and serves on the board of two national nonprofits, Catalyst and Braven. Her book, Unapologetically Ambitious: Take Risks, Break Barriers and Create Success on Your Own Terms, will inspire you and provide the tools to enable you to fight the battles, make the tradeoffs and create the life you want. Key Insights:Shellye Archambeau offers important advice for aspiring leaders, based in her experience, on recognizing opportunities, finding mentors, and creating effective networks. Helping Others. Shellye's path to leadership began when she noticed that helping others led them to respect her as a person, and as an effective organizer.Stick to the Plan. Very few people have a plan and make a consistent effort to orchestrate every day in accordance with the plan. Shellye believes this is the path to power. A Good Director. Having served on a number of boards, Shellye advises board members and directors to contribute in their own expertise, and to speak up to raise important questions. Relevant Links:Check out Shellye's websiteFollow Shellye on TwitterOrder a copy of Shellye's book

Meet the Guests:This episode features three leaders previously interviewed on The Gary Bisbee Show. Listeners will hear from: Howard Kern, Former President and CEO, Sentara Healthcare; Sandra Fenwick, Former CEO, Boston Children's Hospital; and Bill Zollars, Former Chairman, President and Chief Executive Officer, YRC Worldwide Inc. Key Insights:Our guests offer valuable insight and advice on how to make the best transition to retirement. Pursue Your Interests. Retirement allows an active person to be more selective about how and where they can continue to contribute. Be Choosy. Recent retirees should not say yes to every opportunity; instead, find the balance that works best. Drop some of the old obligations; explore new avenues.Take time. Bill Zollars recommends taking up to six months to “reset” before committing to anything. This allows people to make wise decisions about how to allocate their time. Relevant Links:Read about Howard KernRead about Sandra FenwickRead about Bill Zollars

Meet Ben Lytle:Ben Lytle is Advisor to Lytle Healthcare and Author of “The Potentialist.” He is the former Chairman and CEO of Anthem, Inc. He received a Bachelor's in Psychology from Texas A&M and a JD from Indiana University–Purdue University Indianapolis. Key Insights:Ben Lytle explores the potential healthcare has for change. Anthem's Story. Ben Lytle was CEO of Blue Cross Blue Shield Indiana when they faced an existential threat from UnitedHealthcare. He helped diversify the company by founding an insurance brokerage business and grew the company by merging with other state Blue Cross Blue Shield groups. Room for Innovation. America has an aging population and healthcare staffing shortage. There is great opportunity for entrepreneurs who can develop technology that makes existing healthcare staff more productive. The Potentialist. Ben is a “potentialist,” meaning that living up to his full potential is how he defines success. He encourages leaders to reflect on their lives and examine who they are and if what they are doing positively impacts the people they love. Relevant Links: Check out Ben's websiteRead about his book “The Potentialist”

Meet John Phipps, M.D.:Dr. John Phipps is an internist and endocrinologist, currently serving as the Chief Care Transformation Officer at Inova Health System, where he is accountable for quality, safety, patient experience, care design, virtual care delivery, enterprise care management, and other areas critical to care delivery. He has 20 years in clinical practice and has spent 15 years as a health system leader and physician executive, including roles as President of one of the largest integrated medical groups and CEO of one of the largest independent specialty practices. John's personal mission is to lead leaders towards the quadruple aim, at scale, with urgency. Key Insights:This episode is part of our Excellence in Leadership Series, presented by Citi. Dr. John Phipps is an expert in improving patient care.  Always Improving. The key to improving health systems is to identify excellent performance and make it the norm. A Care Transformation Officer leads the journey from inconsistently great to consistently great.An Exhausted System. COVID stretched the limits of the system and of caregivers. In order to maintain high quality care going forward, health systems must first look after the well-being of caregivers. Humility and Learning. John reminds administrators and caregivers alike: there is always more to learn. An advanced degree is merely a starting point; serious leaders continue learning throughout their career.  This episode was made possible by our partnership with Citi. Relevant Links:Read about Inova Health

Meet David Marchick:David Marchick is the Dean of American University's Kogod School of Business and the former Director of Partnership for Public Service's Center for Presidential Transition. He is co-author along with Alexander Tippett, and collaborator A.J. Wilson, of The Peaceful Transfer of Power: An Oral History of America's Presidential Transitions. Key Insights:David Marchick discusses his tenure as director of the Center for Presidential Transition.  An intense transition. A Presidential transition is the period between the November election and the subsequent January inauguration, during which phase President-elects must make numerous key appointments.Historical Depository. The Center for Presidential Transition keeps records and suggests helpful strategies for negotiating these crucial moments in the democratic process. Governing Business. Business leaders must understand government—how it operates, what it requires, and how to negotiate.  Relevant Links:Read more about David MarchickRead about the Center for Presidential TransitionBuy The Peaceful Transfer of Power

