Podcasts about press ganey

Are you delivering the experience today's healthcare consumers actually want? In this episode, Stewart Gandolf sits down with Aaron Clifford, Vice President of Consumer Experience at Press Ganey, to explore how the patient journey is evolving, and how today's healthcare consumers find, evaluate, and choose providers.

Our digital world is ruled by AI algorithms who are now able to summarize your brand and influence search results. Chris Boyer and Reed Smith explore how these digital forces are reshaping public perception of healthcare organizations—and what can be done to defend and strengthen online reputation before it drifts away into the ocean of algorithms. They discuss How third-party platforms like Google, Yelp, and Facebook Groups are now setting the first impression for hospitals and health systems Why AI-generated summaries and reviews are redefining what consumers see—and why not managing online profiles leaves your brand vulnerable The rise of fake, AI-generated reviews and why healthcare organizations are especially exposed How "reputation forecasting" is becoming a necessary strategy to predict and prevent reputational risks before they escalate. The growing gap between consumer expectations and healthcare reality when it comes to digital trust, and why maintaining accurate, up-to-date information is the new frontline in brand management. Aaron Clifford from Press Ganey joins to share new research on how online reputation shapes consumer choice today, and what healthcare organizations must do to keep trust strong in the age of AI-driven consumer behavior. Mentions from the Show:  US FTC finalizes ban on companies buying and selling fake online reviews  Reuters, August 14, 2024 Fake AI-generated reviews are all over the internet, research shows Fast Company Insights from Feedtrail's Community Health Patient Experience Summit 2024  Navigating the Tipping Point: Strategies for Reputation Management in a Volatile Healthcare Environment Aaron Clifford on LinkedIn PressGaney.com Press Ganey Report: Consumer Experience in Healthcare Reed Smith on LinkedIn Chris Boyer on LinkedIn Chris Boyer website Chris Boyer on BlueSky Reed Smith on BlueSky Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of Digital Pioneers, host Michael O'Toole explores how digital transformation is reshaping healthcare by addressing one of its most persistent challenges: improving patient experience in real time. Joining the conversation is Bryan Graven, Executive Director and CIO of Waterbury Health and Eastern Connecticut Health Network. Bryan shares how his health systems implemented an innovative text-based patient feedback system to proactively address concerns before discharge—enhancing satisfaction, boosting star ratings, and improving Press Ganey scores. Key takeaways: How real-time patient feedback drives service recovery in hospitals The role of technology in bridging gaps between patients and healthcare providers Lessons from Waterbury Health's successful implementation and adoption strategy If you're a healthcare leader looking for practical tech solutions to enhance patient care, this episode is packed with valuable insights. Don't forget to subscribe for more conversations with trailblazers in digital healthcare innovation!

Join Press Ganey's Chairman and CEO, Pat Ryan and Chief Medical Officer, Dr. Tom Lee, as they host a panel discussion with industry leaders to discuss the challenges and opportunities facing healthcare organizations in 2025. This insightful conversation explores the critical role of social capital, the importance of a diverse workforce, and the need for effective communication and leadership to drive positive change. Discover how these healthcare leaders are addressing the complex issues of workforce engagement, patient experience, and organizational culture. This episode is sponsored by Press Ganey.

Send us a textWere you a great resident?Me tooWere you the one that was kind, flexible, accommodating, hardworking?Me tooWere you the one who left residency and worked and worked and worked, looking for validation, wanting to hear that you could take a break, that you could get the help and support you needed to take care of patients exactly the way that you wanted too, and not the way that your system expected you too (rapidly, with empathy, thoroughness, but RAPIDLY and meeting all your HEDIS and Press-Ganey metrics. Did I say rapidly?)???Me tooToday I'm sharing 5 things that I wish I could have understood leaving residency. 14+ years later, I'm still learning these lessons, but so much more clear on why this is needed, and what I want for MYSELF as a human, let alone as a working physician mom. Support the showTo learn more about my coaching practice and group offerings, head over to www.healthierforgood.com. I help Physicians and Allied Health Professional women to let go of toxic perfectionist and people-pleasing habits that leave them frustrated and exhausted. If you are ready to learn skills that help you set boundaries and prioritize yourself, without becoming a cynical a-hole, come work with me.

In this episode of the Advancing Surgical Care Podcast, ASCA Immediate Past President Mandy Hawkins, RN, CASC, CAIP, leads a discussion with Press Ganey Emerging Markets President Bob McSweeney and Director of Health Policy Eme Augustine about the challenges and opportunities confronting ASCs administering the Outpatient and Ambulatory Surgery Consumer Assessment of Healthcare Providers and Systems (OAS CAHPS) Survey. With the mandatory January 2025 start date for this postoperative patient survey looming and the threat of a reduction in Medicare reimbursement facing ASCs that fail to comply, this highly informative podcast offers both practical advice and strong words of encouragement for ASCs to start administering the OAS CAHPS Survey today.

Tune in for today's industry updates.

      Anne Gross, PhD, RN, FAAN, is senior vice president for patient care services and chief nursing officer. Dr. Gross is responsible for adult and pediatric nursing practice across all sites of care at Dana-Farber Cancer Institute, The Phyllis F. Cantor Center for Research in Nursing and Patient Care Services, and the Center for Clinical and Professional Development. She also oversees a variety of other clinical services, patient and family programs, and Volunteer Services.       Since joining Dana-Farber in 2002, she has led implementations of a primary nursing care model and a residency training program for newly licensed nurses, and secured funding for programs and research to support inclusion, diversity and equity, positive practice environments, and self-care and renewal programs. She also is involved in committees, boards, and initiatives nationally and internationally and is a Fellow in the American Academy of Nursing.       Dana-Farber continues to grow, and Nursing and Patient Care Services is continually evolving to meet the increasing need for our services with an inclusive and welcoming environment. Dana-Farber recently opened the International Patient Center in the Yawkey Center for Cancer Care. At our regional campuses, collaborative efforts among clinical teams led to increased enrollment in clinical trials and the first regional campus-specific trial. In Patient Care Services, there was a notable rise in requests for interpreter services and support through the patient-volunteer One-to-One Program.       These initiatives, and many others, have contributed to Dana-Farber's Magnet culture, resulting in the organization's fifth consecutive designation in 2024. Out of an estimated 6,200 hospitals and health systems nationwide, fewer than 1% have achieved a total of five Magnet designations. Dana-Farber's Inpatient Hospital also recently received two awards from Press Ganey for excellence in patient experience.       Nursing and Patient Care Services offers many educational and career development opportunities for current staff and future hires to advance their careers and ensure a highly skilled workforce.       Anne is touched by the stories she hears every day of the amazing work of our nurses and patient care services staff who often go above and beyond. Some examples include:• Staff at our Milford campus who recently organized and celebrated a high school graduation with a party for a patient.•       Our Brighton campus recently celebrated its 10-year anniversary of caring for patients.       Adults with cancer experience a significantly higher level of anxiety compared with the general population and so a group led by nurses launched a project to evaluate the feasibility and effectiveness of using medical-grade weighted blankets to reduce patient anxiety. They found that patients felt much less anxious using the weighted blankets, and now these are available in almost every infusion area across the institute. ·   This year, the Institute celebrates 25 years of our all-volunteer adult and pediatric Patient and Family Advisory Councils (PFACs).

On this episode of The Healthcare Plus Podcast, Quint Studer welcomes special guest Brian Burnside, President and CEO of Carlinville Area Hospital & Clinics. Quint and Brian discuss the unique challenges faced by small rural and critical access hospitals and share key initiatives and strategies that have helped Carlinville achieve success. Listeners will walk away with actionable insights on:The importance of primary care development and forging strategic partnerships with specialistsWhy leadership development and collaborative community engagement are key pillars for sustained success in rural healthcareThe indispensable role of rural hospitals in the broader healthcare ecosystemTune in as Quint and Brian navigate the complexities and bright future of rural healthcare, offering practical strategies and inspiring success stories from Carlinville Area Hospital & Clinics. About Brian BurnsideAs President and CEO of Carlinville Area Hospital & Clinics, Brian Burnside leverages more than 20 years of hospital Chief Executive Officer experience.  He specializes in generating organizational momentum by recognizing the potential in every employee to provide the best possible care to the residents of the rural communities they serve. Applying innovative tactics related to culture, strategy, and growth/care advancement, Brian leads the Carlinville Area Hospital & Clinics team toward creating a model rural healthcare system of the future. By doing so, Brian has shown rural healthcare can not only survive — it can thrive with revolutionary thought leadership and an unwavering commitment to the organization's team and its mission to advance a professional medical community and hospital to promote expert healthcare, close to home.Healthcare facilities under his leadership have been consistently recognized for high patient and employee satisfaction by national industry publications such as Becker's Hospital Review and Press Ganey. Accolades include the 2016 Pioneer Rural Healthcare Leadership Award by the Texas Hospital Association, the 2010 Young Executive Achievement Award by the Iowa Hospital Association, the 2009 Summit Award: Patient Satisfaction Excellence by Press Ganey, and “150 Great Places to Work in Healthcare” by Becker's Hospital Review in 2015 and 2017.

With over 20 years of experience as a serial marketing measurementtechnology entrepreneur, Kristin Luck's management consulting firm, ScaleHouse, focuses on nontraditional growth strategies for data driven marketing technology firms and market research companies. She understands first-hand the demands and distractions faced by business owners and led and consulted for many high growth businesses in the US., Latin America, Europe, and Asia Pacific in almost every capacity. She brings a perspective to growth that transcends sales and marketing and skilled at optimizing efforts and calibrating teams for growth that's both immediate and sustainable while ensuring your company's valuation is maximized. Kristin is a founder focused on helping fellow founders and executive teams scale and monetize their businesses. She is also a licensed investment banker and knows what deals look like from both sides of the table after participating in both acquisitions and exits from $30M to $250M with over 20 years of experience scaling companies quickly while driving high valuations. In 2000, she co-founded OTX, an online research business that was named the fastest growing research firm in the world in 2002 and 2003 and was subsequently acquired by Zelnick Media & Pilot Group and again by Ipsos in 2007. Kristin then founded Forefront Consulting Group, a research technology firm that was acquired by Decipher. Decipher was acquired by FocusVision in 2014 after seven consecutive years of triple percentage growth. She has advised and consulted for high growth brands, including Voxpopme, Annik (acquired by Capgemini), Dstillery, Kelton (acquired by Material), SameSurf, Remesh and Forsta (acquired by Press Ganey). What you will learn Learn how AI can aid in business growth by leveraging synthetic data for better accuracy and reliability in market research. Understand the importance of tracking data to improve business performance and optimize for sale. Learn how to distill important data points to make informed business decisions. Understand the value of recurring revenue models. Discover the importance of planning for a business sale.

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Since the pandemic (and arguably before), health systems are dealing with unprecedented staffing and culture challenges. In this episode, hosts Reed Smith and Chris Boyer discuss the results of a recent study on healthcare employee satisfaction, discuss how to address “quiet quitting” and share high-level thoughts on how organizations could begin changing their own culture. Then they are joined by Christy Pretzinger, CEO of WG Content, how shares her concept of the Cultural Balance Sheet and the results she's seen by adopting a life-work balance at her organization.  Mentions from the show:  TP251 – ICYMI: The High Stakes of Digital Marketing In Healthcare My Language of Love Presentation from HITMC 2022  Press Ganey insight report: Employee experience in healthcare 2024 The Rise of Quiet Quitting: The Hidden Epidemic of Employee Disengagement  How To Improve Your Company's Culture: Four Steps Christy Pretzinger on LinkedIn WG Content website Learn more about your ad choices. Visit megaphone.fm/adchoices

Chrissy Daniels, chief experience officer at Press Ganey, says this year the patient experience must prioritize accessibility and equity in care. She shows how hospitals and health systems can accomplish this and much more.

