Podcasts about what to do next

Play Episode Listen Later Apr 10, 2024 21:11

Purchased services is often the most overlooked expense in healthcare yet offers opportunities for cost savings. Brian Bartel shares his best practices for effective contract management, with Jim Cagliostro. Episode Introduction Brian explains the unique challenges of purchased services, why a centralized contract repository is the first step to successful purchased services management, and why hospitals should never allow contracts to auto-renew. He also explains why ‘'red flags'' aren't always necessarily malicious and why it's vital to question the line-item details of your purchased services invoices. Show Topics Purchased services present a unique challenge in healthcare #1 tip: Create a centralized contract repository Review your contracts on a minimum annual basis Don't assume all red flags are malicious The hidden cost savings in your line-item details Be inquisitive, be patient, be strategic – and build relationships 06:35 Purchased services present a unique challenge in healthcare Brian explained the difference between supplies and purchased services. ‘'…When you're talking about supplies, it's pretty easy. You've got a specific item number, you've got your power set, your requisitions, everything is very orderly. So things are coming in, you can track it, you've got the data behind it, there's a contract with that line item pricing. And then when you get confirmations back, usually people are using some form of EDI, which makes it relatively easy, and you can track that. Item A is item A, item B is item B. Purchased services is different because it typically is not on a PO. Again, I've worked places where it is, but that comes with its own challenges. It's very department specific, so you've got usually a department manager or leader that's kind of running that point with it. We don't have as much interaction on the supply chain side of this either. Communication is usually kind of sparse between supply chain and a purchased service provider as compared to a typical supply vendor. And again, the data is just, it's more difficult. When you start looking at how things are being invoiced because there's no PO line, it gets very challenging to try to figure out, "Okay, what's actually happening with this spend?" Typically, an invoice will come in, the department manager signs off on it, it gets paid, and that's it. So a lot of opportunity there.'' 08:30 #1 tip: Create a centralized contract repository Brian said a centralized contract repository was the essential first step to successful purchased services management. ‘'I think that at square one, I think the biggest thing you can do is if your organization or your hospital, your ASC, your clinic, whatever it is, if you don't have a centralized contract repository, that's step one. Again, stepping into certain roles in my past, you've got contracts that might be down in admin. You've got department managers that have signature execution authority and they've got them in their files, and then you realize three years later that there's been this contract that nobody's really paying attention to because it's just a paper copy. Really I think that that's the biggest thing for me is getting your hands around it. Number one, you've just got to have that centralized repository. Again, that doesn't mean that you need to use software. Software obviously makes things easier. I'm a big proponent of that. But again, even just saying, "All right, nobody can sign contracts except for," whether it be your CEO, your CFO. "Send all these down and we're going to put them in a file cabinet." At least then you can go and try to find where those contractual documents are.'' 10:07 Review your contracts on a minimum annual basis Brian said it's important not to let contracts auto-renew. ‘'It's always good to have that check-in annually, even if it's just pulling the contract, making sure when does this contract terminate? That's the other thing about automated systems through contract software is that you can set those flags. “Hey, something's coming up 180 days later.” Again, with things that are just auto-renewing, that's an issue too. If you miss that window to terminate something that you do want to go out to bid for, or maybe it's a contract that you don't need anymore. And I've seen, you've probably seen it too, 180 day out clause, some of these things. So if you miss that, that's going to be a problem. As far as reviewing, it depends too on the type of service. Some of them are much more important, and so having a quarterly business review or a semiannual business review is important, and that gives the vendor time to come and showcase what it is that they're doing too, because at the end of the day, sometimes these people are coming in, they're doing great work, but nobody really knows except for that department or specific area that they're there too. So giving that face time opportunity for the vendor, especially on those critical contracts, is important as well.'' 12:21 Don't assume all red flags are malicious Brian said reaching out to the vendor is important if you notice an invoice discrepancy. ‘'I think that that's where you've got to have a little finesse, again, realizing that some of these contracts, there's a lot of relationships built in. Again, if you've got somebody that's on site providing this, odds are they built those relationships. So I always take the approach when I notice that something's not going well on my side, if I notice an invoice discrepancy or something, it's an automatic red flag, but don't assume that it's malicious, right? So the first thing that I recommend is definitely reaching out to the vendor, the supplier, the individual, whoever it is that's your point of contact and just have that conversation. Say, "Hey, we noticed that there's a deficiency here," or, "We have a question about this invoice," and give them a chance. Because again, remember, on their side, I think it's probably maybe not quite as complex as it is on ours, but I know that just the conversations that I've had with suppliers in the past is that there are mistakes made when they're sending out invoices on a monthly basis or whatever it is. Again, give them that opportunity to rectify, at least bring it to their attention, and don't assume a malicious intent, even though that's probably from a supply chain standpoint, something that we might tend to do a little bit too much, right?'' 14:22 The hidden cost savings in your line-item details Brian said a detailed review of purchased services invoices can uncover significant cost savings opportunities. ‘'At the end of the day, we're paying for whatever it is that we've signed up contractually for. And so having that actual invoice in front of you will tell you a lot of different things. Number one, you get the contract. Number two, you get the invoice. And then you start going through, does this make sense? Are things lining up? And I found some just very easy wins, things that they've been charging for, like an EVS vendor that was charging for restroom service, thousands of dollars a year, nobody knew what it was, and all they were doing is just bringing in little scent pads and not even going into the restrooms. But that was a line item that nobody had really questioned before. And so by seeing that actual invoice, again, now you're not just seeing it as X amount, now you can actually go in and see what it is that they're invoicing for. Again, correlating back to the supply chain side, we know that. We know each individual widget, case, box, each, but until you see that invoice a lot of times, if you're looking at it from a GL perspective or an expense, you don't see that line item necessarily all the way down to that detail. So it just tells you a lot. And again, maybe I'm just a nerd, but I like doing that. I like pulling those occasionally and just making sure, do the sniff test. Does this seem like everything that it should be? And then ask those questions. And again, you learn through that too. Some of the services that we have, it's like, "Oh, I didn't know that that was included." So again, that goes back to the communication with the vendor or supplier, give them opportunity to explain what it is that they're invoicing as well.'' 19:05 Be inquisitive, be patient, be strategic - and build relationships Brian said building relationships is vital in leadership. ‘'I think the biggest thing is just like I mentioned before, be inquisitive, have patience, and be strategic. A lot of the things that we would like to get done, whether it's supply chain or in our personal lives, it takes a while. So build those relationships, know what you want to do and know that it will take time. Rome wasn't built in a day. And so when you have those opportunities come up, if you're strategic about it, that door opens a little bit, you've got all your ducks in a row, then you can walk through and say, "Hey, I've got a solution to try to fix this, because I've been working on it in the background." So I wish that there was more that I could say than that, but I know personally that's what it is. Be inquisitive, be patient, be strategic, and build those relationships. Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Brian Bartel on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: From critical care to materials management, Brian's journey in healthcare: ‘'No day is the same. Hopefully we can bring efficiencies and streamline processes to avoid some of these chaotic fires that pop up, but again, every day brings this new challenge.'' A straightforward definition of purchased services: ‘'I just keep it simple. Is it a service that we're purchasing and that's usually typically some sort of a purchase or a contract or an outsource of some service that we're taking advantage of.'' The benefits of a mentor in effective contract management: ‘'If you would've just stuck me in purchased services when I left the critical care access hospital, I would've had no idea, but I had a mentor, I had somebody that was teaching me that. So rely on those people and ask those questions. Ask the department managers, your GPO. Again, I know that there are pros and cons of GPOs, but that's a great place to look too.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

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Episode 276 - Let's Buy a Business with Jeremy Horowitz

Play Episode Listen Later Apr 3, 2024 46:55

Brett Curry (https://www.linkedin.com/in/thebrettcurry/) talks to Jeremy Horowitz (https://www.linkedin.com/in/jeremyhorowitz1/) about the current state of eCommerce.__Sponsored by OMG Commerce - go to (https://www.omgcommerce.com/contact) and request your FREE strategy session today!__Chapters: (00:00) Intro(01:58) The State of eCommerce(12:39) Constructing a Healthy P&L(22:48) Would We Buy This Business? (38:38) The Importance of Focusing on Core Customers(43:29) LVMH: The Ultimate Luxury Company(48:44) Outro__Links: Jeremy Horowitz: https://www.linkedin.com/in/jeremyhorowitz1/ Let's Buy A Biz!: https://www.letsbuyabiz.xyz/ __Connect With Brett: LinkedIn: https://www.linkedin.com/in/thebrettcurry/ YouTube: https://www.youtube.com/@omgcommerce Website: https://www.omgcommerce.com/ __Past guests on eCommerce Evolution include Ezra Firestone, Steve Chou, Drew Sanocki, Jacques Spitzer, Jeremy Horowitz, Ryan Moran, Sean Frank, Andrew Youderian, Ryan McKenzie, Joseph Wilkins, Cody Wittick, Miki Agrawal, Justin Brooke, Nish Samantray, Kurt Elster, John Parkes, Chris Mercer, Rabah Rahil, Bear Handlon, Trevor Crump, Frederick Vallaeys, Preston Rutherford, Anthony Mink, Bill D'Allessandro, Bryan Porter and more. __Other episodes you might enjoy: Episode 266 with Cody Wittick - Influencer Marketing and How To Create a Creative Flywheel in 2024Episode 263 with Anthony Mink - Cut Your CPA in Half by Asking Better QuestionsEpisode 260 with Preston Rutherford - Lessons From Chubbies with Co-Founder Preston RutherfordEpisode 243 with Jacques Spitzer - Achieving Exit Velocity with YouTube AdsEpisode 228 with Jeremy Horowitz - The State of eCommerce, The Economy, and What To Do Next

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Episode 275 - Amazon Ads News & Trends with Jeff Cohen of Amazon

Play Episode Listen Later Mar 20, 2024 43:32

Brett Curry (https://www.linkedin.com/in/thebrettcurry/) talks to Jeff Cohen from Amazon (https://www.linkedin.com/in/jeffreycohen/) about amazon ads news and trends. __Sponsored by OMG Commerce - go to (https://www.omgcommerce.com/contact) and request your FREE strategy session today!__Show Notes: (00:00) Introduction (07:54) Vertical Video for Sponsored Brand Video(15:43) Amazon's Facebook Integration (19:27) Prime Video Ads and Sponsored TV(31:33) Amazon Marketing Cloud (AMC) (39:22) AI's Role In Amazon Advertising (42:15) The Importance of Your Feedback(43:46) Outro __Links: Jeff Cohen: https://www.linkedin.com/in/jeffreycohen/ __Connect With Brett: LinkedIn: https://www.linkedin.com/in/thebrettcurry/ YouTube: https://www.youtube.com/@omgcommerce Website: https://www.omgcommerce.com/ __Past guests on eCommerce Evolution include Ezra Firestone, Steve Chou, Drew Sanocki, Jacques Spitzer, Jeremy Horowitz, Ryan Moran, Sean Frank, Andrew Youderian, Ryan McKenzie, Joseph Wilkins, Cody Wittick, Miki Agrawal, Justin Brooke, Nish Samantray, Kurt Elster, John Parkes, Chris Mercer, Rabah Rahil, Bear Handlon, Trevor Crump, Frederick Vallaeys, Preston Rutherford, Anthony Mink, Bill D'Allessandro, Bryan Porter and more. __Other episodes you might enjoy: Episode 266 with Cody Wittick - Influencer Marketing and How To Create a Creative Flywheel in 2024Episode 263 with Anthony Mink - Cut Your CPA in Half by Asking Better QuestionsEpisode 260 with Preston Rutherford - Lessons From Chubbies with Co-Founder Preston RutherfordEpisode 243 with Jacques Spitzer - Achieving Exit Velocity with YouTube AdsEpisode 228 with Jeremy Horowitz - The State of eCommerce, The Economy, and What To Do Next

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Episode 274 - How to Sell 1/2 Billion in Drink Ware in 8 Years

Play Episode Listen Later Mar 13, 2024 44:53

Brett Curry (https://www.linkedin.com/in/thebrettcurry/) talks to Brayn Porter (https://www.linkedin.com/in/jbryanporter/) about how to build a brand on Amazon. __Sponsored by OMG Commerce - go to (https://www.omgcommerce.com/contact) and request your FREE strategy session today!__Show Notes: (00:00) Introduction(04:11) Simple Modern's Founding Story(17:42) Demand Capture and Paid Ads(24:40) Building A Brand On Amazon(40:40) Transitioning To a 1P Seller on Amazon(46:23) Outro__Links: Kyle Fraughton: https://www.linkedin.com/in/jbryanporter/ Simple Modern: https://www.simplemodern.com/ __Connect With Brett: LinkedIn: https://www.linkedin.com/in/thebrettcurry/ YouTube: https://www.youtube.com/@omgcommerce Website: https://www.omgcommerce.com/ __Past guests on eCommerce Evolution include Ezra Firestone, Steve Chou, Drew Sanocki, Jacques Spitzer, Jeremy Horowitz, Ryan Moran, Sean Frank, Andrew Youderian, Ryan McKenzie, Joseph Wilkins, Cody Wittick, Miki Agrawal, Justin Brooke, Nish Samantray, Kurt Elster, John Parkes, Chris Mercer, Rabah Rahil, Bear Handlon, Trevor Crump, Frederick Vallaeys, Preston Rutherford, Anthony Mink, Bill D'Allessandro, and more. __Other episodes you might enjoy: Episode 266 with Cody Wittick - Influencer Marketing and How To Create a Creative Flywheel in 2024Episode 263 with Anthony Mink - Cut Your CPA in Half by Asking Better QuestionsEpisode 260 with Preston Rutherford - Lessons From Chubbies with Co-Founder Preston RutherfordEpisode 243 with Jacques Spitzer - Achieving Exit Velocity with YouTube AdsEpisode 228 with Jeremy Horowitz - The State of eCommerce, The Economy, and What To Do Next