Meet Alexis Stiles:Alexis Stiles leads Spencer Stuart's Global Healthcare Practice. She is also a member of the Firm's CEO and Board Practices and currently chairs the firm's Nominations Committee. Prior to Spencer Stuart, she was an Engagement Manager for McKinsey & Company. She received a Bachelor's in Psychology and an MBA from the University of Michigan. Key Insights:Alexis Stiles discusses career progressions and the CEO recruitment process. CEO Selection. CEO candidates are evaluated on track record and results. Alexis also utilizes an “executive intelligence assessment,” which measures potential. The assessment measures conceptual and analytical thinking, and decision making with limited information.Supporting Women. Alexis shares that men can support young women leaders by serving as active mentors and sponsors. You can break down barriers and perceptions to promote the next generation of leaders.Career Agency. You own your own career. Think purposefully about your career goals. However, don't be so stuck on those goals that you don't seize unique opportunities that come your way.Relevant Links: Read more about Alexis StilesRead “Spotlight on Innovation at the 2022 Health Evolution Summit” By Alexis Stiles  

Meet the Guests:For this special Thanksgiving episode, we reached out to leaders from all three of our Think Medium shows. Leslie Norwalk is a Strategic Advisor at Epstein Becker & Green. Stephen Beeson, M.D. is the founder and CEO of Practicing Excellence. John Halamka, M.D., M.S. is President of Mayo Clinic Platform. Key Insights:For this holiday episode, we asked leaders what they are thankful for this Thanksgiving.Thankful for Family. Leslie Norwalk is thankful for friends and family. She recently lost her father, and that event has highlighted the importance of her sisters and other family. Thankful for the Journey. Dr. Beeson is grateful for the pain points and rollercoaster that is founding a company. It provided perspective on what is important in life and family. Thankful for Young Leaders. Dr. Halamka is thankful to be able to mentor and pass on knowledge to the next generation of healthcare leaders.

Meet Carladenise Edwards, Ph.D.:Carladenise Edwards, Ph.D. is a Strategic Advisor. Previously, she was the EVP and Chief Strategy Officer for Henry Ford Health System and Providence St. Joseph Health, as well as Chief Strategy Officer for Alameda Health System. Dr. Edwards serves as a board member for Heluna Health, RAND Health, American Board of Internal Medicine, University of Pennsylvania School of Nursing, and Healthcare Financial Management Association. Dr. Edwards received a bachelors in Sociology and master's in Education and Counseling Psychology from the University of Pennsylvania. She received a Ph.D. in Medical Sociology from the University of Florida. Key Insights:This episode is part of our Excellence in Leadership Series, presented by Citi. Carladenise Edwards, Ph.D. is a healthcare strategy expert. Mission Creep. Health systems try to be all things to all people all the time. Health systems need to refocus on their goals in the community and do a few things exceptionally well, rather than many things inadequately.Public Health Infrastructure. We need to invest in public health, rather than expect health systems to manage it. Public Healthinfrastructure will enable more people to get the fundamental care they need to be healthy and secure.Hard Work. Work is not easy. It is hard and takes energy, but if you're pushing uphill that means you are producing something of value.Nothing is insurmountable if we collectively work towards change. This episode was made possible by our partnership with Citi. Relevant Links: Follow Dr. Edwards on TwitterRead more about Dr. Edwards

Meet John Glaser, Ph.D.:John Glaser, Ph.D. is an Executive in Resident at Harvard Medical School and recently published “Advanced Introduction to Artificial Intelligence in Healthcare.” Previously, Dr. Glaser joined Cerner Corporation as an Executive Senior Advisor, due to their acquisition of Siemens Health Services, where he was CEO. Prior to that, he served as the CIO for Partners HealthCare, now known as Mass General Brigham. Dr. Glaser sits on multiple boards of directors including the Scottsdale Institute, NCQA, and Forbes Health Advisory Board. Key Insights:John Glaser is a thought leader in the field of healthcare IT. He explores what leaders must know as AI becomes more prevalent in the healthcare industry.  Defining AI. Dr. Glaser defines AI as a machine that perceives its environment, and based on that perception, takes steps to maximize chances of success. One type of AI is deep learning, which is when a machine is fed large amounts of data and can then output an interpretation of new data.Data Challenges. AI rests on data. Data may need to be cleaned before use, adding extra steps. Data may be skewed or biased, potentially introducing ethical concerns. Healthcare adds an additional challenge of validation as doctors don't always agree on diagnosis given the same data. Implementation. Dr. Glaser recommends the CIO or CDO put together a multidisciplinary AI committee that evaluates potential AI products and selects a certain number to pilot. The committee can define who is accountable for conducting and tracking the pilot, but ultimately the entire C-suite is accountable for AI support and implementation.  Relevant Links:Check out Dr. Glaser's book “Advanced Introduction to Artificial Intelligence in Healthcare”Check out articles written by Dr. Glaser in the Harvard Business Review