From New London Hospital & Newport Health Center, Jenn Alford-Teaster, Program Manager - Community Helath Relations and Development, is here as we talk about Express Care receives Guardian of Excellence Award for Patient Experience by Press Ganey, February is American Heart Month, Women, Infants & Children (WIC) Nutrition Program at Newport Health Center, the Community Health Needs Assessment (CHNA), and more

Through its work with more than 41,000 healthcare facilities and the industry's largest database of patient feedback, Press Ganey gives organizations the data and insights they need to put the human experience at the center of healthcare.Since it was founded nearly 40 years ago by Professors Press and Ganey at the University of Notre Dame, the company has built a reputation for being the prominent source of patient feedback, but it hasn't stopped there. Its solutions capture the voice of the patient, physician, nurse, and employee to keep healthcare focused on people by enabling organizations to address safety, clinical excellence, patient and member experience, and workforce engagement.Pat Ryan became CEO of Press Ganey in 2012 after more than 30 years working with healthcare leaders and providers, including a dozen years as a Press Ganey client. Pat has served on several health system boards and has worked throughout his career to improve the quality and safety of care while lowering cost and achieving caregiver resilience to deliver truly patient-centered experience.In this episode of Healthcare is Hard, Pat spoke with Keith Figlioli about the increasing focus on human experience in healthcare transformation. Drawing knowledge from his career and from Press Ganey's unrivaled understanding of patients and the professionals who serve them, Pat shared his perspective on topics including:The link between patient experience and financial success. Pat shared what he says is a little known fact – that health systems across the country with the highest margins also have the highest patient scores. He talked about how the two are linked and how value leads to long term community loyalty. He cited his time on the board of Beth Israel Deaconess Medical Center where they looked at patient data first and financial data second. He says health systems today need a comprehensive view that also includes safety and employee engagement data in order to identify opportunities for improvement.Redesigning healthcare from the outside in. Any consumer business would start with the needs of the customer first and work backwards to design systems that add value. But healthcare wasn't created that way and was built from the inside-out. Pat discussed the need for healthcare organizations to continue the long journey of recognizing that consumers comes first, and talked about how workforce engagement will be an important component of that as the industry evolves.The trust factor. Pat describes how organization can map trust in order to understand where it breaks down by identifying friction points within the customer journey. He talks about how important it is to build and maintain trust in all relationships – not just a patient or family's trust in an organization, but also nurse, clinician and employee trust in their organization and leadership. He mentions how important this is for payer organizations that are especially susceptible to unfair or inaccurate perceptions. Opportunities for innovation. When discussing areas where healthcare organizations can improve, and where innovators in the space can help them, Pat's focus during this conversation was mostly on two issues – home care and the shift towards value. He says figuring out how to care for more people at home is going to be critical and sees opportunity around redesigning the healthcare workforce for the gig economy. He also talks about how slow the movement to value-based contracts has been and how a major break in the system may finally force congress to act if adoption doesn't pick up.To hear Keith and Pat discuss these topics and more, listen to this episode of Healthcare is Hard: A Podcast for Insiders.

On episode 456 of The Nurse Keith Show nursing and healthcare career podcast, Keith interviews seasoned biopharmaceutical executive Janice Nissen, BSN, MBA, MS and William Soliman, PhD, BCMAS, the Founder and CEO of the Accreditation Council for Medical Affairs (ACMA). In the course of their conversation, Keith and his guests discuss the plethora of career opportunities in the life science industry — including pharma and biotech — that ambitious and curious nurses can take advantage of when seeking new professional avenues of endeavour. Also discussed are the changes that the pharmaceutical industry has undergone in recent years, and how situations around the globe, such as the war in Ukraine, can directly impact the availability of many commonly used medications. Dr. William Soliman is the Founder and CEO of the Accreditation Council for Medical Affairs (ACMA). He is considered by many to be a pharma industry futurist. With over 15 years of experience in the pharmaceutical industry working with several companies such as Merck, Abbvie, Gilead Sciences and Eisai and others, Dr. Soliman is passionate about transforming the industry through benchmarking and technology. ACMA is most well-known for the Board Certified Medical Affairs Specialist (BCMAS) program which is the first and only board certification for MSL and Medical Affairs Professionals in the world. The ACMA also works within the market access space offering the Prior Authorization Certification Specialist (PACS) program and the Biologics & Biosimilars area with the first Board Certification offered in this field. Janice Nissen is a healthcare professional and a seasoned biopharmaceutical executive who has developed commercialization strategies at two multinational pharmaceutical companies, Merck, and Abbott Laboratories. This work included numerous first-in-class products with market leadership and favorable outcomes for patients. She led an enterprise-wide, global strategy of incorporating patient input into the companies' value chain, from discovery through patent expiry, resulting in products that were more relevant, valued, and accessible.  Jan is currently consulting with the NIH Foundation on patient engagement strategies to support their public-private partnerships, and building a first of its kind educational curriculum for nurses interested in a life science career with the Accreditation Council for Medical Affairs. She is also serving as an advisor to Press Ganey on customer experience in clinical trials. Connect with Dr. William Soliman and Janice Nissen: ACMA Dr. Soliman on TikTok Dr. Soliman on LinkedIn NursetoPharma.org Janice Nissen on LinkedIn ----------- Did you know that you can now earn CEUs from listening to podcasts? That's right — over at RNegade.pro, they're building a library of nursing podcasts offering continuing education credits, including episodes of The Nurse Keith Show! So just head over to RNegade.pro, log into the portal, select Nurse Keith (or any other Content Creator) from the Content Creator dropdown, and get CEs for any content on the platform! Nurse Keith is a holistic career coach for nurses, professional podcaster, published author, award-winning blogger, inspiring keynote speaker, and successful nurse entrepreneur. Connect with Nurse Keith at NurseKeith.com, and on Twitter, Facebook, LinkedIn, and Instagram. Nurse Keith lives in beautiful Santa Fe, New Mexico with his lovely fiancée, Shada McKenzie, a highly gifted traditional astrologer and reader of the tarot. You can find Shada at The Circle and the Dot. The Nurse Keith Show is a proud member of The Health Podcast Network, one of the largest and fastest-growing collections of authoritative, high-quality podcasts taking on the tough topics in health and care with empathy, expertise, and a commitment to excellence. The podcast is adroitly produced by Rob Johnston of 520R Podcasting, and Mark Capispisan is our stalwart social media ringmaster and newsletter wrangler.

Host Craig Joseph, MD, invites Billy Nicolich, healthcare product manager at Press Ganey. They discuss Billy's background in healthcare and experience design, the legacy and impact of nudge units, and why he sees history as being divided into “pre-manifesto” and “post-manifesto.” They also discuss the scientific study of “stupidity,” how bad decisions create real pain points for users, and in what ways human-centered design can remediate some of that pain and stupidity. Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen

"There's good news, we're actually seeing signs of a virtuous cycle, we're seeing [workforce] pride in organizations and that leads to people working together better, making the care better, which means the patients are more grateful, which makes people feel even more pride". — Dr. Thomas H. Lee, Professor of Medicine at Harvard Medical School and Chief Medical Officer at Press Ganey.In this episode, Dr. Thomas H. Lee discusses his professional growth, career development, and the core competencies of healthcare leaders. He distinguishes between leadership and management while highlighting their vital roles within complex health organizations. Dr Lee explores clinicians' important contributions to value creation, and the need to hone in on the "value chain". He further develops the idea that people should have choices when it comes to healthcare and we (healthcare providers) should be working hard to be chosen. Dr. Lee underscored the importance of trust-building with patients and staff alike.Follow Dr Thomas H. Lee: Twitter/X, LinkedIn.About the guest: Dr. Thomas Lee is the Chief Medical Officer for Press Ganey and an internist/cardiologist who practices at Brigham and Women's Hospital in Boston, Massachusetts.  He is on the faculty at Harvard Medical School and Harvard School of Public Health and is Editor-in-Chief of NEJM Catalyst and a member of the Editorial Board of The New England Journal of Medicine. He is a member of the Board of Directors of Geisinger Health System and chairs the Board of Geisinger Health Plan. Before joining Press Ganey in 2013, he was Network President for Partners Healthcare System.Additional resources mentioned in the podcast:Book - Healthcare's Path Forward: How Ongoing Crises Are Creating New Standards for ExcellenceBook - HBR's 10 Must Reads On Leadership for HealthcareTurning Doctors into Leaders - Harvard Business ReviewMusic attribution: AudioCoffee from Pixabay.Contact information: If you'd like to get in touch, reach out at jono@clinicalchangemakers.com This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.clinicalchangemakers.com

In this insightful podcast, we delve into the dynamic realm of healthcare, exploring how technology, particularly artificial intelligence (AI), is transforming the patient and workforce experience. Join us as we engage in a thought-provoking conversation with industry experts, Patrick T. Ryan, Chairman and CEO & Darren Dworkin, President at Press Garney.This episode is sponsored by Press Ganey.

Hear from Erin as she discusses the importance of trust and influence in the workforce and how that has shaped her career. Bio:Erin Wilkins is an executive passionate about improving the human experience in healthcare – by turning the voices of consumers, patients, and caregivers into insights and actions that health systems can use to accelerate performance.  She has held successive roles of evolving and increased responsibility at Press Ganey.  She currently serves as a Market President – responsible for leading teams, operations, and strategy across a multi-state region, with a focus on deepening client relationships with some of the nation's largest healthcare providers.  Prior to her current role, she served as Chief Administrative Officer where she had enterprise responsibility for Commercial Operations, Human Resources, and Organizational Development. Throughout these roles, she built deep functional expertise in a range of areas that she brings forward in all executive interactions including M&A integration, go-to-market strategy, talent development, and operational excellence.Erin is an active member of the Nashville Healthcare Council and was a former Council Fellow. Additionally, Erin Is a business strategy mentor at Vanderbilt's W'ondry Innovation Center and an active member of Women Business Leaders in Healthcare and the Athena Alliance. When not investing time in professional interests, Erin loves spending time with her husband, two teenagers, and their dog, Bella.ResourcesExclusive Membership Group ✨ Sign Up!Book Mentioned ➡️ Radical CandorHostSK VaughnSponsorGet 20% off your variety coffee box and use promo code "SK20"This holiday season take the guesswork out of finding the perfect gift!Let's ConnectInstagram |  Newsletter | Website

On this episode of DGTL Voices, Ed welcomes Darren Dworkin, President & COO at Press Ganey. Dworkin shares his viewpoint from the intersection of healthcare and technology as he highlights his professional journey to patient experience in the DGTL age. 

Dr. Jessica Dudley, Chief Clinical Officer at Press Ganey, joined host Eric Thrailkill and Project Healthcare colleague Lauren Hatcher, to share insights on improving healthcare and addressing post-pandemic workforce challenges. With her extensive experience in healthcare leadership and data analysis, Jessica also addresses the importance of collaboration, listening to the workforce, and leveraging technology to drive positive change.

Dr. Dani speaks with Jeff Doucette, SVP & Chief Nursing Officer at Press Ganey. They discuss trends in the nursing workforce in recent years, the impact of an engaged nurse leader, and how key subsets of resilience can be used by leaders to support the front-line. Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen

Dr. Dani speaks with Jeff Doucette, SVP & Chief Nursing Officer at Press Ganey.  Today, they discuss trends in the nursing workforce in recent years, the impact of an engaged nurse leader, and how key subsets of resilience can be used by leaders to support the front-line.  