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Episode 273 - 6 Candid Lessons from Parenting 8 Kids + Running an Agency

Play Episode Listen Later Mar 6, 2024 22:08

Brett Curry (https://www.linkedin.com/in/thebrettcurry/) talks about the parallels between parenting and running a business. __Sponsored by OMG Commerce - go to (https://www.omgcommerce.com/contact) and request your FREE strategy session today!__Show Notes: (00:00) Introduction (03:12) Lesson 1 - Where All Making It Up As We Go(06:58) Lesson 2 - You're Never Really Ready(09:19) Lesson 3 - Listen and Communicate Clearly In Multiple Ways(12:17) Lesson 4 - Admit When You're Wrong(14:39) Lesson 5 - You Might Want A Coach(19:39) Lesson 6 - Be All In(22:52) Outro __Connect With Brett: LinkedIn: https://www.linkedin.com/in/thebrettcurry/ YouTube: https://www.youtube.com/@omgcommerce Website: https://www.omgcommerce.com/ __Past guests on eCommerce Evolution include Ezra Firestone, Steve Chou, Drew Sanocki, Jacques Spitzer, Jeremy Horowitz, Ryan Moran, Sean Frank, Andrew Youderian, Ryan McKenzie, Joseph Wilkins, Cody Wittick, Miki Agrawal, Justin Brooke, Nish Samantray, Kurt Elster, John Parkes, Chris Mercer, Rabah Rahil, Bear Handlon, Trevor Crump, Frederick Vallaeys, Preston Rutherford, Anthony Mink, Bill D'Allessandro, and more. __Other episodes you might enjoy: Episode 266 with Cody Wittick - Influencer Marketing and How To Create a Creative Flywheel in 2024Episode 263 with Anthony Mink - Cut Your CPA in Half by Asking Better QuestionsEpisode 260 with Preston Rutherford - Lessons From Chubbies with Co-Founder Preston RutherfordEpisode 243 with Jacques Spitzer - Achieving Exit Velocity with YouTube AdsEpisode 228 with Jeremy Horowitz - The State of eCommerce, The Economy, and What To Do Next

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Episode 272 - Ambassador Programs that Fuel Growth

Play Episode Listen Later Feb 28, 2024 42:21

Brett Curry (https://www.linkedin.com/in/thebrettcurry/) talks to Kyle Fraughton (https://www.linkedin.com/in/kylefraughton/) about ambassador programs and the power of UGC. __Sponsored by OMG Commerce - go to (https://www.omgcommerce.com/contact) and request your FREE strategy session today!__Show Notes: (00:00) Introduction (02:40) Kyle's Background (03:53) Authentic - The Word of the Year(05:55) Is UGC Dead? (10:51) The Digital Age Version of Word of Mouth(13:32) Strategies To Facilitate Word of Mouth(15:26) What Does A Good Ambassador Program Do?(16:16) Influencer Program vs. Ambassador Program(26:08) How To Set Up An Ambassador Program(34:50) Ambassadors and Ads(38:41) More About Get Roster(43:06) Outro__Links: Kyle Fraughton: https://www.linkedin.com/in/kylefraughton/ Roster: https://www.getroster.com/__Connect With Brett: LinkedIn: https://www.linkedin.com/in/thebrettcurry/ YouTube: https://www.youtube.com/@omgcommerce Website: https://www.omgcommerce.com/ __Past guests on eCommerce Evolution include Ezra Firestone, Steve Chou, Drew Sanocki, Jacques Spitzer, Jeremy Horowitz, Ryan Moran, Sean Frank, Andrew Youderian, Ryan McKenzie, Joseph Wilkins, Cody Wittick, Miki Agrawal, Justin Brooke, Nish Samantray, Kurt Elster, John Parkes, Chris Mercer, Rabah Rahil, Bear Handlon, Trevor Crump, Frederick Vallaeys, Preston Rutherford, Anthony Mink, Bill D'Allessandro, and more. __Other episodes you might enjoy: Episode 266 with Cody Wittick - Influencer Marketing and How To Create a Creative Flywheel in 2024Episode 263 with Anthony Mink - Cut Your CPA in Half by Asking Better QuestionsEpisode 260 with Preston Rutherford - Lessons From Chubbies with Co-Founder Preston RutherfordEpisode 243 with Jacques Spitzer - Achieving Exit Velocity with YouTube AdsEpisode 228 with Jeremy Horowitz - The State of eCommerce, The Economy, and What To Do Next

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Data and Research in Healthcare Analytics | E. 103

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Play Episode Listen Later Feb 28, 2024 23:18

2024 has been described as a financial ‘'make or break'' year in healthcare. SpendMend Research Supervisor Zachary Markham explains to Jim Cagliostro why time and data are money for hospitals. Episode Introduction Zach explains why the lack of timely, accurate data can delay recovery of credits, and why most hospitals only have 50% visibility into their spend and accounts payable processes. He also shares why duplicate payments and credit on spend are the top two methods for recovery of costs, and highlights how uncovering dark data saved SpendMend clients $413 million in 2023. Show Topics Data analysis identifies duplicate payments Timely data is vital to maximize cost savings The significant cost savings potential hidden in dark data 3 challenges to gathering hospital data Positivity and communication skills are essential in leadership 02:18 Data analysis identifies duplicate payments Zach provided a ‘'birds eye view'' of data analysis. ‘'So, when we initially get a client's data in, a hospital's data, we jump right on that data and we go ahead, we search account numbers and vendor contact information for each. So, if it's a larger healthcare system, we'll search for each entity within that healthcare system. We'll search for account numbers for all those, as well as the contact information for vendors. And then, for duplicate payments, that's a large revenue stream for us. So, that starts in the data scrub team. They scrub down the data and identify some good potential duplicate payments. And a duplicate payment is just an invoice that was paid twice for one reason or another. And once the data scrub team is done with that, they'll pass it off to us and we'll go into our client's imaging systems, where they store their invoices and we will pull those invoices and pass it back over to the data scrub team for validation. And I guess the third one here would be just various invoice pull requests for other departments, including the tax team, purchased services, as well as med device, just to name a few. And then, the last one I'll cover here just for the bird's eye view, PHIQ, which is protected health information. So, we've talked about data and it's extremely important to obviously protect our client's data, but it's equally, if not more important, to protect the patient's data as well.'' 05:24: Timely data is vital to maximize cost savings Zach said hospitals sometimes don't obtain credits for years if price discrepancies aren't found quickly. ‘'I'll give you an example from my time as a pricing analyst. So, as a pricing analyst, we would review data price discrepancies that were about one to two years old from present from what they were currently paying, the hospitals were paying. So, we'd go through identify, "You're paying this vendor $20 for this item, when you should be paying $10 for that item," just as an example. And we would get that and working one to two years behind them. I guess the quicker that we would finish our review and then turn that back into the client, they'd be able to mend the price that they're paying, get it back to the contracted or agreed upon price. And also, collect the credits that were outstanding for the time that they were overpaying. So, I guess the sooner you can identify that you're paying at a higher rate than the contracted price for items, the sooner that you can correct it and get credits from the vendors.'' 07:44: The significant cost savings potential hidden in dark data Zach said hospitals only have 50% visibility into their spend and accounts payable processes. ‘'Dark data is information that is hidden or not visible to a hospital for a variety of reasons. But it comes down to them not having the time, resources, or insights to uncover their own data blind spots. And I like to think of this kind of as a puzzle. So, when a hospital or healthcare system hands over their data to us, they're giving us basically a half put-together puzzle, and it's our job to put together the missing pieces or the other 50%. They only have approximately 50% visibility into their spend and accounts payables processes, and this dark data is essential to uncover, so our clients have a full set of data to make and implement decisions. And then what I always like to say is time and data are money. And then, as far as what hospitals can do about it... So, like I mentioned previously, hospitals are rarely equipped on their own to uncover their own dark data. Again, due to lack of time and resources. And that's where we step in as SpendMend to provide unique services that we do. All of our time and resources are used to uncover hospital's dark data through various tools and good old-fashioned investigating, I guess you could say. And in the past year alone, we've actually delivered $413 million back to our clients. ‘' 14:23 3 challenges to gathering hospital data Zach said access to imaging systems, inadequate software, and losing data can all be obstacles to accurate data analysis. ‘'Typically, when we get a new client, and again, this will be a rough number, we get probably 80% or so of those clients, we get imaging system access, which is vital to what we do. Then we're able to pull the documents that we need to support our claims. And not only that, but going back to the data, validate the data. That's imaging systems. And I'll break this down into three main categories. So, some healthcare systems or hospitals haven't invested in proper software to store their invoices or any. So, some hospitals don't have electronic imaging systems, so they're old school, storing their invoices on site within file cabinets. And that's tough for us to get to, unless we go on site. So, it's a lot less efficient that way…..And I guess number two there would be kind of the same category here. Some hospitals haven't invested in proper software to store their invoices. So, kind of like the first one, they use electronic folders within their system to store invoices, which in my experience with these sorts of clients, it's very difficult to locate invoices. And a lot of times it's not well-organized. It's timely to search for invoices, and a lot of them just straight up aren't uploaded, aren't imaged in these folders….And then, an issue that I've seen more recently regarding imaging systems, are hospitals upgrading their imaging systems and financial systems and leaving the old one behind. So, in essence, we're losing and they're losing the data that they've collected previously, and just starting fresh. ‘' 21:26 Positivity and communication skills are essential in leadership Zach said skillful listening is also vital to successful communication in leadership. ‘'Well, I'm very blessed to be where I am within the company as the research supervisor. Anything that I accomplish or get praised for is not mine. It's God who gets the glory. He has blessed me tremendously through my life, but especially here at SpendMend in the past almost seven years. And then, I guess going over to the leadership advice, positivity is essential as well as communication, and then a subcategory of communication would be skillful listening.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Zachary Markham on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: Zach's career journey to Research Supervisor at SpendMend: ‘'I started with the company about seven years ago and I moved through a few different departments…. One being pricing analyst, another being a data scrub technician….. And learning the ins and outs of other departments within the company really set me up or at least paired with my education.'' How SpendMend helps to identify and maximize cost savings using healthcare analytics: ‘'…. our healthcare systems are just …trying to stay basically afloat at this point.... They don't have the time, the money, the resources to really dig in like, all right, what did we do last week? What did we do a month ago? So, that's where we step in and help the clients along.'' SpendMend cost savings directly impact the quality of patient care: ‘''….. that's money directly pumped back into the American health system, which can be reinvested by or reutilized by the hospitals for nursing, if you want to bring on more nurses, staffing specialists, or robotics for surgeries, or whatnot. So, really, we're indirectly, directly affecting patient care and the quality of that patient care, which is what all this work really boils back down to.'' The top two recovery methods for SpendMend clients: ‘'From my perspective, it would have to be duplicate payments and credits open on statements.‘' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

Episode 271 - How to Win in 2024 with Sean Frank of Ridge

Play Episode Listen Later Feb 21, 2024 41:45

Brett Curry (https://www.linkedin.com/in/thebrettcurry/) talks to Sean Frank (http://twitter.com/SeanEcom/) about what it takes to win as a DTC brand in 2024. __Sponsored by OMG Commerce - go to (https://www.omgcommerce.com/contact) and request your FREE strategy session today!__Show Notes: (00:00) Introduction (01:18) The Operators Podcast (06:30) Ridge's Background(09:38) What To Expect For DTC Brands In 2024(16:08) What Does It Take To Win In 2024(25:13) What Channels Is Sean Most Excited For In 2024(30:15) How To Grow Profitably (38:52) Expanding Your Product Line(43:44) Outro__Links: Sean Frank: http://twitter.com/SeanEcom/ Ridge: https://ridge.com/ The Operators Podcast: https://podcasts.apple.com/us/podcast/operators/id1684446059__Connect With Brett: LinkedIn: https://www.linkedin.com/in/thebrettcurry/ YouTube: https://www.youtube.com/@omgcommerce Website: https://www.omgcommerce.com/ __Past guests on eCommerce Evolution include Ezra Firestone, Steve Chou, Drew Sanocki, Jacques Spitzer, Jeremy Horowitz, Ryan Moran, Sean Frank, Andrew Youderian, Ryan McKenzie, Joseph Wilkins, Cody Wittick, Miki Agrawal, Justin Brooke, Nish Samantray, Kurt Elster, John Parkes, Chris Mercer, Rabah Rahil, Bear Handlon, Trevor Crump, Frederick Vallaeys, Preston Rutherford, Anthony Mink, Bill D'Allessandro, and more. __Other episodes you might enjoy: Episode 266 with Cody Wittick - Influencer Marketing and How To Create a Creative Flywheel in 2024Episode 263 with Anthony Mink - Cut Your CPA in Half by Asking Better QuestionsEpisode 260 with Preston Rutherford - Lessons From Chubbies with Co-Founder Preston RutherfordEpisode 243 with Jacques Spitzer - Achieving Exit Velocity with YouTube AdsEpisode 228 with Jeremy Horowitz - The State of eCommerce, The Economy, and What To Do Next

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196: Fix, Close, or Sell Your Business with Emily McIntyre