Meet James Staten:James Staten is the Senior Vice President of Finance and Chief Financial Officer for the University of Southern California (USC). In addition, he serves on the Board of Directors for the Keck Medicine of USC and USC's three captive insurance companies. Prior to USC, James serves as Executive Vice President and Chief Financial Officer for Yale New Haven Health System. James received a bachelor's degree in business and economics from the State University College of New York.  Key Insights:USC will be leaving the Pac-12 conference to join the Big 10. In this focused conversation, James Staten explains the factors behind the decision. Background Factors. Like many big college athletic programs, USC had run into deficits over the last few years, which negatively impacts facilities and recruitment. Additionally, this decision came at a time when the conference was about to soon enter media rights negotiations. Why the Big 10? USC decided to join the Big 10 because the increased media exposure would benefit student athletes as well as the university's national exposure and revenue. Additionally, it is a better academic conference.Healthcare vs Higher Ed. Higher education is favoring more partnerships and affiliations, rather than the consolidations seen in the healthcare sector. Relevant Links: Learn more about James StatenRead “Not your conventional chief financial officer”

Meet Nick Turkal, M.D.:Nick Turkal, M.D. is CEO of the Center for Health Education and Access. He is also a practicing palliative care physician. Dr. Turkal serves on several Boards of Directors including the Burrell College of Osteopathic Medicine, the Idaho College of Osteopathic Medicine, and the Crisis Prevention Institute. Previously, he was President and Chief Executive Officer of Aurora Health Care. Dr. Turkal received a bachelor's in Biology and an M.D. from Creighton University. Key Insights:Nick Turkal, M.D. and the Center for Health Education and Access is tackling the provider shortage. Building a Pipeline. The Center for Health Education and Access is creating a pipeline to recruit underrepresented minorities to medical schools to become providers in underserved communities. The center is starting with osteopathic medical schools but envisions expanding to other patient care providers. Focus on Primary. Historically, osteopathic doctors (OD) go into primary care at higher rates than allopathic doctors (MD). Additionally, the medical schools are selecting students that have a higher interest in primary care, and training them in smaller, rural communities with more exposure to primary care. Nursing Burn Out. Nurses today have a greater desire for flexibility, and health systems need to adjust. The trend of nurses joining staffing agencies was accelerated by the pandemic, but already existed due to generational differences.  Relevant Links:Read “The Rise Fund Invests in The Burrell College of Osteopathic Medicine and Idaho College of Osteopathic Medicine; Launches Center for Health Education and Access”

Meet the Guests, Jay Campbell and Jim Hobart:Jay Campbell is a partner at Hart Research Associates. He has been quoted on politics and public opinion in national publications and has appeared on National Public Radio, MSNBC, CNBC, and C-SPAN discussing politics and polling. Jay graduated from the College of the Holy Cross with a degree in political science. Jim Hobart is a Partner at Public Opinion Strategies. He regularly appears on NPR, CNN, HillTV, and the BBC to offer political analysis. In 2013, he received the prestigious Rising Star Award from Campaign and Elections Magazine. Jim received a bachelor's from Wake Forest University.  Key Insights:Healthcare may feel separate from politics. However, politics impact the regulations, payments, and trends in the healthcare sector. Leaders need to be aware of what changes may be on the horizon. Macro Trends. Historically, midterms tend to favor the political party out of power; this election is likely to favor Republican candidates. However, results will be impacted by voter mobilization, ad spending, other political issues, and the candidates themselves.Top Issues. Inflation is at the top of voters' minds, especially for independent voters. Democrat candidates are focusing on abortion rights, climate change, and threats to democracy, while Republican candidates are focusing on border security, immigration, and crime. Healthcare in the Polls. According to polls and television ad spending,healthcare does not seem to be a top issue for voters or candidates. However, both guests view decreasing prescription drug prices as a popular and bipartisan political issue. Relevant Links:Follow Jarrett Lewis on TwitterFollow Jim Hobart on TwitterLearn more about Jay Campbell

Meet Joe Moscola:Joe Moscola is the Executive Vice President of Enterprise Services for Northwell Health. He also serves on the Board of Directors for Farmingdale State College and Nassau Community College, and is a trustee of the 1199 Pension Fund. Previously, he was the Senior Vice President and Chief People Officer of Northwell Health. Joe received a Bachelor's in Biology from St. John's University, an MBA from Adelphi University, and a Physician Assistant certificate from Catholic Medical Centers-Bayley Seton Campus. Key Insights:This is the first episode of our Executive Leadership Series, presented by Citi. This series will explore groundbreaking leaders who are envisioning tomorrow's healthcare. Joe Moscola explores top issues and creative solutions for human resources in healthcare. Addressing Physician Burnout. Northwell Healthcreated Lavender Rooms where employees can take a moment away from work and decompress. They also created the Center for Traumatic Stress and Resiliency, an area staffed 24/7 with behavioral health specialists for whenever clinicians need extra support.Solving Staffing. Northwell Health had previously created its own staffing agency to reduce the cost of contingent workers. During the pandemic, the organization also joined Evolve Health Alliance, a staff exchange program that could shift employees based on the shifting needs of health systems.Fundamental Values. In a large organization, you are never going to make everyone happy. However, Joe points to being fair and consistent as fundamental leadership values, especially for HR leadership. This episode was made possible by our partnership with Citi. Relevant Links: Learn more about Joe MoscolaRead “Nurturing Talent, An Interview with Joseph Moscola, PA, Senior Vice President and Chief People Officer, Northwell Health”