The patient experience is of utmost importance across healthcare, and sometimes looking to other industries can provide a new solution to an old challenge. Today's guest Richard Corder is at the forefront of everything occurring in the world of patient experience.We discuss what healthcare organizations can do to help create cultures and environments where employees thrive, and patients heal and how compassionate interaction can inspire change and reinvent healthcare organizations.Richard shares what he thinks healthcare organizations should consider in order to help create better environments, how high reliability is compassion, especially in a healthcare setting, and his belief that excellence is a study in boredom.Key Moments:00:00 – Introductions00:46 – Marcus asks Richard Corder to introduce himself and his career path.04:45 – Richard and Marcus talk about Press Ganey.09:28 – Marcus asks Richard about a time when he witnessed compassion in action.15:05 – Marcus prompts Richard to talk about the biggest thing hospitals can do to be exceptional.29:00 – Marcus asks his rapid-fire questions. Richard would leave us with two thoughts “Love.” and “Curiosity over judgement.”33:34 – Thank yous and goodbyes! Resources for you: More communication tips and resources for how to cultivate compassion: https://marcusengel.com/freeresources/Connect with Marcus on LinkedIn: https://www.linkedin.com/in/marcusengel/Connect with Richard on LinkedIn: https://www.linkedin.com/in/richardcorder/Learn more about Press Ganey: https://www.pressganey.comLearn more about Marcus' Books: https://marcusengel.com/store/Subscribe to our podcast through Apple: https://bit.ly/MarcusEngelPodcastSubscribe to our podcast through YouTube: https://bit.ly/Youtube-MarcusEngelPodcast More About Richard Corder MHA, FACHE, CPXP:Richard is the Vice President of Consulting Solutions for Press Ganey's strategic consulting division. Richard works with leaders and organizations to make healthcare more human, more patient centered and safer. By focusing on the humans that deliver care, Richard helps create a culture that allows leaders to craft, lead and sustain organizational systems that generate improved results for both the patient and the organization.Prior to joining Press Ganey, Richard served as Managing Director with TiER1 Healthcare, a division of TiER1 Performance, where he partnered to activate the potential of healthcare organizations through people. Previously on the leadership teams of Wellesley Partners and CRICO Strategies, the risk management and patient safety organization affiliated with the Harvard Medical School institutions, Richard wields over 25 years of hands-on experience. He has held operational roles at both academic and community hospitals, including a role as the Senior Director of Service Excellence at Massachusetts General Hospital.A frequent national and international speaker, Richard is passionate about personally accountable leadership, improving the patient and provider experience, and above all, creating an environment where people are empowered to create a safe and accountable patient-centric organizational culture. Date: 9/25/2023Name of show: Compassion & Courage: Conversations in Healthcare Episode number and title: Episode 121 - Richard Corder and The Patient Experience

For over fifteen years, Donald (Donnie) L. Bedney III has made it his personal mission to drive change through people.He is the President of PSP Metrics, a talent assessment company that he acquired at the end of 2020. Founded in 1946, PSP Metrics provides highly innovative and science-backed solutions in employee selection and development.Mr. Bedney is also currently an Operating Partner at ScaleCo Management, an investment-based platform that aims to provide sustainable growth for profitable companies that have plateaued.On this episode of Leadership Level Up, Donnie shares how his grandfather showed him how to be a leader at a young age. He also expresses his perspective on working remotely vs working in the office debate and how companies who truly listen to their employees in the long run will win. Meet Our GuestFor over fifteen years, Donald (Donnie) L. Bedney III has made it his personal mission to drive change through people. He is the President of PSP Metrics, a talent assessment company that he acquired at the end of 2020. Founded in 1946, PSP Metrics provides highly innovative and science-backed solutions in employee selection and development.Mr. Bedney is also currently an Operating Partner at ScaleCo Management, an investment-based platform that aims to provide sustainable growth for profitable companies that have plateaued.Throughout his career, he has achieved extensive experience in Consulting, Human Resources, Healthcare, and Private Equity. As the Chief Human Capital Strategist of Duma Works, he was selected to participate in a US-Africa initiative, wherein US business leaders were placed in prominent African companies. Through this, he was able to serve as a Chief Operating Officer for a technology start-up in Kenya.In his previous role as a Consultant for Gallup, Mr. Bedney was heavily involved in growing customer engagement and maximizing employee productivity. Key results include a $2.5 million increase in annual revenue over the North-East and Mid-Atlantic Regions for HealthCare Practice. He was also the Regional Director in Press Ganey, where he managed strategic accounts worth $20 million and brought in sales of $2.4 million in just eight months.Prior to this role, he was also the Director and one of the founding team members of Art & Science Collaborative, a venture development firm, as well as the head of HR at the Allied Athlete group. Mr. Bedney holds a Bachelor's degree in Business Administration and Management from Oakwood University and an MBA in Finance and Sports Management from Seton Hall University.