The Gutsy Podcast

Play Episode Listen Later Feb 20, 2024 57:11

If you're in a sticky position or at a crossroads in your business where you're wondering what to do next, this episode is for you.Today, we're chatting with Emily McIntyre about simplifying the decision and steps around fixing, closing, or selling your business. If you're in this position – take a deep breath and know that you're in good company that has supportive solutions to help you move forward.In this episode, you'll learn:Emily's big business failure and the Fix, Close, Sell systemMindset is everything when things are hardThings get to be easier, let it be simpleThe simple Fix, Close, Sell decision-making metricsA few different ways to fix your businessYou're the only one who can decide what to do with your businessClosing your business: with debt and without debtWhat you need to know about selling your businessEmily McIntyre is a life alchemist and serial coffee CEO based in Kansas City. She helps struggling entrepreneurs reach clarity on her podcast, Fix, Close, Sell, and spends a lot of time on coffee farms in Ethiopia and Peru!Resources from this episodeLAST CALL for the Mindfuckery Workshop!Join me and other incredible women for the February 2024 Mindfuckery Workshop (Feb 26 - Mar 1) where you'll learn how to shift your thoughts in the moment instead of them running you off your path. Register for this powerful, 5-day workshop here, but hurry because registration closes this weekend and classes start on Monday.Book a FREE 45-min Clarity Session with me HERE.Get clarity on whether to Fix, Close, or Sell your business with Emily's NEW 2-week email series.Connect with Emily McIntyreInstagram: @mcintyrewritesPodcast: Fix, Close, SellWebsite: fixclosesell.com and emilymcintyre.comConnect with LauraAuraFacebook: @thatlauraauraTikTok: @thatlauraauraInstagram: @thatlauraauraWebsite: LauraAura.comSupport the showTHANK YOU, GUTSY TRIBE!We love, love, love to read your comments, feedback, and reviews. If you haven't yet, drop us one below! Your review might even get highlighted within one of our gutsy love posts or on our website.https://podcasts.apple.com/podcast/the-gutsy-podcast/id1445481970

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Challenges and Trends in the Healthcare Supply Chain | E. 99

Play Episode Listen Later Jan 31, 2024 38:33

After labor, the supply chain is healthcare's biggest expense. Randy Subramany, Director of Supply Chain at New York Presbyterian Hospital, shares insights into 2024 trends and innovations with Jim Cagliostro. Episode Introduction Randy explains why there's more to his role than ‘'bandages and gauzes'', why people are the most important element of the ‘'three-legged supply chain barstool,'' and highlights why patient care, decision-making and retaining talent are the top supply chain challenges. He also explains why it takes an eco-system to keep people healthy and how tapping into the power of technology can improve slim hospital margins. Show Topics A day in the life of a Hospital Supply Chain Director Caring for patients with complex health needs Challenges in retaining and growing talent The impact of digital transformation on healthcare Utilizing technology to promote a sustainable economy Supply chain management: improving margins Leadership tip: Going to the Gemba 02:26 A day in the life of a Hospital Supply Chain Director Randy explained the far-reaching impact of the role and his team. ‘'People think about supplies in a hospital, I'm sure the basics, whether it's through a TV show or just walking through a hospital, you'll see the fundamentals, you'll see gloves, you'll see gowns, you'll see all the different forms of PPE, people think bandages and gauzes, but let's move beyond that now because that's some of the basic things. As a supply chain director, my team is also responsible for pacemakers, for skin tissue that we purchase for a patient that has a severe burn and needs to have emergency surgery, for all of the accessories used in robotic surgeries as well, for grafts and stents and meshes that are used throughout all different sorts of vascular cases. And to give everyone those numbers, to give a number, my team, on a daily basis, is managing 15 to 20,000 case-dependent, unique supplies. To take you through my day, fundamentally, I have 135 wonderful human beings who are responsible for all elements of supply reordering, replenishment, distribution, logistics, triaging, back orders, and really, anything disposable, and some reusable, but mostly disposable that's used on a patient is touching a member of our team. So as I'm sure you can imagine, as I'm sure anyone who's familiar with the hospital can imagine, as I'm sure anyone who's not familiar with the hospital can imagine, the role itself, it's quite impactful.'' 08:52 Caring for patients with complex healthcare needs Randy said that caring for patients with complicated illnesses was the primary challenge. ‘'But I think the primary challenge that we have, that we will have as an academic institution, is we're seeing patients with the most complicated illnesses and diseases that require, although state-of-the-art and groundbreaking, the most complicated treatments and the most complicated processes and procedures to care successfully for these patients. Of course, fundamentally, in a hospital setting, you're never going to be 100% ever. You're never going to cure anyone 100%. Sometimes care is more important than the cure itself. But putting that aside, I think we're what they call a tertiary coronary academic medical center, which means that we encounter the sickest patients in the world that come to us. So I think the first challenge is we are caring for humans who have very complicated illnesses and diseases.'' 11:43 Challenges in retaining and growing talent Randy said he expects to lose up to 40% of his experienced team members in the next five years. ‘'From my direct lens internally, I think the main challenge is retaining talent and growing the talent. I say that from two lenses, I'll say that from the lens of 30 to 40% of my team members are within five years of retirement, 30 to 40% are within the first five years of their career. I think there's a gap. And we're noticing, universally, putting aside the supply chain industry, that talent is leaving the work environment or leaving the market because it's time for people to live on to their golden years and pursue other adventures. But for me, it's like how do I bridge the gap with that talent in X number of years from now where the majority of our workforce or my team will be relatively, it's wrong to say inexperienced, but will not have the same levels of experience as those who just have that anecdotal information of they know that this unit uses this supply. It's not something you directly can teach, it's just something that people learn.'' 17:08 The impact of digital transformation on healthcare Randy said moving to cloud-based systems will be vital for effective supply chain management. ‘'Why is that? I think it's because we think of, historically, ERP systems as transactional systems, systems that you use to order, sometimes to manage inventory, but as we move to the cloud, there is going to be this recognition. Cloud-based systems are built as well to be more of analytical tools that can offer forecasting services, that can truly offer inventory management visibility that get into a lot of those key metrics and KPIs that supply chain leaders such as myself look for. In the current ERP systems, at least the primary ones used in healthcare, like Infor, Oracle, and Workday, the non-cloud based systems I can tell you from firsthand experience, aren't there yet. And I'm not by any means saying anything negative about the products, they serve a key function of getting supply orders to our vendor partners and getting supplies in our doors. But moving towards cloud-based systems, which I think will be the centerpiece of this digital transformation for hospitals, is of the utmost of importance for supply chain leaders.'' 24:17 Utilizing technology to promote a sustainable economy Randy explained how a sustainable approach can also help to create a healthier society. ‘'The last trend I'll say it's really around what we term the circular economy or the sustainable economy. I think when we think of... In the world of disposable supply, it's hard to kind of connect that to being sustainable because disposable, you associate with using once and then throwing away…. but the trend of using technology to accomplish the key tenets of forecasting more accurately to ensuring that what we have on the shelf is exactly what we need….creates a more sustainable environment because we're not over-ordering and we're not producing waste. One of the key things in healthcare we're focused on from a patient safety perspective, of course, is ensuring that an expired supply is not used on a patient for care. Having technology as an enabler helps us to track expiration dates as an example, and by doing so, we'd be better able to make better decisions about what we order, about what our warehouses, whether it's our own, whether it's our distributor, what's being stored in the right quantities, which in the end creates a more sustainable environment for everyone. Of course, we have a lot of great vendor partners who are working on state-of-the-art packaging techniques that utilize recyclable materials. But just to bring in full circle, these trends of utilizing your talent and creating an environment, digital supply chain, one that incorporates elements of artificial intelligence and big data can not only just drive us towards being more sustainable, but in the end, it makes people healthier….. having a healthier world just creates a better place for everyone. … it takes an ecosystem, and it takes a lot of external parties as well to help us get there, but these trends are essential to keeping people healthy.'' 31:50 Supply chain management: improving margins Randy explained the importance of what hospitals buy and why they buy it ‘'….when you look at the expense bucket, you have staffing, which is the primary expense, you have the best talent. Hard bucket to touch. The second-biggest bucket though is the supplies and all the efforts that a supply chain management team is involved in. And what I would say is how... Of course, by no means am I advocating for buying the cheapest stuff to reduce the margins, that's not the investment way to think about it. But I think one thing I will say is thinking of a supply chain team as an investment is the right approach to help build bigger margins. Now I say that from the lens of, coming back to my example of spine surgery, sure, we may buy a spine implant at a greater cost, could it yield a better outcome for our patient that reduces their chance of readmissions, which... And I'm not trying to get into the insurance world, which hospitals then get reimbursed less at a basic level if a patient's readmitted. So there are factors that tie to that strategic thought process that requires so many different parties from the revenue cycle, from finance, from clinical care, to be involved and from the billing and coding, all of that ties into the supply chain. So I think thinking about supply chain from that operational lens as an investment, it's like, "What do we actually buy. And why are we buying it?" And of course, economies of scale come into play. If you can standardize, and you know this, Jim, if you can have your physician and clinical teams on board with utilizing as much stuff from one supplier or one vendor over another, it naturally will just yield the economies of scale and reduced rates. ‘' 35:47: Leadership tip: Going to the Gemba Randy said going to the source and engaging with people is a pillar of success. ‘'So what I would say is a lesson I try to embody and carry every day, it's centered around this theme of going to the source. So when I say that, and I mean, like literally or geographically, if there's an issue on a unit and a hospital, going to the unit, engaging with my team who's there to maybe help resolve supply chain need, engaging with the clinical team, again, as human beings, are there to help care for a human. But also, when in critical emergencies, as humans, we can't help but feel you have a variety of different emotions that go into the care of caring for others. So I would say as leadership lessons is going to the source and engaging with people. I think fundamentally it's working with people, that is the pillar of my success, or I dare to say, my success is being able to work with others. And when there's a moment to praise someone, when an opportunity arises to improve something, going to that source. My source just so happens to be a clinical unit in a hospital. And you know what? Going to the source, it's more often than not gratifying because then you really get to see, hey, my team orders this product, here's how it's used to help make life better for this person who's receiving care. So I think Toyota coined it as going to the Gemba, so I'll leave our listeners with go to the Gemba.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Randy Subramany on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: A focus on the ‘'three-legged bar stool'' of people, processes, and tools: ‘'People is the most important bucket of what the supply chain does here.'' Why decision-making in patient care can be a challenge: ‘'….we need to have the right people per se at the metaphorical table or the virtual table to make those decisions. But getting everyone to one direction is not always easy.'' Supply chain is at a tipping point: ‘'But I think we're approaching this tipping point in supply chain, specifically in the healthcare and even in the hospital sector where innovation and technology as an enabler is going to come to the forefront.'' The impact of AI on payment systems and profit margins: ‘'Many operate at less than 3% (margin). So when you think of being able to pay your partners, your suppliers or vendors quicker, but to get a greater discount, it just directly connects to the bottom line.'' Successful change management incorporates listening to feedback: ‘'….allowing the team to be heard with their feedback, even if their feedback upfront is resistance, finding some layers of compromise. … team members are rational and they will understand why the new process, one that uses technology more, will make things more efficient. And they realized that the process became 30% shorter per se, approximately 30% shorter, minutes-wise, which gave them time back to assist with other responsibilities that were directed to patient care.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

Navigating Your Business Journey with Quarterly Planning | 013

marketing navigating benefits planning drawing reflecting concept reflect preview measure promote sticking analogy business journey quarterly planning what to do next

Play Episode Listen Later Jan 25, 2024 18:20 Transcription Available

In this episode, host Jon discusses the significance of strategic planning for business success. Drawing comparisons between embarking on a business journey and going on a road trip, he stresses the importance of setting a clear destination (dubbed the 'big business goal') for the year ahead. Jon advocates for a quarterly approach, stating that breaking down the year into four manageable chunks allows for better planning, easier course corrections, and the capacity to see real results in a business over a 90-day period. Several measurable metrics and tangible tactics for achieving quarterly goals are suggested. Jon reminds listeners of the value of rewarding achieved goals and introduces the concept of creating 'jeopardy' to add urgency to get the work done. Lastly, he suggests methods for holding oneself accountable for plans, including making your intentions public and utilising accountability buddies.Episode Highlights...00:00 Introduction To Quarterly Planning01:31 The Analogy of Business Journey to a Car Journey02:17 Setting Your Business Goals02:42 The Concept of Quarterly Planning03:54 The Benefits of Quarterly Checkpoints04:08 What to Include in Your Quarterly Plan04:32 Reflecting on the Previous Quarter04:58 Setting a Main Quarterly Goal06:10 Financial Measures in Your Quarterly Plan08:52 Building Your Authority and Visibility10:54 Tying Your Plan with Marketing and Promotion13:03 Sticking to Your Quarterly Plan16:06 What to Do Next Quarter17:20 Outro and Preview of the Next EpisodeKey Takeaways...