Meet William D. Zollars:William D. Zollars is the former Chairman, President, and CEO of YRC Worldwide. He currently serves on the Board of Directors for Cerner Corporation, ProLogis Inc., C2FO, Restone Logistics, and Main Street Data, an Agtech company. William received a bachelor's in Economics from the University of Minnesota. Key Insights:William D. Zollars' focused conversation explores retirement, board membership, and leadership during an acquisition.  Different Types of Board. Public companies have a straightforward fiduciary duty for their shareholders. Not-for-profit and government boards are more complicated. There are more political implications and more potential stakeholders.Qualities of Good Board Members. Different skill sets are needed for different boards. However, Williams shares the qualities board members consistently need: to be engaged, have a high level of integrity, and the ability to work well on a team. Acquisition. William has been a part of multiple acquisitions and knows that there is no substitute for clarity. Asking detailed questions prevents misconceptions and sets clear expectations. Relevant Links: Learn more about William D. Zollars 

Meet Peter Fine:Peter Fine is the CEO of Banner Health. Prior to Banner Health, he was executive vice president and COO of Aurora Health Care. He also served as CEO of Grant Hospital and Senior Vice President of Operations at Northwestern Memorial Hospital as well as Assistant Administrator of Porter Memorial Hospital. Peter received a bachelor's from Ohio University and a master's in healthcare administration from George Washington University. Key Insights:Peter Fine has 22 years of healthcare leadership experience as Banner Health's CEO. Evolution. Peter describes how Banner Health has evolved over time through acquisitions and partnerships in health delivery and insurance. As the organization grew, Peter recognized the importance of integration as well as creating convenient outpatient touch points for the consumer. The Wise Guide. During the pandemic, Banner Health developed the “wise guide,” providing the Arizona public with up-to-date information about COVID-19 from a trusted medical source: Banner Health's Chief Clinical Officer, Marjorie Bessel.Affordability. Health systems tend to have operating margins around 2-3%. Additionally, Peter shares that Medicaid and Medicare tend to pay out less than the cost of a service, and the number of consumers with government health insurance is growing. As inflation rises and the cost of labor increases, healthcare affordability is a developing issue. Relevant Links:Read “Peter Fine on his two decades of 'seeking disruption'—and what's next for Banner”Read more about Peter Fine

Meet Keith Pitts:Keith Pitts is the Operating Advisor for Clayton Dubilier and Rice. Previously, he was the Vice Chairman of Tenet Healthcare Corporation and the Vice Chairman of Vanguard Health Systems. Prior to Vanguard Health Systems, Keith served as the Chairman and CEO of Mariner Post-Acute Network as well as the Executive Vice President and CFO for OrNda HealthCorp. He received a Bachelor's in Business Administration from the University of Florida.  Key Insights:Change in healthcare is evolutionary, not revolutionary. Keith Pitts explores the progression of healthcare from the 90s to today, and provides insights to where the industry is headed next. Healthcare Evolution. Consumers have changed their healthcare preferences. More than ever, patients accept virtual care and receiving health in non-hospital environments, such as at-home care. Keith predicts there will be a trend towards the “de-institutionalization” of low-acuity care.Government's Role in Healthcare. The U.S. government is the largest payer in healthcare, and plays a role in innovating payment models. CMMI is constantly testing new models, such as the recent ACO REACH. Keith sees the government as leading the way in pushing providers into value-based care models.The Cost of Standby. Healthcare operates on slim margins. A problem with this financing is that ER's and ambulatory services are needed 24/7, but few want to pay the standby costs of having those services always available.  Relevant Links: Learn more about Keith Pitts