[00:00:00] Lynn Erdman: If you want to work for somebody your entire career, be a Physician's Assistant. And so I thought, okay, that makes me think I'm going to do a nurse. So he was also instrumental and at least helped me think through the process. +++++++++++++++++++++++++ [00:00:15] Tommy Thomas: Our guest today is Lynn Erdman. Lynn started her career as a nurse, but it didn't take long for her leadership skills to be recognized. She rose through the ranks of nursing and moved into healthcare administration and ultimately into senior leadership in the nonprofit sector. Lynn holds a Bachelor of Science degree in Nursing from the University of North Carolina Greensboro and a Master's in Nursing from the University of South Carolina. She served as the Vice President of Medical Affairs for the American Cancer Society and the Vice-President of Community Health for Susan G. Komen for The Cure. She was the CEO of the Association of Women's Health Obstetric and Neonatal Nurses. And most recently the Executive Director for Carolina Breasts Friends in Charlotte, an organization that provides education, compassion, and support to people experiencing breast cancer. She's an adjunct faculty member at UNC Charlotte School of Nursing and a member of the consulting faculty at the Duke University School of Nursing. When she retired from her role at Carolina Breast Friends, she returned to her first love of nursing, where she is the nurse for a thriving healthcare nonprofit in Charlotte. Let's pick up on that conversation now. So, what are people always surprised to learn about you? [00:01:41] Lynn Erdman: I think people are surprised that I don't like surprises. I like to know what's going on, what's going to happen. And surprising me doesn't always work. [00:01:54] Tommy Thomas: I interviewed a nurse. I guess the third episode of my podcast was Holly Moore. She started out in nursing and got over into, I think, as I remember, she was the first female vice president of a large pharmaceutical company. She thought that a nursing career was one of the best careers that anybody in senior leadership could have because of the forced decision-making and the methodical decision-making. What are your thoughts on that? It's the creativity and the ability to figure out problems that I like the most in nursing.  You've got a patient who's struggling, you've got a team of people that can't figure out what to do with the patient, and yet together you come up with an idea and it solves the problem.  [00:02:26] Lynn Erdman: I certainly think there's some decision-making in there, but I think it's the creativity and the ability to figure out problems that I like the most in nursing. You've got a problem in front of you. You've got a patient who's struggling, you've got a team of people that can't figure out what to do with the patient, and yet you can come up with an idea and it solves the problem. So the ability to work with lots of different people and to have the ability to question things and look for a different solution has always been something I liked about nursing. [00:03:08] Tommy Thomas: So, think back to your first management job when you actually had people reporting to you. What are your memories? [00:03:16] Lynn Erdman: My memories are that I didn't do a very good job. I wasn't sure what a leader was supposed to do. I thought if I just set the direction and said, this is what we're going to do for this particular project, that people would follow. That doesn't really work. So, I had to sit down and think and say, all right that didn't work. What do I need to do? And realized pretty quickly, that the more buy-in and input I get from the team members, the better off. Whatever project it is that we're working on, the outcome is going to be a lot better if I've got some buy-in and some input.  And people at least know what they're supposed to do and they feel like they are making a difference there. [00:04:01] Tommy Thomas: Successful people are often asked, what makes you so successful? I like to frame the question this way. What's a factor that's helped you succeed that most people on the outside wouldn't realize? One of the things that has helped me most in my career is learning from my mistakes.  Making a mistake, owning the mistake, learning from the mistake. [00:04:12] Lynn Erdman: Oh, my goodness. I think lots of things have helped me succeed, but probably making mistakes has been one of the things that's helped me succeed the most. I've made lots of mistakes in my career where I've looked at something and thought this was the path to go down and found out that it wasn't. But I think owning up to the mistake and then saying, okay, what did I learn from that? And asking how could I do that differently in the future has been something that has helped my career and not being afraid to make a mistake and to take a risk. That's one of the things that I think has made me successful. I'm willing to try something. [00:04:53] Tommy Thomas: It's been said that we often learn more by our mistakes or our failures.  If that's the case, why are most of us so afraid to make a mistake or fail? [00:05:06] Lynn Erdman: I think that it's the fear of being judged. Somebody is going to look and say I'm putting you in that category or wow, I wouldn't have done that. And it's how it reflects. [00:05:21] Tommy Thomas: You being from the south, you would understand the expression having your medal tested.  Take us to a time in your career when your medal was tested and how did you come out of it? [00:05:33] Lynn Erdman: I can remember an early time in my career. I had just I'd finished graduate school about a year before that, had worked on a research project that I was proud of, had worked with three other people on the project, and really wanted to get that published. And so, I worked with them. Nobody wanted to do it. They were finished with graduate school. They were moving on. And so, I wrote up the paper, sent it to all of them, and they said, we're not interested. Just leave our names off. We're not interested. Anyway, to make a long story short, the journal that I turned it into accepted the article. It was an international journal, regarded. I sent them a letter saying, we've been accepted, and they said, oh, then we want our names on it and we want them in alphabetical order which meant my name moved down the list. I can remember being so devastated thinking all right, am I even going to do this? Am I going to publish this article just, you know, out of spite or anger or whatever else? The article was published. It was published in alphabetical order, but from there, I learned not only if you communicate, it doesn't always solve the problem. You've got to just decide, I can accept things certain ways and move on. ++++++++++++++++++ [00:07:02] Tommy Thomas: Richard Paul Evans, a novelist that I read a lot, says sometimes the greatest hope in our lives is just a second chance to do what we should have done right in the first place. What's going on in your mind and your heart when you think about giving a staff member a second chance? [00:07:20] Lynn Erdman: Always looking at where are they in the workforce. How long have they been working with me? That's not a determining factor, but what are they contributing to what we're doing and to the mission here? And what is the reason that they've made a mistake? Is it something that they regret? Are they remorseful at all? Those types of things. I'm looking for all of that. But I always want somebody to have a second chance if they're interested in having a second chance. And I found that there are times when the employee just does not want a second chance. They're so embarrassed by whatever the mistake was that they would rather leave the organization than stay and work and deal with kind of recovering from the episode. [00:08:18] Tommy Thomas: So many leaders have been in leadership roles where the experience was very different than they expected. Has this happened to you? And if so, what'd you learn? [00:08:30] Lynn Erdman: Oh yes. I can remember accepting a position. I was working in Chicago at that point in time and I started on my first day, I got there, I'd read the job description, and I'd done interviews with a number of people who had described the position thoroughly. It was a totally different role than I had expected and a totally different set of responsibilities. And so, I can remember talking to the person who had hired me and said this is not what we discussed, and I want to make sure I can do it. Because I'm happy to have the job, I'm excited to have the job, but if I can't perform at the level, I want to be able to perform to meet all these goals, then I want to relook. We ended up working things out, it all worked fine. But yes, I was surprised that these additional ten things were on the list, and they were more important than what we talked about in the interview. [00:09:33] Tommy Thomas: So, I guess maybe that taught you a little bit about when you're hiring people to make sure that everything is spelled out? [00:09:39] Lynn Erdman:  Yes, it's not fair to people if they don't know what they're coming in and being responsible for. [00:09:48] Tommy Thomas: You've progressed up through nursing through all kinds of senior positions. How do you decide what a good leadership role looks like for you? [00:09:58] Lynn Erdman: I've actually turned down two CEO roles during my career and those were hard choices in my life to try to decide. I had gotten all the way through the interview process, and they were ready to offer me the position and I sat down reading through everything again. And I thought I don't think I can do exactly what they want me to do and be successful in the way. That I want to be successful here. And so, I think I would be better served to look at a different avenue, look at a different type of position. It was a particular area of specialty that I had great knowledge in, but I had not had a lot of experience in. So, it's a wonderful opportunity, but I decided on that. I can remember the board being very disappointed at that type of thing, but I know it was the right decision to move on. But those are the things I don't always see people have the ability to make that type of decision. They'll go in and they'll take something, and they'll just be there and not be able to deliver on the job and that's never a good thing. [00:11:22] Tommy Thomas: At what point in your career did you begin to feel comfortable in your leadership skin? [00:11:28] Lynn Erdman: I'm not sure that I ever got completely comfortable. I'm always learning. I love to read articles on leadership or look at different things and obviously, I'd love to have a mento. I've been a mentor to a lot of people, but I always have someone that I think I can learn from and look at how they manage certain things and learn from them. I think I can always learn. I'm certainly comfortable in the leadership role now. But again, I think it's something you can always get better.  [00:12:07] Tommy Thomas:  What do you remember about your first mentor? [00:12:12] Lynn Erdman:   My first mentor was the person who hired me at Presbyterian Hospital. He was the CEO there. And I remember the reason he was part of the interview process is because I was their first clinical nurse specialist that they had ever hired at this large hospital. And so, he wanted to be in on the process because he said, I don't even know what a clinical nurse specialist does. If I'm going to have one of these on my team, with 450 plus employees, then I want to know what she's going to do. So that was very interesting. I developed a relationship with him and he was one that taught me a variety of things about how to care for people. He was an amazing leader at that hospital and I just watched him be respectful and caring of any and everybody that he came in contact with and that made a huge impression on me. And he used to always say, I live by the golden rule. And I think he really did. You do unto others like you would have them do to you. [00:13:23] Tommy Thomas: So, was that more of an informal process, or did y'all set up a weekly tutorial? [00:13:28] Lynn Erdman: We met a lot. Yeah. He ended up moving me from the oncology clinical nurse specialist after I'd done that position for several years and in that position, I was consulting with physicians. So, if there was a person in the hospital who was having an issue or had just been diagnosed with cancer, then I was the one called in to say, would you please come talk to this patient and family? I was the intermediary and the liaison between the physician, the patient, and the family. But after I'd done that several years the president of the hospital called me down and he said, I want to form a cancer center. I really want to build a cancer center here. And he ended up putting me in charge of the cancer center. So, I was the founding director of the cancer center at this large hospital. And that's when I developed a lot of my leadership skills and responsibility. [00:14:23] Tommy Thomas:   You've had several CEO slots in different kinds of organizations. Is it fair to ask you what's been your favorite senior leadership position? [00:14:36] Lynn Erdman: I think my most favorite was the director of the cancer center at this large hospital. I did that for a number of years, built it from the ground up, hired the physicians, hired the researchers, hired the social workers, the chaplains, opened the first inpatient hospice unit in the state, opened a pain management or palliative care unit, just a number of different things. And so, the learning and the experience in that time was overwhelmingly rewarding, and all the patients that I worked with during that time. So yes, I would label that as the top one. [00:15:16] Tommy Thomas:   Was that one of your early P&L responsibilities where you had a budget to manage? [00:15:22] Lynn Erdman: Oh, I had a huge budget to manage. Yes, and that was great learning. Lots of work with the CFO and the whole finance team, and yes, adding lots of different experiences and knowledge to the nursing background, essentially worked all the way through an MBA course without having to sit in the classroom, but getting it the other way. Spent time at Wharton during that time and went through the huge management course for hospital administrators, those types of things.  +++++++++++++++++++ [00:16:00] Tommy Thomas: Maybe not in your current job, but in maybe one of your previous CEO jobs, if I had to come along and you let me be in a staff meeting and we had dismissed you and I got a chance to be with your direct reports, what do you think they would have said would have been the most trying part of working with you? [00:16:18] Lynn Erdman: That I would listen to all aspects of a situation and then I would make a decision, instead of making one as a gut reaction or a knee-jerk reaction. This is on fire. Make a decision. Instead, I want to know if this is on fire, what else, what started the fire, what happened, what's around it, what's going to impact it. And then I'll make the decision as to what we need to do. And if so, fire might be a little bit exaggerated because obviously, you go put the fire out. But I would want to know all the aspects before making a decision. I think that was frustrating to people. They wanted me to just instantly decide what I wanted to do. [00:17:05] Tommy Thomas: Let's flip that. What would they have said was the most rewarding part of being on your team? [00:17:11] Lynn Erdman: Oh, that I had lots of empathy and understanding. I always knew what was going on in their personal lives for what they would share. And was extremely concerned about whether they took time off for themselves. Had they taken their vacation? If they were sick, how were they? I'm texting them to see how they are. Are the children okay? Those types of things.  I think the compassionate understanding when things go wrong in life, that you can still roll with it. [00:17:42] Tommy Thomas:   You mentioned earlier that you're a risk taker. Frederick Wilcox said that progress always involves risk. You can't steal second base with your foot on first. What's the biggest risk you've ever taken and how did it come out? [00:17:56] Lynn Erdman: The biggest risk I have ever taken was to start a completely new operation when I was the CEO of a large national nursing organization in Washington, D.C. and decided that I had heard comments from the board, we had talked through things and decided that we needed a new part of our organization to be able to meet the needs of a wide variety of nurses that were beginning to have a special interest in an area that we were covering. We started that and we needed to back it up and actually regroup several times within the project itself. It was a huge risk, not only because of the money that was going to cost to get it started, but was the revenue or the outcome going to be where we wanted? And were we going to be able to make a difference for the people that we were creating all this for, which ultimately were the patients. And it turned out that it was fine, but it was a very rocky road there for a period of time. Ended up pulling in people from all over the country into several talk sessions, think tanks, and those types of things to make the process move forward. [00:19:26] Tommy Thomas: What's been your greatest failure and what did you learn from it? [00:19:32] Lynn Erdman: My biggest failure, let's see I've had several where I had to back the truck up. I would say my biggest failure was choosing not to communicate with someone who I knew was very upset with the decision that I had made and tried to reach out to them. They didn't respond. And so, I just said I'm just going to put this to rest. And it turned out that we should have had a conversation. I should have pushed, and we should have talked all of that through, which happened later, but all of the in-between should not have happened. [00:20:15] Tommy Thomas: I interviewed a guy recently, and he said he was writing a book on the burdens of leadership.  The burdens of leadership that only the president or the CEO bear. If you were writing such a book, what would you cover? [00:20:29] Lynn Erdman: Oh, my goodness. Things that you see that you know need attention, but you're not sure how to deal with them. People that bring you problems and just dump them in your lap because you are at the top of the heap and expect you to solve them, but don't expect to have any part in solving them. In other words, they don't come with a solution, they come with a problem.  To me, that's one of the hardest roles within CEO. But the other biggest burden is not having anyone to talk with. It's a very lonely role at the top. Because you can't just say I'm going to talk to the board chair. Because it might be something that you actually shouldn't be sharing with the board chair. You need to figure out how all this is going to work before you do that. And so not having that person within the organization, I think, is one of the hardest. It's a big burden. So, you have to find your resources outside of the organization that you can trust and share with. [00:21:40] Tommy Thomas: What's the most dangerous behavior that you've seen derail leaders' careers? [00:21:46] Lynn Erdman: Lying, just being dishonest. When it happens the integrity of everything is destroyed. And I've certainly seen that with people, lack of communication, trying to think that I can just move forward. It's my decision. Or taking credit for others' work. When that happens, that is, these people are sitting in your audience and you are taking credit for something and you didn't do that work, they did. But you're not calling them out and saying, I'm really thrilled that this team came up with all these great ideas. ++++++++++++++++++++ [00:22:27] Tommy Thomas: Let's go to a little something lighter maybe. If you were a judge on a nonprofit Shark Tank, and some of these young entrepreneurs were coming to your panel of wealthy investors with these ideas.  What have you got to know before you open your pocketbook? [00:22:47] Lynn Erdman: I want to know what their mission is. I want to know what they've invested in this nonprofit. And I want to know who their other sponsors are. And if they don't get the money from Shark Tank or whoever is giving it, what's plan B? How are they going to move forward? And once, even if they get this money, what's the sustainability afterward? When this runs out, how are they going to keep the project going? [00:23:24] Tommy Thomas: In the same vein, if you were building a dashboard to look at the health of nonprofits, what would your dashboard monitor? [00:23:32] Lynn Erdman: Oh, I think it would monitor volunteers.  How many do they have?  Who's following their organization? Social media, how much money do they have coming in? If I'm looking at a dashboard and how many people are reaching out for their services, I always want to know. It could sound great. But if nobody is calling and needing their services, but they are continuing to raise the money, then there's a big red flag and a question about how much is this really needed. And then volunteers and staff as well. Are they dedicated to the mission? Have they got the right people in the right seats? Those types of things. [00:24:15] Tommy Thomas: I'd like you to respond to a few quotes before I go over into board service. I came across this quote this week. I attributed it to Mark Twain but who knows who originally said it. The only person who likes change is a baby with a wet diaper. [00:24:28] Lynn Erdman: True. [00:24:30] Tommy Thomas: Obviously you've been through a lot of change in health care over the years. What have you learned about change and how to get through it? Change is constant. If we are going to keep up and be innovative, we must change. [00:24:39] Lynn Erdman: Change is constant. We used to call the American Cancer Society when I worked there, “always changing something”. That's what it stood for ACS, always changing something, which was indeed true. But when I look back, I think part of the reason was things change in the world and if we were going to keep up and be innovative then we best be doing the same thing as well. I think we don't like change because we get comfortable with a particular way of doing things. And then all of a sudden when that's gone or doesn't look the same, then wait, how am I going to find that? I think we all struggle with change, although it makes the world go round, it's good for us. [00:25:24] Tommy Thomas: You won't rise to the occasion; you will sink to your level of preparedness. [00:25:31] Lynn Erdman: Yeah. That's true. That often happens. You've got to rise to the occasion many times. If you just stay with what you're prepared for, you will make absolutely no progress. So you've got to do something. I can remember when I was asked when I was at Northeast Medical Center and I was Vice President of Women's and Cancer Services and the President of the hospital called me one day and he said, I've got a project for you. And I thought all right, this would be something in cancer or women's services. Let's talk. And he looked at me over his desk and he said, I want you to change the culture in this hospital. And I thought, excuse me? This was a huge medical center, part of the Atrium system. And I looked at him. And I thought I know this isn't in my job description. I didn't say that out loud, but I thought it. And he said, I know you can do it and I'm putting you in charge. You can pick your team, but I want to turn around patient satisfaction and culture in this entire facility.  I left his office thinking I have an open book, a completely open drawing table. And I don't know where to go. I remember going back to my office thinking, all right, he believes in me. I'm sure I can do it. And I ended up pulling together a committee. A pretty big committee, because I wanted people from all over the hospital. And then a team, an executive team, that was going to do the work. We did training at Disney, and went through their whole program. Anyway, it was just fascinating. But I can remember sitting back across from this president in his office saying, you will do the training with the employees. Because if we're making this change, you have to be part of it. Because if you're not part of it, none of the rest of the employees think it's important to them or feel that they're going to need to do this. He went to both trainings and did the trainings as well in the hospital for all the employees. It was an incredible project. I worked on it for more than two years in addition to doing the job that I had which was to be over the cancer center and all the women's services in the hospital. When I think back that was one of the most rewarding things too that I have ever done in my career because not only did I watch myself grow in that process, but I also realized that somebody saw something in me that I did not see. And I didn't just turn my back and say I just can't do that. I went with it and it happened and the scores changed dramatically. We were written up all over the country for the incredible change that it made in patient satisfaction scores. We had Press Ganey coming to visit our hospital to find out what had been done. And to this day, I still have lunch with the four people that were part of that team. And none of us live in this area. We all come back in together and we get together at least six times a year. So, it's amazing sometimes what people see that you don't see. [00:29:07] Tommy Thomas: President Eisenhower said, I guess when he was a General, in preparing for battle, I've always found that plans are useless, but planning is indispensable. [00:29:18] Lynn Erdman: How true. Yes, the plans. Many times I throw the plans out the window because I've written them down. I've thought, okay, this is exactly what we need to do. And then you start working and it's not working. So you throw those out, you pull the team together, you get the best ideas and you move forward. [00:29:42] Tommy Thomas: From one of President Eisenhower's peers, General George Patton, “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity”. [00:29:55] Lynn Erdman: This is true. I can remember when we needed to redo all of the programming. We just didn't have people attending programming for women with breast cancer and we had a plan, we had put things together, and it just wasn't working. And so we sat down and said, all right, here are all the different options, go be creative and come back with a solution. And wow, it looked so much better and so different than what we had ever started with. And that was when we had plans and threw them out the window and recreated and had something that people were flocking to. So yes I definitely agree.   Links and Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas   Connect tthomas@jobfitmatters.com Follow Tommy on LinkedIn  