Coaching for Healthcare Leadership | E. 97

Play Episode Listen Later Jan 17, 2024 32:33

Healthcare is in a time of radical and rapid change. Alan Weiss explains to Lisa Miller why coaching is a sign of strength and how all healthcare leaders can benefit from it in an ‘'age of great transition.'' Episode Introduction Alan explains why the best time to start something is always now, and how the most successful people in every field of life engage a coach to help them achieve their goals. He also explains why there are only ‘'new realities'', rather than a ‘'new normal'', why innovation has to come from the frontline, and shares his predictions for the healthcare sector in 2024. Show Topics ‘'If you want to start something, do it'' There are only ‘'new realities,'' not a ‘'new normal'' Coaching is a sign of strength Private sector versus healthcare: one key difference Innovation has to come from the front line The top three skills for successful leadership Healthcare predictions for 2024 02:58 ‘'If you want to start something, do it'' Alan said the key to success is resilience and agility, not waiting for all the information you need. ‘'Well, if you want to start something, do it. Because nobody has all the information they need before they begin. I've been consulting for 35 years with Fortune 500 companies, and then, as you said, with consultants and entrepreneurs around the world. And I've never started with all the information I'd like to have. And even the information you start with that seemed perfectly helpful, turns out to be either untrue or it shifts or some new development occurs. So the first thing is if you want to start, just start, and have the confidence in yourself that you can be light on your feet and adjust to the times. The second thing is that even if you think you have a long-term project, you still have to start today. And so I've written 60 some odd books and they're in 15 languages. But I've never said to myself, "Well, I'm going to create a book next year. I have a publishing contract and I have a deadline." If I get a publishing contract and the deadline, I start writing the book now. And so there's no time like now. And there's no time like the present, is the old hackney phrase, but the fact is it's true. And the fact is the key isn't having everything you need to start, the key is resilience and agility as you move forward.'' 05:46 There are only ‘'new realities,'' not a ‘'new normal'' Alan said today's leaders need coaching to make clear discriminations in an age of great transition. ‘'….. There's no return to normal. There's no new normal. What you have are new realities. And the new realities are going to change every day. We're in an age now of great transition. We invent things more rapidly than we can intelligently use them. Nobody really knows about ChatGPT. There are some people lined up out there behind Chicken Little waiting for the sky to fall. We're all going to be eliminated by AI. And of course that's ludicrous. But we do have to understand what's effective for us or what isn't, so what leaders have to do is decide. And this requires discrimination. It requires a clarity of purpose. What is appropriate for their organizations and what is not? For example, I'm on a computer right now with you. And I probably use 20% of this max capability, 20%, but to 100% effectiveness. The other 80%, I don't care. My iPhone here can edit movies, for God's sake. I'm not ever going to edit a movie. But I am going to take pictures. So we have to decide as leaders, what is best for our organization? What's best for us? And that's no easy job. And that's why people need coaching. And they don't need technical coaching. They're not going to delve into the innards of a computer or code. What they need is coaching about their profession and about their own capacities so that they can make these clear discriminations about what is best for them personally and what's not.'' 08:42 Coaching is a sign of strength Alan said people who reject coaching are generally fearful of appearing vulnerable or in need of help. ‘'The best people in the world, the best athletes, the best entertainers, the best business people, the best academicians, you name it, all have had coaches or multiple coaches. Marshall Goldsmith and I wrote a book together called Life Storming, and he very graciously said he is the best executive coach in the world and I'm the best entrepreneurial coach in the world. So I readily agreed to that. That's fine. But the fact is, between us, we've observed a hell of a lot. And the fact is that people who reject coaching are generally fearful. They don't want to be vulnerable. They don't want to be seen as needing help, and so they get worse and worse because they don't get help. They breathe their own exhaust. That's the volition part. But people who do see coaching as making them stronger and stronger, get better and better. And so I think while the medical community has come a long way from the time when doctors were Gods and nurses for example couldn't talk to them, while they've come a long way, I still wouldn't nominate them as being on the leading edge of innovation and accepting coaching and being light on their feet.'' 14:03 Private sector versus healthcare: a key difference Alan explained why the medical sector can learn a lot from the private sector about customer service. ‘'This is the difference between medical and the private sector, last night we flew home from LA. Well, it was one 30 in the afternoon, but we got in here at night in Boston. And we fly JetBlue. JetBlue has superb service. They have these nice little pods in first class. We love it. In the waiting area, about 30 minutes before boarding, a JetBlue employee says, "Look, folks. I'm sorry to say..." And I'm thinking, oh my God, a delay. "I'm sorry to say we've learned that this plane's internet is working properly. It landed and they told us that. So why don't you download anything you need now while you're here, because we have free wifi, so you'll have it on the plane." Now, normally you get in the plane, the wifi doesn't work. You say, oh God. What'd they do to it? But that's how you handle people. You tell them, we know we have a problem. Let us try at least to ameliorate some of the effects of it. Nobody comes out in a doctor's office, any kind of specialist's office and says, "Listen, your wait time is 42 minutes." They don't do that. If you're on the phone, if you're on a damn phone line waiting for talk to somebody at AT&T, they'll at least tell you you're number six in line, or whatever it is. But this is still the godlike thing with doctors. So they've got to overcome that.'' 17:57 Innovation has to come from the frontline Alan said the only way for leaders to understand what's happening in their business is to find out for themselves. ‘'Well, recently the new head of Uber decided he would take a car out and be an Uber driver for a couple of nights. And he was in San Francisco and he got a fare to go over to Oakley. He crossed the Bay Bridge. And the Bay Bridge is a disaster, and it took him an hour and a half to get back. And he realized that his drivers, who were not allowed to pick up in Oakland, just deliver people there, couldn't make much money that way. They wouldn't take fairs to Oakland. So he changed the rates for them. But he had to find that out by doing this himself. I was on a Delta flight once in first class, and the guy across the aisle from me had three flight attendants helping him out. Now, normally there were two flight attendants in all of first class. So I call went over and I said, "This guy's an executive on Delta, right?" So he's the CEO. I said, "Really?" I said, "So what's going on?" He said, "Well, he's wonderful. He flies Delta to see how the service is." I said, "Give me a break. If he wants to see other service is, you're got to be sitting in the back, and you got to be incognito. Do you know his schedule?" They said, "Oh, yeah, they tell us what he's coming on board." So that's worthless. Absolutely worthless. He was treated like a king. He doesn't know anything about Delta service. ….And I think that innovation comes from the front line. You have to have people interfacing people.'' 21:01 The top three skills for successful leadership Alan explained why making hard decisions, a sense of humor, and exceptional communication skills are vital for leaders. ‘'Well, you can read forever about leadership skills and traits and needs. And if you go on LinkedIn, you find all these bizarre charts. I mean, if a leader consulted the chart, the leader wouldn't be able to lead. The leader would be spending all day looking at the chart. So here's what I've found. I have found that you have to be willing to make hard decisions. You need to fire people. You need to say, "We're not doing this." You need to say, "This isn't working, and so despite our investment, we're going to end it." You need to make the hard decisions, because nobody else is. The second thing is you need a very pronounced sense of humor. Because humor relieves stress, and it helps keep things in perspective. And with rare, rare conditions only, nothing that's going on is going to mean the failure or success of the business. And so you need to keep things in perspective and don't panic. You can't become Chicken Little and say the sky has fallen. And the third thing is you need superb communication skills in writing and orally, and therefore, you need a very, very excellent vocabulary. You need to be well-read. Too many people can confine themselves to their fields. The world is too integrated right now. The world is too reliant on a variety of factors. And so you cannot just sink yourself, drill down into your specialty. You have to know what else is going on.'' 25:05 Alan's healthcare predictions for 2024 Alan shared his top three predictions for the sector in the next 12 months. ‘'I'd say that you're going to find more and more reliance on different kinds of people and different kinds of interventions. People going to storefront clinics, people going to nurse practitioners, people talking to their pharmacists, people going on telehealth, and so forth. That's going to spread and spread because it's easier, it's somewhat less expensive, and so forth. So we're going to see a lot more of that. I mean, that's a great opportunity. But the problem with that is you have more and more variety and chance for bad results. I mean, not every pharmacist, for example, has been schooled in how to deal with somebody on a patient kind of a basis. They can give recommendations about things. That's one. I think the second thing is that there is a lot of skepticism about healthcare right now because of Covid and because of the combination of medical disagreement and political disagreement that went into Covid, people are not as faithful. They don't have the same faith in the medical establishment that they used to. They think that some of that was guesswork, and they think that some of it was unnecessary. Some of the advised restrictions were too great, both by physicians and by politicians…,And so I think the medical community has lost some respect that might take a while to regain. And I think finally, we're going to have to see changes in the bureaucracy of the system. In other words, I have seldom talked to any doctor, either one of my doctors or a doctor I was dealing with for other reasons, who has not complained about the reimbursement system. Who has not complained about the paperwork system. Who has not complained about spending more time on filling out forms than meeting with patients. We're smart enough to change that.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Alan Weiss on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: How healthcare is changing radically, and for the better. ‘'And so you have this wide variety of options today, as opposed to quote-unquote the old days when I was young, either a doctor came to your house for about $6 and with his black bag. There were no hers then. It was his black bag.'' Why the medical community needs to accept coaching. ‘'I think that the medical community hasn't accepted coaching as it should. I think that's changing. But I think it needs to change a lot faster because the medical profession is changing a lot faster.'' The place of doctors may be usurped: ‘'Doctors better watch it. Because of what we talked about a few minutes ago, there are others who are going to use their practices, and they're going to find themselves in tough straits.'' Innovation has to be looked at in terms of risk and reward. ‘'There's no decision that we make that's an important decision that doesn't have risks that we have to take care of and manage. But William Penn said once, "No cross, no crown." So if you're willing to take prudent risk, you're likely to get a good return.'' Why healthcare has to deliver the care that patients are paying for: ‘'I'm not a doctor, but I will tell you that I think we have to be careful that the system is providing the kind of healthcare that we deserve and that we're paying for, and not frustrating people who are in the system from providing it.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