Joanne Conroy, M.D. is the CEO and President of Dartmouth Health. She was also recently elected by the American Hospital Association (AHA) to be their chair-elect designate. Prior to Dartmouth-Hitchcock, Dr. Conroy served as CEO of Lahey Hospital and Medical Center (formerly the Lahey Clinic). She also served as Chief Health Care Officer of the Association of American Medical Colleges. Dr. Conroy received her undergraduate degree in chemistry from Dartmouth College and an M.D. from the University of South Carolina.  Key Insights:Dr. Conroy discusses her new role with the American Hospital Association and her overarching vision for leadership in healthcare. Work Force Challenges. One of the AHA's top issues is the work force. There has been a significant decrease in healthcare workers across the country and we need to be creative about building pipelines for new workers as well as initiatives for retention.COVID-19's Lasting Impact. There are two silver linings from the pandemic. First is the expansion of telehealth. COVID-19 vastly accelerate the timeline for telehealth adoption and use. Second is the growth in remote work. Remote options give organizations a recruiting advantage, allowing them to select from a national pool of applicants. Equity of Opportunity. To develop the next generation of women leaders requires developing leadership training and programing to identify future leaders, as well as creating opportunities for those people to demonstrate their leadership. Training isn't useful with the opportunity to apply it.  Relevant Links:Follow Dr. Conroy on TwitterRead “AHA Board Names Joanne M. Conroy, M.D., as Chair-Elect Designate”

Meet Dan Liljenquist:Dan Liljenquist is the lead architect and Board Chair of Civica Rx. His also Senior Vice President and Chief Strategy Officer for Intermountain Healthcare, where he also oversees Intermountain's Enterprise Initiative and Market Intelligence & Planning Offices. Prior to Intermountain, Dan served in the Utah State Senate. He is a former strategy consultant with Bain & Company, Inc. Dan received a bachelor's in Economics from Brigham Young University and a JD from The University of Chicago.  Key Insights:Dan Liljenquist knew the pharmaceutical industry needed to change. He helped establish a nonprofit drug company to reduce generic drug shortages and price gouging. Market Forces. Huge price increases on generic drugs are only possible under certain market conditions: there is inelastic demand, economies of scale are necessary for manufacturing, and only one manufacturer is required to meet market demand. Changing Insulin. The price of insulin has gone up by an average of 11% a year for the past 20 years. CivicaRx will be bringing 3 insulin molecules to market, which collectively make up most of the insulin prescriptions in the U.S., for a retail price of no more than $30 per vile.Transparency. If Dan could change one aspect of the pharmaceutical industry it would be to make it more transparent. He points particularly to the confusing and opaque practices of pharmacy benefit managers and rebates. The high prices for pharmaceuticals have a real, negative impact on patients. Relevant Links: Learn more about CivicaRxRead “CivicaScriptTM Announces Launch of its First Product, Creating Significant Patient Savings”Read Dan's commentary on generic drug market issues, published in the New England Journal of Medicine

Meet Ben Horowitz:Ben Horowitz is Co-founder and General Partner at the venture capital firm Andreessen Horowitz (a16z). He is the author of “The Hard Thing About Hard Things” and “What You Do Is Who You Are.” Prior to a16z, Ben was Co-founder and CEO of Opsware (formerly Loudcloud). When Opsware was acquired by Hewlett-Packard, he became their Vice President and General Manager of Business Technology Optimization for Software. Ben received a Bachelor's in Computer Science from Columbia University and a Masters in Computer Science from UCLA.  Key Insights:The vision for Andreessen-Horowitz derives from Ben's own experience as a software founder. Lessons For CEOs. Ben has two main leadership lessons. One is to seek the truth: about the product, company, and everything you do. Two is to remember you are always talking to the whole company. Every brainstorming session, conversation, and raise can impact the politics and culture of your organization because you speak for and as the company.Are CEOs Made? Ben posits that CEOs are more made than born. Mark Zuckerberg, Elon Musk, and Jeff Bezos are so different from each other, yet are the CEO-founders of successful companies. Truth starts with being true to yourself and your own leadership style.What a16z Does Different. Andreessen Horowitz is a venture capital firm designed to help the founder become an effective CEO, rather than replacing them. This is done by providing founder-CEOs with a network of powerful industry experts, executives, and advisors. Additionally, a16z is transparent about their investing decisions by publishing articles on their website.  Relevant Links: Learn more about a16zRead Ben's most recent article “a16z is Moving to the Cloud”Check out Ben's books

Meet Jeanine Turner, Ph.D.:Jeanine Turner, Ph.D. is a Professor for the Communication, Culture, and Technology Program and an Affiliate Professor for The McDonough School of Business at Georgetown University. She is the author of “Being Present: Commanding Attention at Work (and at Home) by Managing Your Social Presence.” Professor Turner received a Bachelor's in Communication Management and Masters in Organizational Communications from the University of Dayton, and a Ph.D. in Communication Studies from Ohio State University.  Key Insights:Professor Jeanine Turner, Ph.D. is an expert on the intersection of communication and technology.  What is Social Presence? Social presence is the feeling of connection when communicating with another person. This is heavily influenced by format of communication such as face-to-face conversations, email, and texting. Don't Multi-Communicate. You've heard of multi-tasking; multi-communicating is similar and people are just as bad at it. It's communicating with multiple people at the same time, such as having a face-to-face conversation while texting someone else. The best practice is to focus on one conversation at a time.Implementing Social Presence. When thinking about different communication strategies, Professor Turner recommends reflecting on who is your audience, what is the content, and what is your message. These variables will help you decide the right type of presence to engage in.  Relevant Links: Check out Professor Turners' websiteCheck out “Being Present: Commanding Attention at Work (and at Home) by Managing Your Social Presence.”