Brendan Anderson and Donnie Bedney on their work at ScaleCo — a Cleveland-based entrepreneurship-through-acquisition organization that has invested more than $165 million in over 20 regional companies.In our conversation today, we explore what entrepreneurship-through-acquisition even is, the advantages of buying a business over starting one from scratch, ScaleCo's unique approach to unlocking value in partner companies, and why Donnie and Brendan have double-downed in ScaleCo's commitment to investing locally in the Northeast Ohio region A long-time student of emerging business, Brendan Anderson began his entrepreneurial career in 1995 when he formed The Mast Group to provide management services across various industries. Later in 1996, he formed the Heartland Companies to purchase a distressed industrial park, and in 1998 he purchased Stam, Inc., a manufacturing company which he lead until 2005 as CFO, VP Sales, and Director. Transitioning from the operating world, in 2006, he founded Evolution Capital Partners to provide capital to growing companies where he invested over $100 million in 16 platform companies across three committed capital funds, and most relevant to our conversation today, in 2018, he formed ScaleCo to support the Evolution Capital portfolio companies. Now serving as Chairman of ScaleCo, Brendan is also an active member of the Entrepreneurs Organization of Cleveland and Entrepreneurs Across Borders, in addition to serving on the board of SOAR, an organization that helps young adults with ADD & ADHD.Joining Brendan to represent ScaleCo, Donnie Bedney has spent his career across prestigious consulting and healthcare organizations, including Gallup and Press Ganey, as a workforce, human capital, and sales executive. Donnie joined ScaleCo in 2020 as an Operating Partner, taking on business development responsibilities in ScaleCo's investment thesis around the human capital management business. In 2021, ScaleCo purchased PSP Metrics, Inc., a provider of employee assessment tools, where Donnie was named President.Please enjoy my conversation with Brendan Anderson and Donnie Bedney-----Lay of The Land is brought to you by Ninety. As a Lay of The Land listener, you can leverage a free trial with Ninety, the platform that helps teams build great companies and the only officially licensed software for EOS® — used by over 7,000 companies and 100,000 users!This episode is brought to you by Impact Architects. As we share the stories of entrepreneurs building incredible organizations throughout NEO, Impact Architects helps those leaders — many of whom we've heard from as guests on Lay of The Land — realize their visions and build great organizations. I believe in Impact Architects and the people behind it so much, that I have actually joined them personally in their mission to help leaders gain focus, align together, and thrive by doing what they love! As a listener, you can sit down for a free consultation with Impact Architects by visiting ia.layoftheland.fm!-----Learn more about ScaleCo — https://scaleco.com/Connect with Brendan Anderson on LinkedIn — https://www.linkedin.com/in/andersonbrendan/Connect with Donnie Bedney on LinkedIn — https://www.linkedin.com/in/thedonniebedney/-----For more episodes of Lay of The Land, visit https://www.layoftheland.fm/Past guests include Cleveland Mayor Justin Bibb, Steve Potash (OverDrive), Ed Largest (Westfield), Ray Leach (JumpStart), Lila Mills (Signal Cleveland), Pat Conway (Great Lakes Brewing), Lindsay Watson (Augment Therapy), and many more.Stay up to date on all our podcasts by signing up for Lay of The Land's weekly newsletter — sign up here.Connect with Jeffrey Stern on LinkedIn — https://www.linkedin.com/in/jeffreypstern/Follow Jeffrey Stern on Twitter @sternJefe — https://twitter.com/sternjefeFollow Lay of The Land on Twitter @podlayofthelandhttps://www.jeffreys.page/

Consumers Want Transparency, Consistency & Simplicity Dr. Thomas Lee, Chief Medical Officer at Press Ganey, discusses reducing suffering by removing friction from the online experience. Press Ganey's data show that when consumers have friction in their process of care, they question how much the provider cares about them. Dr. Lee also shares insights from his new book Healthcare's Path Forward and what to do now that society has a new understanding of what suffering means.  All that, plus the Flava of the Week about Best Buy and Atrium Health's new hospital-at-home partnership. Is health-at-home is having a moment, and should we be waiting for innovators to fail? Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen/

Three perfect storms in recent years – the health storm produced by the COVID-19 pandemic; the economic storm that resulted from its disruptions; and the social storm that followed the murder of George Floyd which sparked fresh outrage at longstanding inequities – have sharpened and added important nuances of what health care really means. The goal of health care has always been to reduce suffering, but we must now prioritize transformation in leadership now more than ever. Building trust, eliminating inequities, and ensuring high reliability are of the highest magnitude of importance as we blaze a new path forward. This week, on the Race to Value, we are joined by Thomas H. Lee, M.D., the author of the new book “Healthcare's Path Forward” to discuss how the healthcare industry is being transformed by deeper knowledge of what suffering means for patients, their families, and healthcare providers themselves. Since healthcare is not working for anyone, Dr. Lee provides wisdom and insights of optimism for where true change can happen in creating new standards for excellence. In addition to being a bestselling author and expert on healthcare transformation, Dr. Lee is the Chief Medical Officer of Press Ganey.  He brings more than three decades of experience in healthcare performance improvement as a practicing physician, leader in provider organizations, researcher, and health policy expert. He's responsible for developing clinical and operational strategies to help providers across the nation measure and improve the patient experience, with an overarching goal of reducing the suffering of patients as they undergo care and improve the value of their care. Episode Bookmarks: 01:30 Introduction to Thomas H. Lee. M.D. and his new book “Healthcare's Path Forward” 03:00 Support Race to  Value by subscribing to our weekly newsletter and leaving a review/rating on Apple Podcasts. 04:00 The six elements of organizational culture that lead to transformation – Excellence, Trust, Respect, Inclusion, Resilience, Reliability 05:00 John Nash (“A Beautiful Mind”) and Non-Cooperative Game Theory 06:00 Optimism for healthcare because how bad things really are! 07:00 Nash Equilibrium states are commonplace in healthcare – it creates inertia and stifles change. 08:30 “Equilibrium states break down when the pain of the status quo exceeds the fear of the unknown for multiple parties.” 09:00 “Healthcare is not working for anyone.  That is where real change can happen and what makes me optimistic.” 09:45 The destabilizing trends of supply chain disruption, social unrest, political divisiveness, consumerism, demographic shifts, workforce drain, and environmental disasters. 11:30 Responding to social justice, climate change, and the need to redesign healthcare – is it too much for us to tackle all at once? 12:00 “Changing the way healthcare is paid for – in absence of other reforms – is grossly inefficient.  There are many other things that have to happen.” 12:30 Michael Porter's Value Chain and the importance of clarity and differentiation in the creation of value. 13:30 “Payment reform is just one activity of healthcare reform.  We also need trust in the workforce and with patients, an understanding of what safety means, and a response to consumerism.” 15:00 In times of turmoil, healthcare organizations need more than a performance culture; they need a learning culture. 16:30 The most important part of transformational leadership is division of responsibilities and areas of key focus to enact organizational change. 17:30 No one can do everything!  If leaders focus on only three things, they will be successful in strategy execution. 18:30 3 Functions of Governing Boards and Executives: Articulate the Core Values, Develop Strategy, Understand the Value Chain 18:45 “An organization is the lengthened shadow of its leaders.” – Ralph Waldo Emerson 20:30 3 Functions of Managers: Create Social Capital,

Dr. Thomas Lee, Chief Medical Officer at Press Ganey, discusses reducing suffering by removing friction from the online experience. Press Ganey's data show that when consumers have friction in their process of care, they question how much the provider cares about them. Dr. Lee also shares insights from his new book Healthcare's Path Forward and what to do now that society has a new understanding of what suffering means.  All that, plus the Flava of the Week about Best Buy and Atrium Health's new hospital-at-home partnership. Is health-at-home is having a moment, and should we be waiting for innovators to fail?  This show is produced by Shift Forward Health, the channel for change makers. Subscribe to Shift Forward Health on your favorite podcast app, and you'll be subscribed to our entire library of shows. See our full lineup at ShiftForwardHealth.com. One subscription, all the podcasts you need, all for free. (#259) See omnystudio.com/listener for privacy information.

An New York-based nurse received a prestigious national award for his attention care of patients' emotional needs, while they were hospitalized to care for their physical needs during the Covid-19 lockdowns. Patrick Perl, RN, was honored as National Front Line Clinical Nurse of the Year by Press Ganey, a national provider of services to the healthcare industry. The judging panel unanimously chose Perl for the award among all the nominees from across the country. He is a Cardiovascular Clinical Nurse Specialist at Elmira's Arnot Ogden Medical Center. Patrick was nominated by Arnot Ogden's managers for his commitment to care innovation, transformation, and collaboration. The nurse led the "Share the Light - Shine the Light" program, an initiative to decorate the rooms of COVID patients with holiday lights, providing warmth and beauty in otherwise isolating spaces. The community rallied together, donating hundreds and hundreds of strands of lights, all attached with thank you cards for staff. In his own words, the goal of this initiative was to "band together and show our community hospital, our healthcare workers, and our patients that we care.” He tells Family Life the story of his simple idea that spread from one hospital window -- across the facility and into the Elmira community. Listen to this week's edition of our "Hometown Heroes" feature.

Tune in for today's industry updates.

In this episode of the Life Science Success Podcast, my guest is Farah Ahmad.  Farah is the President of Life Sciences at Press Ganey.  We discuss her career journey and how Press Ganey is putting the human experience at the heart of healthcare. 

True or False: SOAP stands for Subjective, Objective, Assessment and Plan. That's always been true, but today we are adding another use for the letters SOAP. The SOAP Note Framework is going to help you have smoother, more positive interactions with your patients and more satisfied patients (and yes, better Press Ganey scores!) From meeting a new patient and walking them through what to expect with the visit with you to negotiating with your practice manager and from deciding where to go on vacation and getting your toddler on board with the bedtime routine, what you've been missing is a framework for those interactions. In this episode you'll learn the new and improved SOAP Framework will help you with all of those situations as a PA, as a spouse, daughter, friend and parent. We are demystifying these interactions and giving you the tools to deploy these steps in all sorts of situations. THE PA PERSONALITY QUIZ https://tracybingaman.com/type THE SHOW NOTES https://www.tracybingaman.com/blog EMAIL themoneypa@gmail.com "I NEED THE SOAP NOTE"

Cardiovascular disease remains the number one killer of both women and men in the United States. Most of us will need to see a cardiologist or cardiac surgeon at some point in our lives. But, how do you find the best doctor who is right for you? On this episode, three experts representing different subspecialties within cardiovascular health offer advice to patients facing the question: How do I pick a cardiologist or cardiac surgeon? Jeffrey Kuvin, MD, is senior vice president of Cardiology for Northwell's Eastern & Central Regions and chair of the Department of Cardiology at North Shore University Hospital and Long Island Jewish Medical Center. He is also Co-Director of the Sandra Atlas Bass Heart Hospital at North Shore University Hospital. Alan Hartman, MD, is senior vice president and executive director of Cardiothoracic Surgery at Northwell Health; as well as co-director of the Sandra Atlas Bass Heart Hospital at North Shore University Hospital. Varinder Singh, MD, is senior vice president of Cardiology for Northwell's Western Region; and the Guenther Chair for the Department of Cardiology at Lenox Hill Hospital. Chapters: 00:01 - Intro 01:09 - Who should see a cardiologist? 02:19 - Start with your primary care doctor 03:01 - Is the doctor Able? Affable? Available? 03:29 - Connecting with your doctor 05:38 - Finding the right cardiac surgeon 07:18 - Quality ratings 09:45 - The importance of trust 12:!7 - General vs interventional cardiology 14:14 - What is your vascular age? 15:44 - Why volume matters 17:00 - Does gender play a factor Further references: Learn more about quality ratings for cardiac surgery STS report Cardiology and Cardiac Surgery 2021 report NYS Department of Health (DOH) report on adult cardiac surgery NYS DOH report on percutaneous coronary interventions US News & World Report Learn more about patient satisfaction scores, like Press Ganey.   