Transforming Healthcare Thought Leadership | E. 96

Play Episode Listen Later Jan 10, 2024 41:27

The pandemic changed the face of healthcare as we knew it. Expert marketing strategist Lisa Larter explains why every hospital leader needs to rethink their view of thought leadership to Lisa Miller. Episode Introduction Lisa explains why thought leadership is essential in the era of Doctor Google, why different is better than better, and the importance of an online presence for healthcare leaders. She also highlights the 3 R's of reviews, referrals and reputation, the importance of truth telling, and why every thought leadership strategy should begin with the end in mind. Show Topics Reimagining healthcare thought leadership All of us have the same Doctor – Doctor Google Every healthcare leader needs their own brand Focus on your patients, not your peers Reputation is the driver behind success Effectively responding to patient reviews Managing patient expectations is key to thought leadership Begin with the end in mind 03:25 Reimagining healthcare thought leadership Lisa said thought leadership is a vital part of patient care ‘'So when a hospital commits to thought leadership, not only is it a great tool for people to find when they're searching for information, but it's also a great tool to use as part of their patient care strategy. So if I'm someone who is recently diagnosed with let's say cancer, or diabetes, or a heart condition, it doesn't matter what it is, if a hospital has done a great job at creating thought leadership, they should have an area that they can direct me to that educates me on what to expect, that reassures me, that informs me, that really answers my most common questions and prepares me for the journey that I'm about to go on. Too often, I think people go to a doctor and they get some type of a diagnosis, and then they go home and they try to figure things out on their own. And I think that hospitals that are really, really committed to thought leadership are doing it so that one, people can find the information. But two, they can prescribe the information as part of their patient care strategy.'' 12:03 All of us have the same Doctor – Doctor Google Lisa explained why an online presence is essential to prevent misinformation. ‘'The first line of defense for all of us is Google. And before we've even seen a doctor, we're asking Dr. Google to tell us what's going on. And so if you understand anything about SEO, you understand that when somebody types a query into Google, you need to match the query in order to show up on the first, second, third page of Google. And if you're not creating thought leadership, then there's no way for your expertise, your thought leadership as a doctor to show up there. What might be happening is a mommy blogger who is passionate about a particular ailment because she had it or her mom had it, has been blogging about this thing. And she shows up there, because she's written more about it than an actual expert who is highly skilled and trained on the same topic. And so what happens is we go down these rabbit holes of reading information, and we don't know what is misinformation and what is legitimate information. ….so you can find whatever it is you're looking for, but that doesn't mean what you're reading is scientifically backed and/or was put together by a professional that really knows what they're talking about. And so I think Dr. Google is a scary thing, but it's the default.'' Today's healthcare systems and hospitals, especially in rural communities, are slower than ever to service patients in need. And so when you're sitting at home and you're not feeling well, and you have to wait weeks or months to get in to see a specialist, what do you do? You talk to Dr. Google.'' 15:24 Every healthcare leader needs their own brand Lisa said healthcare leaders need to make it easy for prospective patients to find them. ‘'…. when Covid hit, a bunch of doctors, national, local, rural were thrown into the spotlight, because people were looking for information. They wanted to understand what was happening in the world. And that is not something that we've seen as much of before in our lifetime. And so I think what happened during that time is there was a bit of a shift, where we now look to doctors, clinicians to be their own subject matter experts. And we look at their personal brands as a consumer. And so a doctor may work for a healthcare system or a hospital, the same one for their entire life, or they may change, but what doesn't change is their body of work and their knowledge. And so I look at doctors and clinicians like experts of their own standing. And if they don't put their own platform out there, and show you who they are, and what they're about, and what their areas of expertise are, then it makes it hard for you to choose them…….And so if you want to control the impression that people have of you, you need to make it easy for them to find the information and find the story that you want them to know. And I think too many people are behaving like they used to behave before the internet, and they're assuming that the patients are just going to come.'' 23:58 Focus on your patients not your peers Lisa said building a brand should be focused on patients. ‘'It's hard to get started. And you know why it's scary for so many of them? It's because they're concerned with what their peers are going to think instead of what their patients are going to think. They want it to be all academic, and scientifically backed, and perfect, and that's not what the patient is looking for. And so when you are building this body of work, you're not building it for peer review journals, you're building it for patients. So you want to talk in layman's terms, you want to talk in language that makes it easy for your patients to understand who you are and what you do. That's not to say that you can't write academic pieces that are a bit more scientific and fancier in nature. But I think you have to think about who the audience is that you are creating this thought leadership for. And you're not necessarily creating it for your peers. You're creating it for your patients.'' 29:09 Reputation is the driver behind success Lisa explained why referrals, reviews and reputation are essential to building a brand. ‘'….your reputation is really the driver of whether people want... I mean, why do some doctors have month long, multi-month long wait lists for people to get in to see them, and other doctors you can get in tomorrow? It's because some doctors have such stellar reputations for doing what they do, that people will wait forever to see them. And so how do you build a stellar reputation? First of all, you need to do good work. Second of all, you create a body of work. Third, you want to ensure that when people are referring you, that you have the recommendations that support the work that you do.'' 30:44 Effectively responding to patient reviews Lisa said responding to positive and negative reviews builds trust and credibility. ‘'…. if somebody writes a nice review, get in there and respond, and thank them for the review. And if somebody writes not so nice a review, get in there and acknowledge that you would like to have a conversation with them. If it's positive, get in there and have the dialogue. Thank them, acknowledge it. Go all out. If it's not, try to take them offline. Try to get them to call the office, try to get them to call you. Try to leave a comment that says, "This is not the experience that we want you to have. Could you please call our office so that we can try to fix this for you?" You want to do whatever you can to protect your reputation. We all know there are people out there that are going to write really, really bad reviews. It's going to happen. And sometimes, you're deserving of the review, and a lot of times you're not deserving of the review. And so the best that you can do when you don't have a good review is at least acknowledge it and offer to have a conversation with the person. But if you show up regularly and you respond to reviews, and people see you showing up regularly and responding to reviews, it creates more of a sense of trust and credibility that you really are who people say you are, because you just keep showing up. You show up in the review space, you show up in your thought leadership, you show up online on your website, you show up on social media. It makes you a real person, and that makes you way more attractive.'' 34:36 Managing patient expectations is key to thought leadership Lisa explained why honesty can help to build patient relationships and trust. ‘'Sometimes, a patient's experience is not going to be positive because that's the protocol. There are some treatments, there are some X-rays, there are some things that you have to do when you're sick that are nasty, they're not nice, they're not fun. And if somebody is writing about that because they had a terrible experience, but it didn't matter what they did, that experience wasn't going to be positive, then you have an opportunity to get in front of that and manage expectations upfront, because now you know what some of the trigger points are. And you can actually say to somebody, "This is going to suck. This is going to be uncomfortable. This is going to be painful. You are not going to like us when this is done. Here are some techniques or tactics or things that you can do to make this easier. And I think sometimes, we're afraid to tell the truth. We're afraid to tell somebody this is not going to be a pleasant experience. And then because they didn't know it wasn't going to be a pleasant experience, you end up on the other side of it writing a review, and you're upset about the unpleasant experience, where if somebody had told you upfront, "I hate to tell you, but a colonoscopy isn't fun," if somebody actually let upfront what to expect, then maybe you wouldn't be so upset with the procedure or upset with what you experienced.'' 37:35 Begin with the end in mind Lisa said getting clear on your personal brand provides a starting point for thought leadership. ‘'I think if I could steal from Stephen Covey, begin with the end in mind. Think about who you're trying to be and what you want to be known for from a thought leadership perspective, when you begin with the end in mind and you get clear on how you want your personal brand to be and what you want your thought leadership to look like, you have a starting point. But most healthcare practitioners are not marketing experts, and so I would recommend that you work with somebody like myself who is good at developing a marketing strategy. One of the things that we do with a lot of our clients is we help them to create a strategic marketing roadmap, and we help them to actually get the ideas out of their head and create a plan that is both strategic and tactical so that they know what to do next. It's never going to happen on its own. And I would say that one of the things that is the most challenging about creating your own thought leadership is you are so close to what you know, that you often don't know what it is that other people don't know. And so you're like a fish in water. You don't actually realize some of the simple things that you know that are highly valuable to other people, because you think everyone already knows it. So I would encourage anyone who is listening who wants to really think about thought leadership, to have some type of an advisor to help them on the journey. And then if you're listening and you're an executive in healthcare and you're thinking about, "How do I do this for the hospital?" You really need an overarching strategy. And I would start with one department, one aspect, and build it out as a pilot. And then I would look at how you can build that out throughout the whole organization.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Lisa Larter on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: Leverage the thought leadership of your team: ‘'If you're proud of your doctors and clinicians, and you believe they do good work, then bring that to the forefront. It's a powerful way for you to improve your patient experience, to build confidence, to make your practitioners all feel like their thought leadership matters.'' Physicians need to take their reputation into their own hands, but how can they achieve that? ‘'Some clinicians and physicians are going to be really comfortable public speaking. They're going to get on TV, they're going to show up on Twitter spaces and have debates about this, that, and the other thing. But other doctors, maybe they're going to be better at just recording short videos, or maybe recording podcasts, or maybe writing content.'' Why different is better than better: ‘'…if you're just doing the same old and you're not thinking differently about your thought leadership in the healthcare industry, you are going to fall behind.'' Putting a piece of paper on a pile: Why publishing online is essential to promote your personal brand. ‘'Every time you publish something online, it doesn't matter what it is. Think of it as you're putting a piece of paper on a pile. And every single time you add something to the internet, you're adding another piece of paper to that pile. Your personal brand stands on top of that pile. So the bigger the pile you have, the more visible and easily sought out you become. The person who's got 1,000 pages in the pile, it's a lot easier to find them than the person that's got two.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

Why Hospital Profit Recovery Audits Are So Important | E. 95

Play Episode Listen Later Jan 5, 2024 33:46

As hospitals continue to face rising costs in 2024, David Hewitt, Snr VP of Sales at SpendMend, highlights the importance of recovery audits, and the SpendMend difference, with Managing Director Lisa Miller. Episode Introduction David explains why SpendMend carries out audits every 90 days, and how the company's deep expertise delivers results within three weeks. He also outlines the importance of recognizing patterns and trends in data, how a snow accumulator saved tens of thousands of dollars for one hospital, and why every CFO should care about recovery audits. Show Topics Why recovery audits are vital for hospitals Insight and visibility: the SpendMend advantage SpendMend: Deep expertise and results within three weeks A recovery audit case study: snow accumulators Why every hospital CFO should care about recovery audits Understanding the patterns in your data 02:17 Why recovery audits are vital for hospitals David said SpendMend offers insight and visibility, carrying out audits every 90 days, versus every other year. ‘'Time is our biggest thief, right. And it doesn't matter what industry you're in, what sector you're in, you're always going to have financial leakage. And the best way I can describe it is, you take a cookie, and you break that cookie in half, you have two very large profits, but if you take that cookie year over year and break it over the same broken process and clean those up at the end of the year, those crumbs, that's a significant amount of money. …We audit process, not people. Okay, we're talking one 1/10th of 1%, so 99.99% of the time, the process is done. But anytime you have human interaction and technology or a handshake in your procure-to-pay process, there's always a likelihood for financial leakage, right. And in healthcare…it's very unique. It's niche. SpendMend offers insight and visibility. In healthcare, they've done kind of recovery audits every other year or every third year, where at SpendMend, we do it every 90 days. We kind of stay on a continuous basis. I used to play sports, and when I was a freshman I wasn't very good with my left hand. So I used to watch film or I used to work on getting my left hand strong. Well, I can assure you, as I progressed my senior year, I didn't have to watch that same film. There are other things I needed to work on or other things that I saw, and that's the real value of doing a recovery audit, of having that third party or that best practice and that safety net's more real time so then we can kind of fix it concurrently than retrospectively.'' 07:23 Insight and visibility: the SpendMend advantage David said it's not what you find in a recovery audit, it's why. ‘'The biggest advantage that I like to call at SpendMend is our insight and visibility. And what I mean by that, anyone can tell you what they found and how they found it's the why they found it should matter most. Educating upstream or downstream because 9 times out of 10, everything falls on APs lap, but they're not the single source of truth. You have to go back to what was harboring that control gap to actually implement process improvement. And we provide you with that education. We're not just giving you the dollars and cents, we understand cash is king and we're really good at that, but it's more so understanding what was harboring that control gap. To give you that go forward business intelligence, 'cause you have to understand what happened in the past to give you that education going forward, and that's the real difference at SpendMend. We're going to provide you value, not just substance, and we actually back that up. So when we come into engagement, there is no bait and switch. Our team is there from start to finish, starting with our audit manager and audit supervisor, but more importantly, we provide a vice president of strategic accounts. And why that's important to you is their job to be your eyes and ears outside your four walls 'cause I can assure you the same pain points that you're having other institutions are having. Right now, everyone's going to the cloud, whether it's Lawson or Workday. We understand the nuances in the patterns and trends and the blind spots and that conversion. So having that voice or single source of truth internally to help you navigate that, that's the real value of SpendMend. The dollars are nice, but there's so much more that comes out of it and it's the insight and visibility and understanding how we put data together, because we are matching payments to contracts and that's the value.'' 12:08 SpendMend: Deep expertise and results within three weeks David said SpendMend's expertise means audit plans are built from the outset, with rapid results. ‘'There are only so many suppliers in the healthcare, right. So when we show up, we're going to have a relationship with probably 98% of your supplier base. We understand what suppliers suppress credits, apply credits, offer credits, write off credits, we understand their invoice cadence, their sequences. One of the things that's unique about Lawson is, if an invoice number can only be 14 characters and a lot of people read left to right, so if they're going to truncate, truncate from right to left, not left to because the computer's reading right to left other than we read left to right. So there's this unique nuances difference of these ERPs, but we understand what those tendencies are, what those blind spots are, and that's why when we show up, a lot of our competitors need clients' data to build your audit plan. Our audit plan's already built when we show up, we're backing it into it. We're just using your data to validate our assumptions because I can assure you, we understand where to look and where to find some of those blind spots. And it's because our ability to provide more than just the dollars and cents, we're not looking at your data mechanically, we're looking at it strategically, putting all the pieces together, connecting the right dots between different departments to give you a different view. Once we've received the data in less than three weeks, we're going to start to see results. We can churn data very, very quickly, but again, we don't need your data to get started. We need your data to validate where we already have your audit plan already set. So that's what makes us different is why we can kind of onboard very quickly and we don't need any on the job training.'' 17:16 A recovery audit case study: snow accumulators David explained how digging into details resulted in significant savings for a New York based client. ‘'When you get into, what sets us apart too is since we take data down to its rawest format, as I said before, many times you see new opportunities. So this one was a client in New York. They had a unique request. They asked us to look at their maintenance agreement and they wanted to really dig into their snow removal and their salt. So as we were going through, again, we have all of the data right, so we had to get the contracts. Some of it was PO, some of it was non-PO, so we had to normalize it and get on it. And there was a clause in there that they would pay a snow accumulator based off of the amount of snow within their county, right. So we saw that, we went through it and we started to do it, it was like, we understand last year, because I lived in kind of the area, so I kind of had a leg up on knowing that it didn't snow that much, but over the past three years, what they were doing to calculate their accumulator, they were taking the entire state of New York, not just the county, and using that as a multiplier, okay. And they couldn't believe the significance. And it wasn't just about the trucks plowing the snow, it was also the salt, okay? Which the salt was very, very expensive. It was a huge savings because there was just a small clause and it wasn't for the entire state, it was just for that county right. And while we were doing that, they had all these facilities and they started to acquire other physical locations outside of the state of New York. They had a facility in Charleston, South Carolina that they were charging snow removal and it hadn't snowed there in three years.'' 23:59 Why every hospital CFO should care about recovery audits David explained why working with SpendMend isn't only about the recovery audit. ‘'So again, going back to the misperception of recovery audit, there are so many more departments that actually touches this is the ecosystem that runs the hospital, your entire procure to pay process, right. There's so many other things that can come out it. Again, when you start talking about utilization of variation, that's when the CFO quirks up. But that is a byproduct of recovery audit. That's what I always tell you, at the end of the day, we're all looking at the same subset of data, we're just looking at it through a different lens. I'm looking at it retrospectively. You're looking at it prospectively. There's real value of getting both sides of the coin of looking at that contract, and that's why the CFO should care, because the best way I can put it's right now we're coming into January. What does that mean? Everyone's wanting to go to the gym, everyone's going to want to lose weight, everyone want to get in shape. So you do your research and you go to a fitness coach, okay. "Fitness coach, I want to get in shape." Okay. He's going to give you an entire program how to get in shape. He's not just going to give you an arm workout. The analogy is we're not just here to give you a recovery audit. We're here to give you the entire, because the data's coming for pharmacy, it's coming for purchase services, it's coming for recovery audit, it's coming for our medical device. It all comes together. It's all the same data, but we've just viewed it very siloed. Now that spend has branched out and acquired these companies, we can give you the entire program. ..That's why CFOs should care because this isn't procuring one-time credits. This is putting a plan in place and ensuring your entire house is cleaned up and we have the data to do it. That's why I'm so excited about our trajectory at SpendMend, because we're not recovery audit anymore. We are that fitness coach to give you that program for financial fitness.'' 27:02 Understanding the patterns in your data David explained how the patterns and trends in data, empower SpendMend's strategic approach. ‘'This is actually something I'm very passionate about because at the end of the day, knowledge is key, but knowledge without insight isn't much of an advantage. And what I mean by that is when we show up, we're not going to show up with hypotheticals, right. We're going to show up with your data, and that's why there's so much value of putting both sides of the coin together. We're going to use the pattern and trends in your data to make those recommendations going forward. It's not just benchmarking, right. There's so much more strategic that comes out of that, but you have to get down to that line out of detail, and there's value in that. But putting those together, that's the real value of doing the entire program, of not just looking at it, of showing up, "Hey, this is hypothetical based off of a hospital in your area, you should be paying this," or... It's none of that. There's so much more to that. So now we can use real life examples to arm you with that education. And the best way I can put it, we're not just going to empower you with this information, we're actually going to guide you along the way. ….It's connecting not only the dots, it's the right dots between departments because you have different behaviors, different initiatives, different goals going into 2024, but how we can put that to bring it back to the CFO, that's the real power to impact multiple different departments other than just AP.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with David Hewitt on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: Ripping off the bandaid: Carrying out recovery audits every 90 days: ‘'…if you're paying a recovery audit firm to find the same stuff over and over, what's the real value? Again, we're just providing substance, not value…..Once we rip off the bandaid, give you that clean bill of health every 90 days, we should see your financial leakages curve go down.'' The importance of analytics at SpendMend: ‘'Since we take data down to its rawest format for our clients, we can look at it through a different lens and many times you see new opportunities. That's what brings us into the purchased services. We're all looking at the same subset of data, we're just looking at it through a different lens. But that's the real value of SpendMend, having that person that can take that data and drive incremental revenue or different revenue streams by not having to go back to the well on multiple different times.'' Getting to the details, the SpendMend difference: ‘'In the beginning, cash is king. We understand that the hospitals need it, so do suppliers. So they've gotten very creative of how they're suppressing these credits or offering these rebates or putting these fuel charges or all of these miscellaneous charges onto an invoice. Until you actually go through that line of detail.'' Providing value over substance for CFOs: ‘'There are lots of unique things that we do at SpendMend, because again, we need to continually provide value other than just substance. It's not about the overpayments and the duplicate payments, it's about the things that they don't have visibility into. It's matching, is the price negotiated the price that you paid?'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