Meet Paul Mango:Paul Mango is the former Deputy Chief of Staff for Policy at Health and Human Services and was part of the leadership for Operation Warp Speed. He is the author of “Warp Speed: Inside the Operation That Beat COVID, the Critics, and the Odds.” Previously, he was the Chief Principal Deputy Administrator and Chief of Staff at Centers for Medicare and Medicaid Services. Paul received a Bachelor's in Engineering from the U.S. Military Academy at West Point and an MBA from Harvard Business School.  Key Insights:Paul Mango shares first-hand insights into Operation Warp Speed (OWS), which got a COVID-19 vaccine to the American people in less than 10 months.  Keys to Success. Paul points to 5 key factors that led to OWS's success: the historical development of mRNA technology, understanding the pharmaceutical industry, a venture capital mindset, bypassing bureaucracy, and public-private partnerships. Fail Fast. While problems occurred, few challenges significantly delayed OWS. The team had many seasoned logistics, manufacturing, and vaccine development experts that were able to predict problems before they happened.Leadership also had the philosophy of “fail fast,” figure out the issue quickly and solve it.Advice for Up-and-Coming Leaders. Leadership is not about being on top, it's about being out in front. Understand how the world is changing so your organization can adapt and survive. Additionally, the value of the team is always greater than the value of any individual.  Relevant Links: Check out “Warp Speed: Inside the Operation That Beat COVID, the Critics, and the Odds”“Former Warp Speed official reflects on triumphs, tribulations of COVID vaccine rollouts”

Ep 73.The Gary Bisbee Show Notes“Conflict, Courage, Regret” with Amy Gallo, Jim Detert, Ph.D., and Daniel Pink “The single biggest thing a leader can do: talk about one of our regrets. Don't just leave it there though, explain what you learned from it and what you're going to do about it.”                                                                                                                          – Daniel Pink Meet the Guests:This episode features three leaders previously interviewed on The Gary Bisbee Show. Amy Gallo is a Contributing Editor for the Harvard Business Review and co-host of the “Women at Work” podcast. She is also the author of forthcoming book “Getting Along: How to Work with Anyone (Even Difficult People).” Jim Detert, Ph.D. is a professor of Business Administration and Public Policy at the University of Virginia and author of “Choosing Courage: The Everyday Guide to Being Brave at Work.” Daniel Pink is a five-time New York Times bestselling author. His latest book is “The Power of Regret: How Looking Backward Moves Us Forward.” Key Insights:Authors can provide new perspective and framing on traditional leadership ideas.  Better at Conflict. When conflict arises, we tend to go on the defensive and lose sight of the other person. Instead, try to think about the other person in an empathetic way. Additionally, do preparation for the conversation. Ask yourself: what are the facts of the situation, what assumptions am I making, and what don't I know? And, what if I'm wrong, what would I do differently?How to Lead Courage. Leaders must acknowledge that fear exists and work towards a culture that promotes and protects courage. This includes modeling courageous actions, defending employees that are courageous, and examining potential barriers to bravery like financial and promotion incentives.How Leaders Can Use Regret. Daniel encourages leaders to share their regrets and mistakes. It creates an opportunity for powerful conversations about what can be learned from regrets and how to prevent future ones. It also helps normalize regret, which is important because regret is normal. Relevant Links: Listen to Amy Gallo's full episodeListen to Professor Jim Detert's full episodeListen to Daniel Pink's full episode

Ep 72.The Gary Bisbee Show Notes“A Guide to Fixing American Health Care” with David Nash, M.D. “We find the black box and, no surprise to hardened investigators, it's a multifactorial.”                                                                                                                          – David Nash, M.D. Meet David Nash, M.D.:David Nash, M.D. is the Founding Dean Emeritus and the Dr. Raymond C. and Doris N. Grandon Professor of Health Policy, at the Jefferson College of Population Health.He also serves as a Special Assistant to the Chief Physician Executive of Jefferson Health. He is a prolific author, with a forthcoming book, “How Covid Crashed the System: A Guide to Fixing American Health Care.” Dr. Nash received a Bachelor's in Economics from Vassar College, a medical degree from the University of Rochester, and an MBA in Health Administration from the University of Pennsylvania. Key Insights:Dr. Nash analyzed the pandemic like an investigation into a flight crash. The black box revealed a variety of misaligned incentives in our current healthcare system. Heroism is Counter-productive. Dr. Nash pushes back on the habit of calling doctors “heroes.” It reinforces the mythology that doctors can fix and control everything in healthcare. While individual doctors did their best, in reality it was the American health system that failed during the pandemic. (27:41)Pay-vidors. Dr. Nash points to the benefits of joint venture or ownership models, where payers and providers are economically aligned. This type of model incentivizes prevention, wellness, and upstream care. Kaiser Permanente and Humana are models of this. (34:58) How to Fix Healthcare. Dr. Nash has core recommendations to fix American Healthcare: improve medical education, realign healthcare payment incentives, refocus leadership on the patient, improve connectivity with consumer, and make digital health more inclusive. Relevant Links: Check out Dr. Nash's forthcoming book “How Covid Crashed the System: A Guide to Fixing American Health Care”Follow Dr. Nash on Twitter