Intro: Dr. Thomas Varghese Jr. is the Associate Chief Medical Quality Officer and Chief Value Officer at the Huntsman Cancer Institute, and Chief of General Thoracic Surgery at the University of Utah. Dr. Varghese is a national leader in minimally invasive applications for general thoracic surgery, recognized by Castle Connolly as one of America's “Top Docs”, and is ranked in the top 10% of the nation by Press Ganey for patient satisfaction scores. His research interests bridge the world of Educational Research and Health Services Research, specifically in the arena of optimizing performance at the patient, surgeon and system levels. He created the Strong for Surgery program, which is now a formal Quality Improvement program of the American College of Surgeons, and active at 331 clinical sites across the nation and 3 state surgical collaboratives.Dr. Varghese holds national leadership positions in the Society of Thoracic Surgeons, Thoracic Surgery Directors Association, American College of Surgeons, and the Society of University Surgeons. Dr. Varghese is active on social media and is the Deputy Editor of Digital Media and Digital Scholarship for the Annals of Thoracic Surgery.Questions We Asked: Where did your passion for leadership come from? Who were your mentors and what made that relationship special? Have you found your mentors formally or informally? How can you create a good formalized mentorship program? How do mentors effectively help their mentees find their career path? How do you create a good mentor/mentee relationship? How can those in the majority be allies to minority groups in medicine and science? How do you be comfortable saying “I don't know”? Quotes & Ideas: “Never stop looking for best practices” You can and should have different mentors for the various areas of your life (academic, career, social, spiritual, etc.) “Mentorship is someone with a particular knowledge or skills that shares them with someone else who does not have it on their own.” “A mentor does not always have to be older than you.” Identify OKR (objectives and key results) and set a time deadline for it “An ally is someone who builds a culture of inclusion” and “A leader is someone who betters the culture of those they lead”. Leaders need to be allies. “Are we better today than we were yesterday, and are we going to be better tomorrow than we were today and how do we achieve that.” “Diversity doesn't end because you hire the next diverse faculty. You have to make sure they thrive in their position.” “You don't know, doesn't necessarily mean you don't act.” “MD means make decisions.” “We are living in the greatest time in history.” “Seek your tribe members” Books Suggestions: The 4 Disciplines of Execution by Sean Covey Peter Drucker Start With Why by Simon Sinek Adam Grant 

Patients rely on digital resources 2.2x more than provider referrals when choosing a healthcare provider according to Press Ganey's Consumer Experience Trends in Healthcare 2021 survey. Today, the modern patient journey is vastly different than it was even a few years ago. In other words, if you want to attract and retain patients you need to ensure your online reviews and directory listings on places like Google My Business are doing a good job at telling the story of your practice.So, how can you do that? In this episode of the DrMarketingTips Show, hosts Jennifer and Corey share strategies to manage and improve online reviews for your medical practice and discuss the impact negative reviews can have on your bottom line. 

While the nation continues to recover from the COVID-19 pandemic, healthcare workers — especially physician practice leaders, nurses and staff — report experiencing increased symptoms of stress and burnout, as well as dissatisfaction with their work situations. To help put these trends into context, I recently had the pleasure of speaking with two physicians: • Michael Nochomovitz, MD, chief clinical partnerships officer, Devoted Health, and previously senior vice president and chief clinical integration and network development officer, New York Presbyterian • Jessica Dudley, MD, chief clinical officer, Press Ganey, and former chief medical officer at Brigham and Women's Hospital in Boston, where she was responsible for teaching development and oversight of physician-led efforts to improve the quality and efficiency of healthcare. Producer: Chris Harrop, senior editorial manager, MGMA Audio: "Street Walk," Paolo Pavan (CC BY-NC-SA 4.0).