Reflecting on Your Business: Preparing for the New Year | 009

Play Episode Listen Later Dec 28, 2023 16:13 Transcription Available

In this episode of Architecture Business Club, Jon encourages listeners to reflect on their past year in business and consider their business plans for the upcoming year. Highlighting the importance of setting an objective and assessing which actions led to successful results and which actions were detrimental. Jon discusses his personal achievements and challenges, highlighting his own goals for the year ahead.Episode Highlights...00:00 Introduction and Welcome01:25 Reflecting on the Past Year01:56 Identifying Achievements and Challenges02:37 Overcoming Perfectionism03:40 Setting Goals for the New Year04:27 Choosing a Theme or Word for the Year05:56 Planning for Business Growth07:51 Understanding the Difference Between Goals and Tasks10:53 Creating an Annual Plan for Your Business14:12 Planning in Quarters14:55 Conclusion and Preview of Next EpisodeKey Takeaways...

Christmas Tales Of Architecture Past, Present and Future | 008

christmas giving conclusion architecture past present christmas gifts christmas parties christmases christmas celebration christmas tales christmas plans what to do next

Play Episode Listen Later Dec 21, 2023 17:03 Transcription Available

In this festive edition of Architecture Business Club, host Jon takes listeners on a journey revisiting the Christmases of his past, present, and future as a practitioner in the field of architecture. He shares amusing anecdotes of the wild office Christmas parties from the late '90s and early 2000s, contrasts them against his current quieter festivities as a sole practitioner, and outlines his hopeful aspirations for the future. The podcast aims to build a community of solo and small firm architecture practitioners, offering them support, cheerleading, and opportunities to share their experiences. Jon also teases what listeners can expect from the podcast in 2024.Episode Highlights...00:00 Introduction and Podcast Overview01:34 Christmas Parties in the Past03:17 Christmas Gifts and Secret Santa04:13 Christmas Party Gossips06:45 Christmas Party Memories11:30 Christmas Celebrations in 202314:12 Christmas Plans for the Future16:10 Conclusion and FarewellKey Takeaways...

Starting Your Architecture Side Hustle (How & Why I Did It) | 004

starting tips reflections connecting seeking launching architecture establishing side hustles closing remarks contingencies overcoming perfectionism what to do next

Play Episode Listen Later Nov 23, 2023 14:54 Transcription Available

In this episode of Architecture Business Club, host Jon discusses starting his own architectural design side hustle in 2010. He takes us through his motivation for starting a side business, shares details about the challenges he faced including dealing with job insecurity due to redundancy and his drive to create a location-independent business. Jon provides insights on how he got off the ground with consultations, grant funding opportunities, and forming a business plan. He also highlights the importance of having a proper presence for the business and a great online presence. In the latter part of the episode, he provides advice for those thinking of pursuing a similar path about avoiding perfectionism, understanding their motivations, and advice on possible conflicts of interest with current employers. The episode concludes with Jon sharing his lessons learned and answering key considerations for anyone thinking about starting an architecture side hustle.Episode Highlights...00:00 Introduction and Background01:08 Understanding Side Hustles01:32 Why Start a Side Hustle?03:20 Starting the Side Hustle Journey07:35 Overcoming Perfectionism and Launching the Business10:31 Reflections and Lessons Learned12:37 Tips for Starting a Side Hustle13:50 Closing Remarks and Future EpisodesKey Takeaways...

End of Life Care | E. 92

Play Episode Listen Later Nov 8, 2023 20:10

End of life care is a topic rarely discussed in healthcare. In a sensitive and candid conversation, critical care nurse Seung Eli Oh, RN, MSN, CCRN, explores what it means to die well, with Jim Cagliostro. Episode Introduction Seung explores the need for more medical training on end of life care, and why quality of life should be considered in patient treatment decisions. He also encourages all families and patients to have timely conversations about their wishes, discusses the importance of dignity in death, and welcomes the return of spiritual care for terminally ill patients. Show Topics The current state of end of life care in America A gap in understanding between doctors and patients Enabling meaningful conversations around quality of life Dignity in death and dying well Spiritual care and the end of life journey Serving as a model of leadership 4:04 The current state of end of life care in America Seung said doctors require more training on end of life care conversations. ‘'….there are some interesting books out there that really talk about how health care in the modern age has become more and more secular. So it's gone away from kind of the clergymen who used to have this conversation of end of life. Sure. You know, your primary doctor was probably the only doctor in your village who came and came to your home. So these conversations we're having in your house. But now it's all happening in the hospital. And it's happening away from faith communities. So it's much more secular now. And it's all done by doctors, which there really isn't that much training, to be honest. Most doctors that I talk to tell me pretty honestly that there really is no training in med school, if at all. You might get 1 class, you know, at most about palliative care, goals of care conversation. And I see that pretty realistically on the floor when we do have the situation when patients are dying and there are goals of care conversations about changing code status. A lot of these residents have no idea how to handle these conversations, and they kind of freeze up, and they're not giving the patients really enough data. I've seen, like, the shifts towards palliative care. I think that's really good. I think there's more of that happening. But I don't think it's happening fast enough, and those conversations are still way behind. And I think the doctors are still very undertrained in terms of having goals of care conversation because it really is an art more than the science.'' 06:38 A gap in understanding between doctors and patients Seung said doctors must have honest conversations with families around patient survival. ‘'But I think we also have a cultural issue here in America….. American medicine is reluctant to be paternalistic. They really don't want to tell patients and their family how things should be done. They try to just give them data, and then the family gets to decide. But sometimes that doesn't always work. We live in the age of Google, and every patient and their families think they can Google everything and find out the information. But I find that even with patients who are highly educated, that when it comes to medical decisions, it's very difficult. And when it comes to their family, it's even more difficult. There are many more emotions that come into play. And I think a typical example might be a family member who's an engineer. If the doctor were to tell them you have 10% chance of survival, he sees the 10% much differently than the medical personnel who sees 10% as well. That's basically an impossibility. But as someone who works with computers, he might actually think 10% is not so bad, so we should keep trying.'' 08:00 Enabling meaningful conversations around quality of life Seung explained the difficulty of discussing quality of life with families and patients. ‘'… I think a lot of conversations are happening in less than probably 5 minutes, and there's not enough time. And sometimes there's a really good family meeting, and we do have good conversations, and there is a full discussion. But a lot of times in emergency, sometimes it's a 5 minute conversation, and patients just want everything done. The family just wants everything done because they feel guilty. They want everything for their family. Without a full understanding of what does this mean for quality of life? What does it mean how this patient will die? And I think I've had one really good conversation where I try to tell the patient, you know, if you were to be intubated and go to ICU, this might mean that you never wake up. This might be a final time with your family. Versus if you were to go comfort care, you might have the last few hours with your family. You might be able to converse with them and tell them what's on your mind. I think those things are really meaningful in life that are not always talked about during, goals and care conversations.'' 11:10 Dignity in death and dying well Seung explained the difficulties in having timely conversations around death. ‘'…Ideally, a patient would be surrounded by their loved ones, their family members, their grandchildren, just all around the bed and just holding their hands, Sometimes singing together, I've seen that. And I think that's such a meaningful way to spend your last breath and having your loved ones hold your hand. Now in the code blue situation when you're really sick, that's not always going happen. We try to get family in the room, but it's often a traumatic experience. I think that's not always the way we want to go. We really have to be realistic and say, if our chance of survival isn't that high, how is it that I want to go? Do I envision me going in the ICU bed with a nurse putting lines at me…..how much unnecessary suffering are we causing? You know, we promise to do no harm in medicine in nursing as well. ….There's a lot of futility, when these patients are so sick.'' 13:57 Spiritual care in the end of life journey Seung said he has seen a rise in the need for spiritual support in terminally ill patients. ‘'I think spiritual care is a huge part of that. I think medicine and science has moved away from the spiritual aspect of things. And now we're starting to see a little bit of that come back. Even though it's not as religious now, there's still a movement towards people who want a spiritual atmosphere,…. when we took the spiritual out of the goals of care conversation, end of life conversations, I think that's made it very sterile or very secular. And now that some of the spiritual things are coming back into conversation, that makes it easier for families to talk about. …. How would they want to be remembered? How would they want to spend the last hour together with their family members? Those are really good things to think about and talk about it. ….that's really important and helpful.'' 18:18 Serving as a model of leadership Seung said a focus on serving others helps to enhance patient care. ‘'… the best leaders I've seen in health care are the ones who really model servant leadership. I've had many managers who their description of their job was to really serve the team, serve other nurses, so that they can better provide care for their patients. I thought it was really empowering to say, you know, I'm going to serve the team rather than just be the boss. I think that's something I always think about as just being a leader and even outside of my job. How can I serve and do what is best for the other people? …that's such a great example of leadership.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Seung Eli Oh on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: Seung's career history and experience as a rapid response nurse: ‘'… most of my nursing career has been critical care, rapid response. … you see a pattern of just the way we handle goals of care conversations and end of life care.'' Healthcare providers must be capable of approaching end of life conversations more appropriately. ‘'… it's almost like we've compartmentalized that to say, oh, well, that's .. an end of life issue. We're going to pass you on to the palliative care team…but death is something that every family has to deal with at some point.'' The need to be honest with patients and families: ‘'I think often doctors are too reluctant to tell (families) like it is and really paint an honest picture of what the chances are. …I do a lot of CPR with my job, but CPR is only effective 10% of the time.'' Helping families prepare for end of life conversations at an early stage. ‘'…. that's a difficult conversation, but it's something I really encourage family members to have.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

america american google spiritual healthcare serving economics rn dignity icu enabling cpr msn vie versus benchmark end of life care lisa miller ccrn seung what to do next