Meet Tom Balcezak, M.D., MPH:Tom Balcezak, M.D., MPH is the Chief Medical Officer of Yale New Haven Hospital. Previously, he was the Senior Vice President and Chief Quality Officer for Yale New Haven Hospital. He has been with the organization for over 30 years. Dr. Balcezak is an internist and received his medical degree from the University of Connecticut, and his MPH from Yale University. Key Insights:Dr. Balcezak provides insight into the position of Chief Clinical Officer, and the role it plays in the c-suite, strategy, and decision making.The Role: Chief Medical Officer. CMOs have the responsibilities of what historically has been a Chief Physician Executive. His direct reports include Chief Medical Officers and Chief Nurses, and he plays a role in quality, safety, accreditation, policy regulations, as well as pharmacy and supply chain. From a strategic perspective, Dr. Balcezak centers his decisions around the clinical needs of the patients and broader community. (6:50)Integration at Scale. Yale New Haven Hospital was able manage the large influx of patients during the pandemic due to the large size of the organization, combined with a high level on integration. The institution could pivot quickly due to system-wide standardizations related to EMRs, practice groups, and care protocols. (12:43)Staffing Shortages. America's aging population combined with pandemic burn out is causing staffing shortages in healthcare. Additionally, Dr. Balcezak notes wage competition is occurring from parts of the economy that healthcare doesn't normally compete with. Staffing will be one of the biggest challenges ahead given the person-intensive nature of healthcare. (25:57)Relevant Links:“Thomas Balcezak, MD, MPH appointed Chief Medical Officer of Yale New Haven Hospital”Learn more about Yale New Haven Health

Meet Tevi Troy, Ph.D.:Tevi Troy, Ph.D. is a Senior Fellow at the Bipartisan Policy Center as well as a Senior Fellow of the Hudson Institute. He is the founder and CEO of American Health Policy Institute. His career extends into the public sector as a former member of President George W. Bush's transition team, a Deputy Secretary in HHS, and Acting Assistant to the President for Domestic Policy. Additionally, Dr. Troy is a prolific writer with 4 books on presidencies and over 300 articles commenting on political trends.Key Insights:Dr. Troy reflects on the 4th of July through the lens of past presidencies. Bonds of Liberty. During the 4th of July, Presidents look for ways to unite the country. Dr. Troy points to an overarching message of liberty as a way to remember our shared bonds as Americans. (1:49)Did You Know? Thomas Jefferson and John Adams both died on the same day, July 4th, 1826, 50 years after the signing of the Declaration of Independence. (3:32)How We Celebrate. Sometimes Presidents host activities on the 4th of July that advance policies of their administration, like parades or naturalization ceremonies. However, most often Presidents go to a vacation place they are comfortable with and celebrate with family. (6:12)Relevant Links: Follow Tevi Troy on TwitterTevi Troy has published 4 books analyzing past and present presidentsRead Tevi Troy's article in National Affairs

Meet Mike Mussallem:Mike Mussallem is the Chairman and CEO of Edwards Lifesciences. Prior to Edwards, he was at Baxter International. Currently, Mike serves on the board of the Advanced Medical Technology Association (AdvaMed) and is an advisory board member for the Leonard D. Schaeffer Center for Health Policy & Economics at the University of Southern California. He is a trustee of the University of California, Irvine Foundation and the Rose-Hulman Institute of Technology. Mike received a Bachelor's in Chemical Engineering from the Rose-Hulman Institute of Technology.Key Insights:For Mike Mussallem, Edwards Lifesciences has a responsibility to the patients they serve. That mission is baked into their technology, culture, supply chain, and strategy.Culture of Innovation. Mike emphasizes the importance of culture. Edwards, like many medical technology companies, wants a culture of innovation. To achieve that requires rewarding true innovation, not just increases in sales, as well as creating an environment where employees can admit failure and build off of it. (19:12)Supply Chain Resiliency. The pandemic had a limited impact on Edwards due to built-in redundancy. Edwards has multiple production plants and suppliers, with facilities around the globe that support their specific geographic area. Effective strategy combined with strong culture helped Edwards tremendously during the pandemic. (24:42)Culture Eats Strategy. Another fundamental aspect of Edwards' culture is its dedication to helping patients. The company brings that element to life through storytelling. Conferences or other events often showcase short films about how their technology directly impacts patients. When asked, 90% of Edwards employees think about patients each day when they make decisions. (29:36)Relevant Links:Learn more about Edwards LifesciencesRead “Edwards Lifesciences CEO Mike Mussallem on balancing innovation, ethics and resilience”