Welcome back to Intellicast! We have been gone a few weeks, but are happy to be back with a jam-packed news episode this week. Kicking it off, Producer Brian and Brian Lamar discuss a bit of personal news for Brian as he was promoted to Chief Insights Officer. Loyal listeners may know that he called himself that around April Fool's, but now it is a reality! Then the guys jump into some market research news. First, they discuss the news about Meta (formerly Facebook) and an upcoming class-action lawsuit about how they inflated their audience measurements, as well as a lawsuit out of Illinois about how they are keeping photos of people who do not have Facebook profiles. The guys talk about the implications, both to market research and overall. Next, Brian and Brian touch on the announced merger of NPD and IRI. They discuss whether a rebrand is coming, or if there is enough brand equity in one of the current names that they keep it.  The next story leads to a broader discussion. It starts with the story about a new report from DISQO that found 38% of consumers incorrectly recall their digital shopping journey behavior. Brian Lamar had sent some notes from a presentation he attended at IIeX from Michael Lancor at P&G about their InTech sensor that measures what consumers do and they compare with what they say they do. Brian Lamar and Producer Brian talk about the impact this could have on the future of market research, as well as some of the potential causes or biases that are leading to this disconnect. In the last few stories, the guys touch on the latest earnings report from Ipsos, Press Ganey completing their Forsta acquisition, Kristen Luck being added to Rival Technologies Board, and Geraldine Proust being named as ESOMAR's new head of professional standard. We know it has been a long layoff between episodes, hopefully, you enjoy this one! Thanks for listening! If you are interested in attending EMI's upcoming webinar, The Sample Landscape 2022: The Trends Impacting Online Sample, click here to register: https://us02web.zoom.us/webinar/register/WN_kll5lqA-RrKVVmm8Jf6HTQ EMI's annual report on the sample industry, The Sample Landscape, is now available! Get your copy here: https://emi-rs.com/the-sample-landscape/ Want to catch up on our blogs? Click here. Missed one of our webinars or want to get some of our whitepapers and reports? You can find it all on our Resources page on our website here. Got a suggestion or feedback? Reach out to us at Intellicast@emi-rs.com, or on Twitter at @Intellicast1, or leave us a voicemail on our call-in line at 513-401-5463. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Owner amd Founder of Goldsmith Therapy Solutions, Dr. Philip Goldsmith, talks about value based purchasing in home health. Today, Dr. Phil talks about the pros and cons of value based purchasing, and prioritising results over productivity. How will value based purchasing in home health turn out? Hear about OASIS assessments, the difficulties of working with insurances, and get Dr. Phil's valuable advice, all on today's episode of The Healthy, Wealthy & Smart Podcast.   Key Takeaways “It looks like value based purchasing in home health is going to be a good thing.” “Home health therapists are probably, unfortunately, some of the worst offenders at underdosing strength training.” “Professional communication is where the good are going to be separated from the bad.” “Most of the private insurances base their policies on payment on what Medicare does.” “You've got to be involved with advocacy if you want to see change.”   More about Dr. Philip Goldsmith Philip Goldsmith, PT, MSPT, EMT, DScPT, COS-C, is the owner and founder of Goldsmith Therapy Solutions, a provider of high-quality management, consulting, and clinical solutions for home health providers. Dr. Goldsmith has been a practicing physical therapist for more than twenty years, with experience in home health, skilled nursing, and outpatient orthopedic environments. Dr. Goldsmith received his BS in Health Studies from Boston University in 1996, his MSPT from Boston University in 1998, and his DScPT from University of Maryland School of Medicine in 2011. Additionally, Dr. Goldsmith has extensive experience in leadership and financial management of small and mid-sized not-for-profit corporations and has won more than $200,000 in grants for public safety organizations with which he is affiliated. Dr. Goldsmith lives in Hanover, PA, with his wife and son.   Suggested Keywords Healthy, Wealthy, Smart, Healthcare, Physiotherapy, Results, APTA, Home Health, Value Based Purchasing, Insurances, Advocacy,   To learn more, follow Dr. Phil at: Email:              pgoldpt@gmail.com LinkedIn:         https://www.linkedin.com/in/philip-goldsmith-a81a692 Twitter:            @pgoldpt APTA Home Health: https://www.homehealthsection.org/leadership   Subscribe to Healthy, Wealthy & Smart: Website:                      https://podcast.healthywealthysmart.com Apple Podcasts:          https://podcasts.apple.com/us/podcast/healthy-wealthy-smart/id532717264 Spotify:                        https://open.spotify.com/show/6ELmKwE4mSZXBB8TiQvp73 SoundCloud:               https://soundcloud.com/healthywealthysmart Stitcher:                       https://www.stitcher.com/show/healthy-wealthy-smart iHeart Radio:               https://www.iheart.com/podcast/263-healthy-wealthy-smart-27628927   Read the Full Transcript Here:  Alright, let's go. Hello, healthy, wealthy and smart. I am Jenna canter here with the Dr. Philip Goldsmith, who we're going to refer to as Dr. Phil, don't you love it? I'm so grateful to have Phil here, because he has a small business owner who runs a business in which he provides Oh, I'm gonna mess this up. And I'm so excited to where he brings stuff to the home health people and they're happy and they smile and say thank you. Without it and I get it.   04:05 That's pretty close.   04:08 Would you mind summarizing in that perfect sentence you just said a second ago of what it is you're more details on your business, like   04:14 elevator speech. It's called Goldsmith Therapy Solutions. And I provide high quality clinical consulting and management services to the home health industry.   04:26 I love it. And that's an elevator speech we all need to have you know for each of our own individual businesses, anybody who interviews with me knows I don't spend too much time going into the bio stuff because that will just be in the people can read it and then Wounaan go oh my gosh, I love Dr. Phil, you know, look at this. Wow, incredible. We are going to dive right into the topic which I know nothing about. I'm a cash pay cash based out of network PT working with performers. So I'm going to ask all the base questions to fully understanding the situation so everyone can better get on the on the same page with this apparently, and I I'm, I'm not saying it's not but just for me, it's new, apparently topic that's like a hot topic, and that is value based purchasing in home health. I know nothing about it. So let's talk about what is that? What is the value? What is that   05:21 value based purchasing is Medicare's new payment model for certified home health services provided to Medicare party beneficiaries.   05:33 Why is that important right now,   05:36 because it's different, how Medicare is moving away from the you go do a visit or provide a service and we pay you for a service to a model where they pay you based more on your outcomes, and how good a job you do at taking care of those Medicare beneficiaries that have chosen to avail themselves of your services.   06:05 That sounds great to me from a physical therapy standpoint, because that's what we care about. So how was this? Let's start with how this is good. And then we can go how this is potentially something that could get in the way of providing care to people fully. So how is this good?   06:20 This is good, because it removes a lot of the artificial drivers that were skewing utilization. Meaning, excuse me until about three years ago. The more visits you the more therapy visits you made, the more money you got. And that was unfortunately driving practice patterns and everybody Medicare, not Medicare kind of agreed. This isn't working. Yeah, yeah. And   06:55 because that's about productivity, not about results. Yeah.   06:59 Right. And it was it was too much widget counting, and a lot of home health agencies were making a lot of money on providing therapy visits that weren't necessarily necessary. Hmm, Mm hmm. So, you know, the the interim step on the way was this thing called pdgm that we're in now where it's all based on functional states and diagnoses? And that's about it.   07:28 Yeah, it's not nothing to push getting them to where we need to get them or to protect them from getting worse. If we're talking about home health. Yes, yes. Okay. Okay. So then let's talk about where this could potentially be problematic.   07:45 So the, the concern is, are you comparing apples to apples, meaning they're dividing the agencies up by state by geography and buy large versus small volume, to try to make apples to apples. But the big issue is, this system works literally by robbing Peter to pay Paul, somebody is going to make money. And somebody is going to lose money. So the other people at the other end of the scale can make money.   08:25 Where could you go and give some details on this? Because I'm not really following on on how this could be? Yeah,   08:31 Medicare is gonna say, Okay, we're gonna take all of the large volume agencies in the state of Pennsylvania. And we're gonna line them up by the outcomes we've chosen, they haven't told us the outcomes yet.   08:46 Deciding what the outcome what outcomes matter,   08:49 they are in the process of that now, who are the consulting   08:52 with doctors?   08:57 So there is what's called a technical expert panel, and we could do that alone. The concept of technical expert panels could be its own podcast, where basically they bring in people in the industry and ask them, What do you think is important? Um, do they pay them? They cover their expenses, do they? Do   09:25 they start to get a financial interest to sway certain ways and their responses? Okay, okay.   09:32 They're representing their industries. So, you know, they can, I could volunteer to be on a technical expert panel. And my job is to bring the perspective of the physical therapy industry. Hmm. They also do us, you know, these big beltway consulting firms that you hear so much about, and they have policy wonks that work at CMS that do this stuff. A lot of its actuaries accountants and lawyers? Because one of the big rules is this is supposed to be budget neutral, meaning the pot of money doesn't change. It's who gets how much of that pot changes, specifically, the agencies that are the bottom performers, they're going to lose it as much as 5% of their reimbursement, so that the top performing agencies gain 5%. See,   10:25 there we go. That's where I think a financial interest could sway what people say, because this could be less money towards their industry. Well, it's problematic,   10:37 home health in general. I mean, this is, it's already, you know, you're already getting paid a lump sum for the care of each individual. And that varies based on those clinical and diagnostic factors that that I talked about before. Right. The scuttlebutt is,   10:55 I don't, but I just need to highlight that. I know I love that you said scandal, but this is great. That means rumors, love it scuttlebutt, I'm going to start using that every day.   11:06 One of the big outcomes they're going to look at is readmission to the hospital, did you keep your patient out of the hospital? Because that costs Medicare more money. And they're gonna look at functional outcomes, like transfers and ambulation. And there may even be a patient satisfaction component because did you know that Medicare mandates patient satisfaction surveys in most settings, you get those annoying Press Ganey surveys? Because Medicare says Thou shalt, and they track those, and those are actually publicly reported data.   11:41 That's actually great. I think the patient what their happiness is everything. Yeah, I think that's great. That's, yeah. Okay. Okay.   11:52 So it's your secrets here.   11:54 So it's it sounds though, like it's a bit of a gamble on where things are going to lie. And what's going to be decided on what these outcome measures are? That sounds like the biggest concern, what are these outcome measures that we're going to be using? Because if we're talking about movement stuff, you   12:15 aren't talking about movement stuff. But, you know, they've already established that all of the measures, the outcomes that are going to be looked at are either Oasis based Oasis being the clinical assessment that's done in homecare at a minimum every 60 days. Okay, Mission recertification discharge, hospitalization, return from hospitalization. That standardized assessment gets done. I have   12:47 a question about that, actually. And this is just from my own experience, it's a completely different audience that I work with. So when I'm working with my performers, I'm reassessing every single time I work with them. I'm a niche practice, though. I'm, I'm small and keeping it small. And so therefore, they get like real top, you know, I know them inside out what's going on in their lives and stuff, so I can best help them. So that is very, very specific. And and I'm lucky to be in that position. So when you're saying 90 days, that sounds like a long time for like a formal reassessment. I believe in oh, gosh, PT, school, it was it was a matter of like two months. So is it because of the the age where things may take longer to see results? Why it's a 90 day spot? Like, why is that? I'm honestly asking, it's not for judgment, I'm trying to be very transparent on my own bias. So I can learn   13:37 that every 60 days, well, every 60 days, that OASIS assessment gets done. However, that doesn't change, that your state Practice Act still applies that you may have to reassess every 30 days or every 10 visits or every 14 days, whatever your state Practice Act says, and Medicare still has the every 10th Visit reassessment requirement in home health, where they expect you to be using objective functional measures, and looking at your plan of care and your goals and saying, Are we getting where we need to be,   14:16 which is what we do in physical therapy. That is we're always asking ourselves that question.   14:19 Okay. This is more of a you know, it's more of a big picture thing. Yeah. Okay. For example, the emulation question. There's independent, there's independent but needs a one handed device independent but uses a two handed device can walk but need supervision at all times. And then there's a couple of answers for wheelchair bound, or bed bound.   14:46 Yeah, I'm not familiar with this, but I'm learning as you're talking about, is there anything about risk of falls because that's like the big a big one.   14:53 They look at that from a process measure standpoint, meaning they ask you, did you assess for fall risk, and there's criteria given a multifactorial objective. So really, it's got to be a two pronged thing. They're not looking at the results. They're looking at. Did you do it? Yeah.   15:17 Yeah. Is there room for? And this may be you don't know, because this is a bit of mind reading. As far as you know, right now, is there room for measurements for neurological disorders where we know that things may they're going to decline over time? You know, are immune immune? Am I saying the wrong thing? I think he's doing the wrong thing. But is there room for that where they have a health situation where things are going to decline? We know that but we're trying to keep them functioning their best as they're going through their process?   15:50 The answer is yes and no. Okay, the questions and answers don't change. What changes is, they can tease out by diagnostic grouping and by what they call risk adjustment, where if your agency has a high population of clients with progressive neurologic disorders, that's the the term in favor now. Okay, thank you, they're going to risk adjust your statistics to reflect that, meaning, we see that you have a larger population of people who probably aren't going to get better. And we're going to do some statistical mumbo jumbo in the background to adjust for that. But that doesn't change the answers that the clinician is using. Okay. There's no, I have to pull a different document because I have a different diagnostic group. There's no, I answer these questions for this diagnosis. And that questions for that diagnosis? Yeah. Yeah, the people who very much a big picture of   17:03 the people behind the scenes, I think I know the answer this question, but I'm still going to ask it, the people behind the scenes who will be assessing the the progress progress, and, you know, if it's fitting, looking at the outcome measures and what we need for that patients, are they medical professionals? Are these just people who are trained to work for this company? Who are the Who are these people?   17:28 So field clinicians who work with clients answer the oasis for each client, the agency, then submits it electronically to CMS. And the risk adjustment is baked in to the computers at CMS that process all this information.   17:50 Also, it's a computer thing. It's all very,   17:53 and that's part of the reason the assessment is somewhat limited in big picture. Yes, it's a it's a computer thing. Ah, it's a i. i, maybe maybe not. But it's a lot of higher level statistics. That's way above my head.   18:11 Right, right. Yeah. Oh, wow. That's what this is so negative for me to say, but what an easy way as a person in CMS to point away and go, Oh, no, it's the system's. That's what they computed. Like, I can't. I'm like, Who created it? Who designed the code? Fine. We'll look at the code person I need to understand. Okay. Okay. So, I mean, it just sounds a little bit like a trip to Las Vegas, where you studied a little bit. So you know, a bit about gambling, you say, let's say you're very educated about that, and you but it's still gambling? You don't really know. I don't know, I just I,   18:53 you know, it's, it's pretty well known how they do the risk adjustment. You know, it's just the statistics of how it's done is pretty high level, but we have a good feel for what they're risk adjusting for and what questions they used to do the risk adjusting.   19:15 I mean, do you think the physical and physical therapy industry home health for this, because that's what we're focusing on? Do you think what the way we have things set up now, the way I mean, that's the whole point is to be measuring their outcomes? That is literally what we're doing all the time. Do you think we're pretty safe with this adjustment? If anything, it'll probably be for the better if you're just overall? I mean, because we did the good versus the bad. Where do you think it's, it's gonna turn out for us?   19:46 It looks like value based purchasing a home health is going to be a good thing. It is going to reward you for doing your job well, and being aware of your outcomes and delivering good health. Quality physical therapy that drives the outcomes? Yeah, there's going to be, it's going to challenge the physical therapist and the PTA to work at the top of their license and to collaborate with the other professionals. Because some of these measures don't happen in a vacuum for lack of a better term, they don't happen unless you're working as a team, and everybody's on the same page. Yeah. And that's really that interprofessional communication is where the good are gonna be separated from the bad.   20:40 Yeah. This isn't my world. Oh, continue,   20:44 there's, you know, definitely the agency is going to have to be very aware of their outcomes and their data. And the understanding of that data is going to be huge. Yeah. And I can tell you, that there are consulting firms and companies, and that can look at those outcomes at a clinician level. And they're going to tease out high performing clinicians and low performing clinicians.   21:16 Yeah, yeah. Yeah. And I'm assuming that's where the concern is, what is, oh, I'm gonna backtrack to actually what I was originally thinking of asking. What is the hot talk on the streets regarding this? What are the big things that other physical therapists and people in the industry are going like, hey, about it? Or do we already cover those things?   21:41 We've covered a lot of it. I think there's a lot of optimism around this. Because the more recent changes over the past couple of years, starting in October 2019 really pulled back on the number of visits. We were seeing clients. And some of that is real. And some of that is artificial. Yeah. And it's gotten me up on my soapbox a number of times, because home health therapists are probably, unfortunately, some of the worst offenders at underdosing strength training. Oh, yeah, you want to get me started? Don't get me started.   22:34 Yeah, yeah. So it's, it would force that that push, I would love. It   22:39 forces us to understand how to deliver strength training, how to deliver the most the best outcomes we can in in fewer treatments.   22:52 Yeah, how to get trust, motivation.   22:55 really gotta understand you've got to be a high performing clinician, yeah. To survive in this market. Yeah, because a home health agency literally cannot afford to have lower performing clinicians that can't deliver the outcomes. Yeah. And a lower number of visits.   23:16 Yeah. Yeah. Absolutely. Absolutely. I definitely get that. So I I mean, I'm all about the outcomes. I've had people a different dance physical therapists asked me about how I do my outcomes and it really does depend on my patient and everything but I have a very I have a special circumstance you know, like I'm very lucky to have this niche that I have. i There are from an outpatient not out push out. Yeah. Out not outpatient. Wait, I'm getting so confused. Ortho. From an ortho standpoint, I'm calling because I'm not, I'm not home health. So I'm just like trying to get back to my my world. There are definitely I'm gonna choose my words specifically. So if you are a person who does own a clinic, that sees a lot of patience, you are a mill, there is no way to paint that there is a reason why there is a name for that. That's like saying, I, you know, I was you know, born from two Jewish parents and I grew up I have my Bar Mitzvah and then and like, I still observe Passover, and then be saying, I don't I'm not Jewish. Like what? Like, no, I'm Jewish, you know. It's very weird comparison. But whatever. That's what I chose. And I'll go with it. We   24:41 get to the point of mills.   24:44 I've always thought that the it was because of the problem with insurance and reimbursement and it's one of those like chicken or the egg kind of thing. What happened first, which I use in defense for any clinic. I'm like, hey, they're trying to figure out how to get reimbursed but at the same time, does in this horrible circle of terrible reimbursement trying to communicate what you did and everything, and people are trying to make money, which is fine, it's okay to want to make money Hello. Is   25:15 we as a profession do wrong to allow an industry to devalue our services like that?   25:24 It's because when trying to guess this is me, because I'm not a network. So, but from what I've seen, it's it's clinics trying, they're doing their best to report what they're doing. They outcomes with the patients, while at the same time speaking the language that the insurances say, they will reimburse. And then also these insurances saying they're going to reimburse, but they're not actually reimbursing, then there are administrative staff calling over and over again, fighting to get those reimbursements, you know, getting better at that. So that's why you have certain people working on the at the front desk, and then and so then they increase the number of patients during that time, because while they're gambling per patient on honestly, this is how I look at it for a patient on getting that reimbursement. Through, you know, the paperwork we've we've been trained to do to report outcome measures and everything. They're not they're not getting paid for it. They're fighting to get paid even on the basic level. So I think, but I don't know what happened first if insurance happened first, or, and, or the, you know, provision of the services, and they decided for it to be a lot of people that's the chicken or the egg thing. I mean, I'm sure somebody could look up the history, but I think that's where people just say, Oh, the healthcare system is messed up needs to be fixed. I, that's where I kind of lean back on to kind of be fair to everyone. Not that there has to be a middle ground. But I mean, that is kind of the truth. If I owned a big business, you're constantly you're like, Okay, I've hired this, these EMR systems, you know, we're we're gonna track and write down things. I hope this is the right system. Okay, this one's not working. Let's do a new one. And then you have your clinicians going, Ah, dang it, we have a new one, I have to readjust. But it's because we're trying to do it. Honestly, we're trying to do it legally. And then insurances just go, now, we're just not gonna reimburse you, we're not gonna explain why. And we're gonna be difficult to get in contact with to discuss and figure things out. So I don't know it's a random tangent, I'm sure people will go be like, Jenna said something wrong. I'm not the person to attack here. I'm just speaking. If you have problems, go talk to the insurance companies and figure it out if you already know how it works. But that's kind of how I look at it being problematic in the Ortho world specifically, because there is a lot of measuring of my brain out there. There's a lot of measuring of what was the word that we use, the more patients you see.   27:56 Counting widgets, counting widgets.   27:58 It happens, it does happen at the larger clinics. But yeah, can you I mean, I'm not saying I'm not saying I'm not saying I agree with it. But also, can you blame on? You know, like,   28:12 you started this to make money. I get that, you   28:17 know, but, but I mean, what I am in the business to hear, I mean, that's what I'm doing my own thing, is it easy to do what I'm doing, is it easy to get the patient Oh, my God. But that's I that's where I put my energy where I put my energy. But I feel like what is happening in the home house, like, Oh, my God, this is hilarious, full circle, but I'm going to connect it, it's going to be amazing. Feel like the Home Health what you're doing with pushing that pushing forth. The outcomes, I would love that I would, but I would love to actually be that not than just saying that. We love their beat. Let's make it all about the outcomes. And honestly, I feel like that's what we've been trying to do the whole time. It's just people aren't. insurances aren't saying there aren't following through with it, what they say they're going to reimburse, they say, We can reimburse up to this amount. It doesn't mean anything. It's horrible. So I would love there to be fixing in that way.   29:13 And I think someday Medicare will come around to a value driven system for outpatient therapies. And until Medicare does, nobody else will mean, Medicare very much still drives that bus.   29:31 Yeah. Wow. I never realized that. That's yeah. How do you know how do you I mean, honestly, asking, How do you know that they're the ones driving the bus?   29:43 Because most of the private insurance is based their policies on payment on what Medicare does,   29:53 because they're so huge. Yes. Mm hmm. Oh, gosh. Not saying it. It's easy to say there's no easy road.   30:02 That's where all the that's the root of all the CPT codes and everything else. Medicare needed a common terminology to wash claims through a computer to pay people. Let's boil everything down to a five character code.   30:21 Right, right, right. Wow. Huh? She's What a hot mess. It just gives me a headache thinking about all of it. I don't like it. It makes I need cake. Or pizza. Oh, not chocolate though. My dad loves chocolate cake. Are you a chocolate cake person?   30:43 I am a chocolate person head on.   30:46 We only put like chocolate cake is so different from chocolate bars come on.   30:51 Yes. But they both have their merits   30:54 F No. Disagree? Absolutely not. All right, if you are a person that if you would handle your stress from chocolate cake, just as much as chocolate bars. Okay, your team Dr. Phil. If you're like No, chocolate, just chocolate actual chocolate, your team? Jenna. I'm interested to see if there's going to be any written debate on this or discussions I'm sure there already has, which is why you were meeting Dr. Phil was like, let's do this topic. And like, I don't know anything about this, which is good. I think it's good because then I get to learn everybody else who listens gets to learn. And oh, I'm going to just say this just because I am not a fan of meanness. Don't attack either of us in this discussion. If that's in your if that's in, if that's in your intention in in hearing this and your response, oh, just at this as a message just for you get out of here. Well, we got to be better together, we need to be able to have these discussions, talk about it, totally fine to speak on your concerns about it or all that stuff. But we're just attacking each other that is not helping out the patients at large. This is about the people we serve. So we're discussing this to see what's going on to better understand what's going on. If you are in an estate, you are close to somebody who is in legislature, the then do talk to them, or see if there's a pre written letter from a PTA right now regarding this through their app, if you're in a PTA member or see if you can get a hold of that letter through a friend or something or I'm sure it's honestly on their webpage for you to easily access to advocate sending a letter to fight this or fight for it, whatever it is, because there's there's positives and negatives and everything. I mean, sometimes there's you know, it's leaning one way, obviously, but we got to just take action. If you want to see something you got it don't just reply on here take action. Well, I just gave so many different messages and one thing at the end, but that's okay, I'm fine with it. Any last words you want to say on this matter that you that we haven't covered? Dr. Phil?   33:15 I think the take homes are twofold. You just said the first one. You've got to be involved in advocacy if you want to see change. Second, value based purchasing, like we're talking about it today is just in the home health arena right now. It is what Medicare wants to bring across the board across all settings. And, you know, they don't they want to get away from fee for service. They want to get away from ID to units. If they're x and a unit. If they're X, a unit of East M and A unit of manual therapy and you need to pay me for it. They want to know a client walked in your clinic with this problem. They had these issues that we're able to quantify. And at the end of it, the client left our clinic and the issues were gone and here's how we've quantified it. That's what they want to be able to pay you for. And if you can't be excellent with that. You're not going to have a successful practice 510 years from now.   34:34 Thank you. Thank you so much. Where can people they wanted to get in contact with you Where can they connect with you on either social media or email?   34:44 I am P gold PT on Twitter. I do have a personal Facebook. I am not fancy or cool enough to have Instagram or Tik Tok or any of those. I have LinkedIn. My email is Easy it's P gold pt@gmail.com. The other place that's really easy to find me is if you go to a PTA home health.org on the leadership page, you'll find my name. Currently the treasurer of APGA Home Health formerly known as the Home Health section. And in two weeks in two days I become the President   35:29 didn't say that at the beginning. I was like, I wonder if you want me to and you didn't say bring it and bring it out? So yes, this is a person. This is a person who's very involved with fighting and spin keeping on top of what's going on for home health. So thank you so much, Dr. Phil, for coming on for your name. I love just saying Dr. Phil over and over again. And just sending you the biggest hug from afar. We got a meet at a conference recently and you are a gem. Thank you so much, and everyone send love to Dr. Phil for for his time.