Rebate Management in Healthcare | E. 90

Play Episode Listen Later Oct 18, 2023 22:41

Hospitals are under continued pressure to reduce costs and deliver better care. CoFounders of Rebate Insight, Tony Garcia and Jonas Langvad, explain the benefits of rebate management to Jim Cagliostro. Episode Introduction Tony & Jonas explain why 100% of rebates go straight to the bottom line, share the 3 Ms of rebate management, and highlight how Rebate Insight's SaaS solution is increasing hospital rebates by 26% or more. They also explain how ‘'dark data'' blurs visibility into rebate management and celebrate being part of SpendMend. Show Topics Rebate management should be a priority in healthcare Manual processes make it difficult to track rebates The 3 M's of rebate management Dark data and the pain points of rebate management Benefits of Software-as-a-Service (SAAS) The value of SpendMend 02:29 Rebate management should be a priority in healthcare Tony said in times of financial pressure, rebates go straight to the bottom line to boost margins. ‘'I think I'll start a little bit at the high level, to get to the 10,000-foot level for hospitals. The financial performance of a hospital is always important, and I think we've had a few interesting years in the past here, coming out of, first of all, covid introduced a lot of additional costs for hospitals, labor shortages, and product shortages for sure that spiked prices. Then after that, we've seen a great deal of inflation and products increasing dramatically in price, so that's really impacted hospitals in a big way. I think right now, just the financial situation, everyone's looking to see what can be done to reduce cost, stay competitive. When it comes to rebates, rebate management, it's historically been one of those areas that maybe hasn't been looked at that closely because it is a little bit of a complex area to manage. I think what ends up happening is when you think about, if hospitals are looking for areas to save money in, to reduce costs, they can have different initiatives. On the revenue side, if you end up increasing revenue by let's say a few million, only about 2% to 4% of that ends up going to the bottom line, because that's usually the margin of a hospital. It's very low-margin on the revenue side. However, if you're able to increase rebates on the cost side, 100% of that is going to go to the bottom line. You have a huge upside potential if you're able to manage rebates well and increase those rebates.'' 05:53 Manual processes make it difficult to track rebates Jonas explained the benefits of automation in rebate management. ‘'I come with 25 years of healthcare experience. I've been a director at a health system in Southern California, and this is how this was all created. It was so difficult to track rebates, and the benefit of tracking them and knowing what is owed and what the vendor should be paying you and if you're going to meet your market share was so important and critical, but it was just too hard because the process has always been manual. Historically to this day, we've had many discussions with very large IDNs, some of the largest IDNs in the nation, and also on the lower end with smaller hospitals, and they all have the same issue. They're all using a manual process. They all have teams of staff that do different things, so it's always been difficult to track rebates. I think now, historically, we created this software that automates that process, where you're not having to go to a spreadsheet every other day, where it's giving you notifications in real time. You're always aware of what's going on in your contracts, where your market share, where your spend is, and just giving you a lot of insight into rebates and making sure that the vendors are paying you out, paying you on time, and also that you're meeting their commitment through the agreement as well. It really helps the materials team handle all that.'' 08:02 The 3 M's of rebate management Tony explained the importance of monitoring, managing, and maximizing and how Rebate Insight helps hospitals to achieve all three. ‘'Looking at this product and taking all the different information that you receive, we found that by monitoring, managing, and maximizing ... those are our three M's. Those really, if you were to see the demo or if you were to see the dashboard, it really kicks in, and you're able to ... under the whole monitoring is monitoring what your health system's doing. How are you handling every contract that goes into Rebate Insight, giving you at a high level all the information you need, and then going into the managing piece where it's more detailed specific to each agreement. Then going into the maximizing, where you're able to go in and if it is fifteen days, five days before your quarter ends or your annual commitment ends and you have to make a decision, you're able to do this all through the software, in real time, in a point-click SaaS product. You're able to effectively go into this product and make decisions or see where you currently stand, all in real time.'' 11:11 Dark data and the pain points of rebate management Tony said hospitals share many common pain points. ‘'Some of the common pain points are we don't know what is owed to us. We don't have any expertise and rebate insight. We work kind of siloed. We don't know what AP is receiving. Checks are going everywhere. We're receiving credit memos that people are not aware of. There's just a lot of that what I say is like dark data out there, and no visibility for the health system as a whole. One thing we found while we were creating this is how many people are involved and how many people should be in the process of rebate tracking that are not, just because you have someone like the director negotiating agreements, putting rebates in place, but you have, on the other side, AP that is receiving the checks, or maybe the vendors are bringing the checks to the director. Just a lot of mismanagement of also where checks are. A lot of times checks are lost, so there's nothing really that connects everybody. That's what's so great about Rebate Insight. It's all built in that platform where AP has a module, where directors can have access to that dashboard, and then the materials team has access as well.'' 13:56 4 Benefits of Software-as-a-Service (SAAS) Jonas said Rebate Insight can help to support renegotiating contract terms with suppliers. ‘'Really, I think when we think about value is we think about it almost in different buckets, right? We think about I should say it goes under financial leakage, is you make sure you receive what you're owed. That's a big piece. Second is if you can speed up the actual payment, receive it earlier, then you can gain some value from having that cash on hand. Then third, what we think about is if you can maximize your existing agreements, you have opportunities at a given time throughout the year where you might be able to go to a higher tier because you're so close. You spend a little bit more money to get a bigger benefit. Then finally, when you have a tool like this ... and I think Tony can speak to this as well ... is you get that visibility into all your agreements. That enables you to just have discussion with suppliers and vendors and say, "Why don't we renegotiate our terms? Give me a little bit higher rebate," which when you can track it, that's a huge benefit for the health system and you're going to see that financial return.'' 19:22 The value of SpendMend Tony and Jonas agreed that being with SpendMend feels more like a partnership. ‘'At first, there's always a little hesitation of selling your creation, right, but the value that SpendMend brings to the table with their 30 years experience in the health system, it has just been so great for at least speaking for myself, and I know Jonas will talk a little bit of this as well. I mean, when you really partner with ... and that's what it really feels like. It doesn't feel like, "Hey, you got bought out and that's it." No, it really feels like we partnered with SpendMend, and it just really opens up a lot of doors for us. Again, with that experience, being able to go to certain leaders in the organization and able to have a sales team, a marketing team, is huge. Those all have been great benefits, and super excited and really almost privileged to have that opportunity.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Tony Garcia on LinkedIn Connect with Jonas Langvad on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: Understanding rebates: ‘'For those not familiar with rebates, right, it's basically a supplier that offers you an incentive on a contract. If you buy X number of products, they'll give you let's say 5% back on a rebate. Usually there's some criteria tied to it, but that's sort of the starting point there.'' The benefits of Rebate Insight's SaaS tool: ‘'… we're seeing how systems that are using Rebate Insight increase their rebates by 26% or more by using the tool.'' How Rebate Insight transforms rebate management: ‘'It's subscription-based, cloud-based, which makes it very easy to sign up for, implement. There are no expensive servers …it pulls together all the data from different sources… It really gives you that real-time view of this is where you stand today. You can monitor all your rebates, all your contracts this way, all your compliance.‘' Rebate Insight tracks trends and tiers for hospitals: ‘'Rebate Insight tracks your trends. You could go back and look at the quarter and say, "Wow, my trend for last quarter was tier two, but we're still signed on tier one. Oh, this quarter is tier two as well. The vendors don't tell you that. The vendors rarely come back and say, "Hey, you've been achieving tier two, go ahead and click on it because now your price is dropping 20%." What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

Reimagining our Approach to the Mental Health Crisis | E. 85

Play Episode Listen Later Sep 13, 2023 41:00

WARNING: This episode contains discussions on sensitive mental health topics that include depression, anxiety, and suicide among youth. Children aged 2-5 have the same rate of impairing mental health disorders as older children and adults. Dr Helen Eggar explains the work of Little Otter in addressing this growing crisis with Jim Cagliostro. Episode Introduction Helen explains Little Otter's approach to mental healthcare for children, why mental health treatment hasn't improved in ten years, and why it's hard being a parent in America. She also describes how tantrums can be a ‘'mental health fever'', emphasizes the need for a family focus in mental healthcare, and explains how telehealth provides access to care when 71% of counties don't have a child psychiatrist. Show Topics Mental health has deteriorated since the pandemic 50% of mental health disorders start before the age of 14 Acknowledge the distressing impact of the mental health crisis A family focus improves mental health outcomes Tantrums aren't just behavioral issues The vital role of telemedicine in childhood mental health High quality work always wins out 10:25 Mental health has deteriorated since the pandemic Helen explained how a mental health crisis impacts the whole family. ‘'What I say about the child mental health crisis is that we were in a child mental health crisis before the pandemic, but it was made much worse by the pandemic and the stress of the pandemic. We've seen significant elevation in particularly anxiety, but also depression in kids. But this report, this white paper that I referenced that we produced was based on over 11,000 families coming to seek care at Little Otter. And when families come, they complete what we call the child and family mental health checkup, which I created. And the idea is we do checkups for height and weight and other variables, but we don't have a way to check up on our child's mental health or our family's mental health, so when families come in, they complete this survey and they immediately get a report back. And the assessment looks at child mental health with separate developmentally appropriate sections for infants, toddlers, preschoolers, school age, and middle schoolers. Then we assess parent mental health, then we assess what we call family mental health, which is stress and the relationship between the parent and partner and the co-parenting relationship. That's what we see all together. We think at Little Otter that we don't just have a child mental health crisis, we have a parent mental health crisis. In our data, over half of the parents met clinical criteria for anxiety disorder and 1/3rd met criteria for depression. 13:27 50% of mental health disorders start before the age of 14 Helen said children are affected by their environment and we cannot silo family members in treatment. ‘'Because children are impacted by their environment, by their relationships. Another example, of course, is with younger children whose parents are depressed. We know so much about postpartum depression and the impact it has on the mom. And it has a huge impact on the child's mental health. And it really impacts the quality of the parent-child relationship. Those are just two examples where we think to address this crisis where we have to innovate is not to silo the members of the family, carve them off and send them to different people, but there has to be an approach that's thinking at the family level. And I truly think that is our first big innovation at Little Otter. And the second one is to say young children are suffering at the same rates as teens. Teens, it's super important, absolutely critically important to meet the mental health needs of children. But again, if we're going to make a dent in this crisis, we have to start as early as possible. 50% of adult mental health disorders start before the age of 14, but we put most of our effort and our dollars into older children and into adults, and we're not focusing on where we can make a difference with early intervention and prevention. I'm so passionate about that, both where the industry should be focusing, but also educating parents so that they know the signs so they can advocate for what their children need and what they need.'' 15:30 Acknowledging the distressing impact of the mental health crisis Helen said a cohesive, connected and relationship-based approach is essential in mental health care. ‘'I think one thing is that older children show up in emergency rooms with suicidal ideation at higher rates. And those are very expensive interventions, so I think that's one thing. Although the average age in our families, our kids we take care of for suicidal ideation is 10 years old. And we need to know that the second leading cause of death for children 10 to 14 is suicide. Again, it's not something that only happens to teenagers. I also think that it's somewhat more straightforward to provide mental health care to teenagers. And so at Little Otter, it's not just that we see young children, we hire therapists who are experts in early childhood mental health. It's its own area of specialization. And I think that many of the principles of our family mental health approach are embedded in the infant early childhood mental health field because you're never thinking about a three-year-old separate from the parents, you're with the child and with the parents. And so I personally think that approach should be applied across the lifespan. If you have a spouse who's depressed, it's impacting you in a huge way. And if you could be a part of that treatment to help understand and support your partner, I think treatments would be more effective. We're really trying to bring that more cohesive and connected and relationship-based approach to all of mental health.'' 20:24 A family focus improves mental health outcomes Helen said improving the mental health of children has a major impact of parental mental health too. ‘'It does. And I can tell you a very cool thing, which is in our outcome data, taking a cohort of over 200 kids who did treatment, 71% after 12 weeks went from the clinical to the nonclinical range. They had great impact. But we saw these were parents who we were not providing direct care for, we were just working with them in our Little Otter approach, that of the parents who had clinically significant anxiety at the start of their kids' treatment, 67% were no longer in the clinical range. And for parents who had clinically significant depression at the start of treatment, 71% were no longer in the clinical range. Even just providing mental health care for children with this family focus, with this engagement with the parents with the acknowledgement of the impact on the whole family, we had a major impact on parent mental health, so we got us two for the price of one. And because we very rigorously have a measurement-based approach and track outcomes using the checkup but also other measures, we're able to demonstrate that our care, even when it's just focusing on the child, impacts and improves the mental health of parents and the mental health of the whole family.'' 25:46 Tantrums aren't just behavioral issues Helen explained that daily aggressive tantrums can indicate signs of a deeper problem. ‘'But I'll give you a good example from my work that I think brings it home, because it can seem abstract. Think about temper tantrums. Kids two to five have temper tantrums. In fact, 75% of two and three year olds will have had at least one tantrum last week. And it goes down a bit at four and five. And the thing about that is that is developmentally appropriate because young children are learning the capacity to manage their emotions, their big feelings, to manage behaviors when they have big feelings. And they're not that good at it, and sometimes they just melt down. However, in my research I found that children who have tantrums nearly every day and who hit, bite, kick, or break something during a tantrum, those children are eight times more likely than children who don't do that to having an impairing mental health disorder. But here's the critical thing. People think about tantrums as a behavior problem. It's as much connected to emotions. Children who have these aggressive frequent tantrums are at much higher rates of having an anxiety disorder, of having depression as well as ADHD or a behavior problem. That's why I call daily aggressive tantrums a mental health fever. It's a generalized sign that something might not be right. It doesn't tell you what it is. You have to go and have an evaluation and look more deeply. But to me, that's a useful knowledge that we can share with parents, right?...To say, "Here it is. It's developmentally typical. But actually, this is not developmentally typical, and let's look a little bit more deeply at it." 32:31 The vital role of telemedicine in childhood mental health Helen said telehealth is on the only way to provide wider access to mental healthcare for children. ‘'I think it's a big question, can you do telemedicine in early childhood mental health? And the answer is yes. Again, science has shown that we can do that, and we're obviously doing it at Little Otter. And that is so important. We are experts in delivering telehealth to young children. You don't just plop a kid in front of a computer and expect them to talk like we're talking. You put the computer on the floor, we use the whiteboards, we have toys. We're very skilled at making it an engaging experience. But I think it's critical to understand that it is the only way we are going to address the access problem. United States, 71% of the counties in the United States do not have one child psychiatrist. There are states in the upper Midwest who have zero child psychiatrists. Yes, we have to encourage more people to go in the field, et cetera. But that is not going to be the solution. We have to be able to bring our skills to families where they are, meaning in their home. And this is critically important when you think about the need for specialization. Perhaps you're in an area that has some child mental health services but don't have specialized early childhood services. But at Little Otter, because we're 100% virtual, we can bring that expertise in. It could be early childhood mental health, but it also could be expertise in evidence-based treatment for obsessive compulsive disorder. It's not just the early childhood. The mental health care that works is evidence-based care, not just random care. And parents, I think, need to seek that high quality care.'' 38:12 High quality work always wins out Helen said having a vision and being clear on your values and principles helps to succeed in the long-term. ‘'…my experience has been, in the end, doing high quality work wins out. I'd say that was true in terms of the beginning of my scientific career when people doubted things. But if you do good science and you have the data to show it, you will be able to convince people. And so I think having just a very clear focus on what your values are and what are the key principles that you are focusing on I think really helps build for the longterm. And I think that's the other thing. I think when we create new things, it takes a long time. And so I think it's very important not just as a leader, but for inspiring the people who work with us to have five-year plans, to think through, okay, I want to be here. And how am I going to get there? And then to support people as they go through that. I think being able to have a vision for something that doesn't exist and then be able to translate that and share that with others is one of the most amazing experiences that I've had the privilege of seeing that when you do that collaboratively... All of science, all of clinical work, this is collaborative work; doesn't just come down to one person. But if you can create those collaborative teams with vision, you can make a huge difference. And I had that in my academic career, and now I'm having the privilege of having that experience in the digital health realm.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Dr Helen Egger on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: A passion for mental health in children from birth to 6 years: Helen explains the motivation to launch Little Otter: ‘'…the earlier that we intervene, the better the outcome is for the kids.'' No change in a decade - the urgent need to address the mental health crisis: ‘'We have a white paper that we just produced called Breaking the Silence: Meeting the Mental Health Needs of Young Children that I wrote. And in it, I look at the rates from when I started my career in the early, mid-2000s to now, 50% of children who need mental health services, only 50% get mental health services. That number was the same in 2013 as it is in 2023.'' Mental health's elephant in the room: ‘'The elephant in the room is something that's the crisis of mental health as a whole, which is really how mental health is funded and the lack of parity of coverage for mental health care compared to coverage for other medical disorders.'' Why it's hard being a parent in America: ‘'We have not built a society that really focuses on maximizing the support for the youngest Americans or their parents so that …the typical parent is facing a lot of stresses that are going to impact their ability to support their children's mental health.'' The impact of the first five years lasts a lifetime: ‘'We know from brain science is that the period from birth to age five is where the architecture of the brain is really set down… What children experience in their relationships and their environments and what challenges they face at the mental health level, if those are not addressed, that is actually going to impact for a lifetime that child's mental health….'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