Meet Retired Major General Joe Caravalho, Jr., M.D.:Retired Major General Joe Caravalho, Jr., M.D., is the CEO of the Henry M. Jackson Foundation (HJF) for the Advancement of Military Medicine. Prior to joining HJF, Dr. Caravalho served in the U.S. Army in various position for over 30 years, including Joint Staff Surgeon and Chief Medical Adviser to the Chairman of the Joint Chiefs of Staff. Dr. Caravalho received a Bachelor's in Math from Gonzaga University, a Master's degree in Strategic Studies from the Army War College, and an M.D. from the Uniformed Services University of the Health Sciences School of Medicine. Key Insights:Retired Major General Joe Caravalho, Jr., M.D. has led a distinguished leadership career in and supporting the U.S. Military.Career Development. In your early career focus on establishing technical expertise. As your career progresses, continue to develop new skills, particularly related to leading people. The skills necessary for one promotion may not be enough for the next. (24:06)Mentorship. Dr. Caravalho never asked for help or sought out mentorship. He was fortunate to have a commanding officer begin a mentorship relationship without him even realizing. He advises young leaders to not be like him, and instead seek out mentorship relationships early and throughout your career. (26:21)Henry M. Jackson Foundation Explained. HJF is a civilian not-for-profit organization that partners with the military to facilitate multi-year studies and programs. Their research priorities align with the dynamic priorities of the Department of Defense. For example, HJF is currently focused on vaccines and disease prevention. (1:58)Relevant Links: Learn more about the Henry M. Jackson Foundation for the Advancement of Military MedicineRead more about Dr. Caravalho

Meet Amy Gallo:Amy Gallo is the author of the “HBR Guide to Dealing with Conflict,” and the forthcoming “Getting Along: How to Work with Anyone (Even Difficult People).” She is a co-host of the Women at Work podcast and is a contributing editor at Harvard Business Review. She is a public speaker and founder of Amy E Gallo Consulting, Inc as well as a Coach and Consulting Partner at Paravis Partners, LLC. Amy received a Bachelor's in Sociology from Yale University and an MPA in Public Policy from Brown University.Key Insights:Amy Gallo realized there were many exceptions to the generalized rules about dealing with conflict. She set out to write a book that provides more specific advice for dealing with different types of difficult people.Being Better at Conflict. When conflict arises, we tend to go on the defensive and lose sight of the other person. Instead, try to think about the other person in an empathetic way. Additionally, do preparation for the conversation. Ask yourself: what are the facts of the situation, what assumptions am I making, and what don't I know? And, what if I'm wrong, what would I do differently? (11:28)Working with Passive-Aggressive Types. Some co-workers may defy orders and not be straightforward or honest. Amy recommends creating situations where that coworker feels comfortable sharing their disagreements, and feels seen and heard. Additionally, create group norms that create positive peer pressure so that person delivers on their agreements. If those tips don't work, call out the behavior with examples. (29:05)Working With Know-It-Alls. To navigate disagreements with a know-it-all, focus the conversation on facts and data. Additionally, overconfident people tend to respect confidence in others, so present your data with conviction. Remember that their behavior likely is a reflection of their own insecurities, and not a judgement of you. (32:09)Relevant Links:Check out Amy's websitePre-order “Getting Along: How to Work with Anyone (Even Difficult People)”Check out the “HBR Guide to Dealing with Conflict”

Meet Lieutenant General Ronald J. Place:Lieutenant General Ronald J. Place is the Director of the Defense Health Agency (DHA), a joint integrated Combat Support Agency enabling the medical service to provide a medically ready force and ready medical force to Combatant Commands in both peacetime and wartime. Previously, LTG Place was the Director of the National Capital Medical Directorate of the Defense Health Agency. He received a Bachelor's in Chemistry from the University of South Dakota and received his medical degree from Creighton University School of Medicine.Key Insights:Lieutenant General Ronald J. Place has established a career as both a surgeon and military leader. Becoming an Army Doctor. LTG Place initially joined the military as a means to pay for medical school. However, after a deployment with a unit of soldiers dedicated to caring for each other and defending American freedoms, he changed his mindset. He went from being a doctor who happened to be in the Army, to an Army doctor. (10:57)Leadership Philosophy. If you have a leadership philosophy, write it down. Writing it down makes it real, and creates a starting point for the philosophy to be further refined. LTG Place updates his leadership philosophy at least once a year, inspired by what he learns from books, mentors, or his own experiences. (17:19)Mentorship. As a mentor, LTG Place actually refrains from giving advice. For him, the most important part of being a mentor is asking questions, pulling out insightful information so that ultimately the mentee can make their own decision. (21:31) Relevant Links:Learn more about LTG Place's role as DHA DirectorFollow LTG Place on Twitter