According to Press Ganey's 2021 Consumer Experience Trends in Healthcare report, patients rely on digital resources more than twice as much as provider referrals when choosing a healthcare provider today -- meaning you have to connect with patients when and where they're ready to make a decision about an appointment. In Part 1 of this two-part podcast series, we share a presentation given by Jennifer Thompson at the MGMA Virtual Operations Conference in which she outlines how to use available data to identify key trends, demographic shifts and other economic factors to help you build an effective marketing plan.

Hello quality people, healthcare leaders and everyone in between!!! Welcome! You're listening to episode #17 of the healthcare qualitycast and I am your host Jarvis Gray with the quality coaching company….And I'm proud to introduce you all to today's guest, Mr. Nigel Brown. Nigel is the Executive Director of Performance Excellence and Process Improvement for the UAB Health System, where he promotes and leads a culture of quality and performance improvement through coaching, mentoring, facilitation and education. Nigel has been recognized for his work in quality and process improvement initiatives through many organizations including most recently by Press Ganey. Nigel brings to our show over 15 years of experience in deploying lean production systems, he holds a Master's in Healthcare Quality and Safety, along with an MBA, and is currently pursuing Doctoral studies in Strategy and Innovation. Now I'll stop there, because I kid you not Nigel's bio and professional profile may officially be the longest and most diverse in the short history of our show!...I mean this guest literally teaches Quality and Patient Safety programs in South Africa. Please trust me when I say that Nigel brown is well qualified to be on the show, but a story that I would love to share is actually connected to the last time that I ran into Nigel. It was about 3 months ago in San Antonio Texas at the recent SHS conference. Now as it turns out, my grandmother lives in San Antonio, and she dropped by the conference to sit in on my presentation. And following the presentation as I walked her back to her car, we came across Nigel and his team from UAB…and I kid you not, they chatted my 83 year old grandmother up for every bit of 30 minutes just making her feel like the most important person in the world! After that, we went to lunch and all she did was talk about Nigel. Every so often when I call her, she'll ask about Nigel. And when I shared this episode with her, she was so excited because it was Nigel! Now Nigel, your contributions to our show and quality people are exceptional, but the impact that you and your team had on my grandmother in such a short period of time has been priceless and for that I salute you! Here in episode #17 Nigel and I talk about his career transitions from manufacturing into the healthcare industry, the power of listening, taking the humble approach to team development, Nigel shares a perspective on how best to lead healthcare teams in their improvement efforts, he geeks out around the future innovations coming in healthcare, our shared vision for increasing the diversity of skillsets among healthcare quality people, and his thoughts on embracing change. --- Send in a voice message: https://anchor.fm/healthcarequalitycast/message

Welcome back to Intellicast! We have a unique episode for you today! Brian Lamar and Producer Brian kick off the episode discussing the Super Bowl. They talk about the Bengals run to the big game, the loss, but also what it meant for the city. They also touch on some of their favorite ads from the game, as well as the half-time show. Then the guys talk about the 2022 Beijing Olympics. Both guys (who are huge Olympics fans) discuss why they are not watching them this year, whether it is due to the host country, the impact COVID is having, to the myriad of scandals that are being announced on what seems like a daily basis. After the long sports discussion, the guys dive into the upcoming conferences in April and May. In what seems like a jammed-packed calendar, Brian talks about how excited he is to be getting back out on the road. In our last segment of the episode, the guys touch on a few recent market research news stories. First, they discuss the acquisition of Forsta by Press Ganey and what it could mean for legacy market research Forsta customers. They then touch on the recent 2021 financials report from Zappi, who registered a 30% YOY growth. In our final story, Brian Lamar discusses briefly Savanta purchasing Mindspark Research, and how this is part of the overall consolidation of the market research industry. Thanks for listening! We have been nominated for the Market Research Podcast of the Year. Click the link to vote for Intellicast: https://info.littlebirdmarketing.com/mr-podcast-award Want to catch up on our blogs? Click here: https://emi-rs.com/blog/ Missed one of our webinars or want to get some of our whitepapers and reports? You can find it all on our Resources page on our website here: https://emi-rs.com/resources/ Got a suggestion or feedback? Reach out to us at Intellicast@emi-rs.com, or on Twitter at @Intellicast1, or leave us a voicemail on our call-in line at 513-401-5463. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Lisa is joined by Jason Vallee, VP of Patient Experience at Cheshire Medical Center, Dartmouth-Hitchcock   In this episode:  A single definition of the patient experience.    Mapping the patient journey from the patient's perspective.    The JUSST model – Justice, Understanding, Security, Self-Esteem, Trust.    Press Ganey patient experience rankings and their potentially serious impact on your hospital.    Sympathy versus empathy; understanding the difference and why it matters to your patients.    The three Cs that make up the vital components of patient trust - communication, competence, contractual.    Choosing your words carefully to transform the patient experience.     Connect with Lisa:

The experience a patient and their family has with a hospital or healthcare provider can affect a multitude of things including clinical outcomes, patient loyalty, and even reimbursement for healthcare services. Success in each of these areas is critical to the survival of rural hospitals. Our guest today is Josh Stafford, Account Director at Press Ganey.

As of December 2, 2021, you can now list languages and accepted insurances on your respective Google Business profiles. It's a big deal (and it might be a lot of work depending on how many listings you have). This announcement comes one day after Press Ganey released their 2021 Consumer Experience Trends in Healthcare report. The report is full of great insight, including key drivers behind current healthcare consumer behavior and why a five-star experience is more important than ever during a patient's decision-making process.In this episode of the DrMarketingTips Podcast, Jennifer and Corey discuss some key takeaways from the 2021 report and share what the recent Google Business profile changes mean for your practice. 

Charles Hagood, DSc, MBA has overseen the introduction and implementation of improvement systems, quality and process improvement initiatives, transformations, and system design activities in numerous healthcare organizations including some of the largest non-profit hospitals, national systems, small critical access hospitals, clinics, physician practices, and large for-profit systems in the US and EU. He has led organizations and teams in the design and implementation of new and efficient service lines in various hospital, outpatient and non-acute health care organizations. Additionally, Charles has also overseen the application of improvement methodologies into the planning, design, and construction phases of a wide range of clinical and hospital renovation and construction projects. Charles is a co-author of the Shingo Prize winning book for Research and Publication, “Lean-Led Hospital Design: Creating the Efficient Hospital of the Future” and has published various articles on the topics of innovation, Lean, process and performance improvement, and quality. Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3 (https://www.surveymonkey.com/r/3DXCFW3) CME credit is available for up to 3 years after the stated release date Contact CEOD@bmhcc.org if you have any questions about claiming credit.

Dr. Gandhi is responsible for advancing the Zero Harm movement, improving patient and workforce safety, and developing innovative health care transformation strategies. In addition, Dr. Gandhi is leading the Press Ganey Equity Partnership to advance equity in health care. Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3 (https://www.surveymonkey.com/r/3DXCFW3) CME credit is available for up to 3 years after the stated release date Contact CEOD@bmhcc.org if you have any questions about claiming credit.