The Critical Role of Clinical Research in Patient Care | E. 84

Play Episode Listen Later Sep 7, 2023 39:02

Clinical research has been around for over 300 years. Todd Nicklas explains why it still isn't perfect but still offers benefits for patients and healthcare providers to Jim Cagliostro. Episode Introduction Todd explains the history of clinical research through Paul Offit's You Bet Your Life, asks the big question of ‘'replacement or supplement'', and explains why patients are always their own biggest advocates. He also explains the need for monitoring the ‘'gray line'', and why the key focus in all clinical trials is failing early. Show Topics Clinical research isn't always the answer for patients Supplement or replace? The big question for balance Handling complexities in replacing medication The high cost of getting drugs to market Focus on failing early Patient benefits: a case study with Camzyos Teamwork helps the growth process 03:35 Clinical research isn't always the answer for patients Todd highlighted the importance of a balanced view in clinical research, highlighting ‘'You Bet Your Life'' by Paul Offit. ‘'So I kind of wanted to start out with that sometimes it is the answer, clinical research for a patient, or sometimes it's not the answer.. I appreciate reading a book by Paul Offit called You Bet Your Life. And ..he went through the past few hundred years in some of the early medical interventions in development and when they were very early starting off, the first blood transfusions that were tried or first types of anesthesia. And when he would dive into those stories, I mean, Jim, there were dangerous approaches. We look back today, really wild, crazy ideas or people died or people had maimed arms and legs from radiology exposure and such, but it leads us to where we are today with radiology procedures and blood donation and transfusions and anesthesia. Just a few examples. He did a few others…So his approach was, there's a point, and maybe we'll get to this later, where you can kind of know where the risks are worked out, but you can't just write it off and throw the baby out with the bath water. There might be something still good here that we need to learn. And so sometimes it could be the answer like, look where anesthesia and blood donation is today. But sometimes it's not the answer. You can look back for the past few hundred years and health authority figures or people at various companies thought that lobotomies were a good idea or sterilizing the mentally ill or bloodletting. You can look at some of these things that today we'd say, yeah, they were dangerous or inappropriate or not what they were intending to. So people can be wrong and people can be right. And so you have to understand that balance first and foremost. I kind of wanted to stress that upfront.'' 06:01 Supplement or replace? The big question for balance Todd explained why this question is essential to balance in patient trials. ‘'But I think the two questions you have to ask when you're trying to balance it is first, does the present, shall I say medication or intervention, does it supplement what is presently trying to treat or help my disease or does it replace the present? And the reason I wanted to lead with that or categorize that is because when I was a research nurse for many years in the hospital, you're working with sometimes doctors that really love the research that you're doing and are an investigator with that research. Some doctors could care less and tell you to go away and say, "Don't bother me. Really, you're going to bother me with this research?" Some doctors might have no clue because they're not even connected with your hospital system. And so how do you interact with doctors A, B, and C that I just gave as examples because you're going to have to approach them differently? I think that's probably self-evident. So you have to say, "Well, listen, it's meant to supplement and here's how it could work already with the present medical regimen that these patients are getting or it's meant to replace the treatment and this is why and this is how you should manage them." So I guess first, does it supplement the present treatment? This is I guess a question that research has to answer: how does the present treatment alone that they're already on affect a certain lab level or a MRI scan or a vital sign that might be concerned about your blood pressure or what have you, versus how much does it affect that measurable point with the two together or the research medication or intervention? We get a lot of time to dive into that, but I just want to leave that hanging out there to think about that.'' 10:08 Handling complexities in replacing medication Todd emphasized the need for clarity with patients, hospitals and in documentation in ‘'replacement'' trials. ‘'When you're intending to replace the present treatment, well, then the doctors will say, "Well, wait a minute. When does that happen? Is there a washout period? What's the half-life of the drug that they're presently taking and the one that you want them to take in the research study? How quickly can it come on board and give a therapeutic benefit?" These questions, like I said before with the previous point, you need to be very careful in how you convey that to the patient, to the doctors, to the nurse practitioners, how it's in the documentation. Things can get forgotten, as you know. So it has to be clear in the documentation as well. You and I worked with LVADs, which are the heart pump devices. Could it replace their heart failure meds across the board? Maybe. If they have a really great response, maybe you can get rid of a good bit of them. And then the doctor would say, "Well, when would that occur? And how do we do that in the hospital?" So there are tough questions to ask and you might say... Oh, sorry, I forgot to mention this to you with the supplement. These studies are often with supplements, placebo controlled. Well, how do I handle... If I'm not supposed to know if they're on placebo or not, but it could supplement and have some impact, what do I watch for? What blood levels do I keep an eye on? But with replacement, that doesn't typically happen because they need a therapy, they need to be treated for something. So you have to either be getting the old medication or the research medication. It's not as much. So I wanted to mention that real briefly too, but that is another point I wanted to get across.'' 15:10 The high cost of getting drugs to market ‘'Jim, let's say you have a compound, an asset, a drug for your company, and it looks like it could affect a therapeutic area or a disease process that could pull in two million in sales and another avenue that might pull in two billion in sales. Some people might be more led to the two billion regardless of everything else. So I respect that. However, you have to keep in mind, so I've acknowledged that there is some negative approaches to things that are not good and can be shady, but at the same time, research, if you're not in the space, it takes so much money to get a drug approved in the United States with the FDA because the FDA is very careful with understanding all the components that need to be in place and the data that needs to be understood to say this medication should be on the market….. the typical cost to develop a drug is $2 billion on average. And the average time it takes from saying, "Here's our asset in preclinical," which is kind of working with animals and such, to the time it gets approved is about 13 and a half or 14 years.'' 19:34 Focus on failing early Todd said that failing early would save costs further down the line. ‘'Because the big focus today, and I think I might've mentioned the last podcast, is to fail early. So what a lot of companies like to do is to do a lot of high throughput, testing thousands of different compounds and various disease processes and targets in the body to understand where they might fail down the road, and there's amazing technology to figure that out, so they can hopefully pick the right one to go down that rabbit hole, shall we say, and hopefully get an approval because we know-it's such a big investment. And, oh, I didn't say this, but I think a compound, once it first gets found to get FDA approved through all the phase ones, twos and threes, it's like 5% or 10%, something really low. Even if things sound really appealing, the amount of drugs that actually get approved after all these things, we talked $2 billion, 13 and a half years, is still pretty small. Because the FDA is trying to be careful, they want to make sure something's safe and effective, that's the big thing. And it is great that we have both of those things that are important. You don't want something that's just one of those things, I mean safe but not effective, or effective but not safe. I mean both of those don't sound appealing to the modern consumer.'' 31:35 Patient benefits: a case study with Camzyos Todd provided an example of how individuals can benefit from research. ‘'This is probably six, seven years ago now. I did a study with what's now Camzyos, or mavacamten, a BMS drug, and it helps patients that have hypertrophic cardiomyopathy, apologies if I used this last time, but I don't think I did, where it is an overdevelopment of the muscles of the heart to the point that it's typically pushing into the left ventricular outflow tract, which is the exiting tunnel, shall we say, out to the aorta, which goes to the rest of your body and provides blood to the rest of your body. So the muscle as it pushes into that area, it makes the opening smaller and smaller so less blood can go out to the rest of your body to provide blood to your tissues and organs. And at the point that we were doing the study, the only fixes or treatment were either surgery to cut down that muscle or beta blockers and things to reduce the blood pressure that maybe reduces pressure in that area, but those are difficult to really target long-term or even midterm. It does affect the small muscle fibers and you actually see a reduction in that muscle area. So the reason I say this is because I had a patient that did this and it was a very involved, I think it was early Phase 1b or 2a, pretty early on study where he had to come in weekly for 12 weeks and do echoes and MRIs and a lot of blood work. And some of the visits I remember with him, he was in his 20s, were maybe three, four or five hours long, very busy visits for sure. So the question is, I mean, he's a young kid, does he want to have this burden on his life to do all this? He had a good relationship with the physicians there that saw him, and I think that he really thought this could help him prevent downstream problems or give him a few years before that muscle was impacting enough that he might need surgery or what have you. So it was certainly his decision and it was inconvenient, like I said, those visits and such. But he had good results and I was able to, I believe it was actually open label, so I kind of got to see how things were going from his echoes and data and such. But even within the first week or two, we saw really impressive results from him.'' 36:41 Teamwork helps the growth process Todd said delegation prevents people from working in silos. ‘'And I think that what I'm getting at is good delegation is not a negative thing and it doesn't reflect like you don't know what you're doing. I think we as human beings feel like, "Oh, I'm delegating so I clearly don't want to learn that, or I'm not good enough versus someone else." But no, what I found is, and especially now in larger pharmaceutical companies where there's a lot of team members, it's really beneficial to say, "Hey, you're really good at X, you're really good at Y. I should know them a little bit, and I do, and I oversee that, whatever, but I'm not going to jump in. I'm going to let you do it. Can you get back to me in a certain timeframe? Can you help me with this? Can you help me with that?"' It's very beneficial because not only do you kind of know the lines in the sand where people are working and not working, you're respecting your skillset and theirs, and you're working together as a team rather than like, I'm in my own silo. I'm not going to look both ways. I am my own person. I found that to be really, really helpful, and you can learn a lot at the same time. It really helps you learn a lot more than just saying, "I'll do my own thing." I mean, yeah, you might be baptized by fire and learn it kind of, but you might learn it a wrong way, actually. So I think that's probably what I would say and what I've really appreciated in my growth process.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Todd Nicklas on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: The longevity of clinical research, starting with James Lind in 1747. ‘'We can't avoid research. We've been using the clinical research approach for the past 300 or so years….and then there were some studies that you can go back to even in the 1500s, that people would try various things to see what worked better than others.'' Patients don't live in a health vacuum: ‘'…..every patient you have is not going to be in a vacuum and have one disease and have nothing else. They're going to be 80 years old, they're going to have 10 other medications they're taking or four other disease processes that are going on. You need to know what's on board, what's working, what's not working.'' Why the patient is the biggest advocate: ‘'..the thing I really appreciated most was telling the patients the nitty-gritty and really driving home the educational points because then they are there with doctors B and C that might not know or want to be involved in the study and they can say, "Wait, wait, hold up. Don't do this. Or maybe talk to Todd first because this might affect that." Monitoring the ‘'gray line'' in patient trials: ‘'Because some cancer patients do very early phase one and twos because they have to because of the development process or because of their cancer diagnosis or what have you, you might have to do early on. But are we past that line? Are we not? And what might that line look like? And that's why consent forms nowadays are extremely long because patients have to read all the safety data.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

Motivational Interviewing in Healthcare | E. 78

healthcare patients human economics essential motivational medications oftentimes vie benchmark discharge american council restricting biogen lisa miller william miller rvus what to do next

Play Episode Listen Later Jul 19, 2023 34:57

Medication non-adherence leads to preventable hospitalizations and costs US healthcare $500 billion each year. Bruce Berger explains how motivational interviewing can help, with Jim Cagliostro. Episode Introduction Bruce explains that motivational interviewing is still the most effective intervention for substance abuse, why adherence hasn't improved in 40 years, and why discharge counseling should be provided the day before patients leave hospital. He also shares how MI interventions reduced the patient dropout rate from 13% to 1.2%, saving $93 million for one biotech company in four months, and urges healthcare leaders to stop objectifying patients. Show Topics Motivational interviewing (MI) began in the 1970s Why MI is not about motivating patients All of us are sense-makers Genuinely connecting with what's emotionally important to patients Restricting patient time is at the heart of burnout Healthcare needs to stop objectifying workers and patients 03:54 Motivational interviewing (MI) began in the 1970s Bruce explained how MI was originally developed to treat people with substance abuse problems. ‘'Well, motivational interviewing was first developed by a clinical psychologist named William Miller, and it was developed back in the '70s to actually treat people with substance abuse problems. And here's the irony, Jim, to this day, it is still the most effective intervention for substance abuse, and yet, we hardly hear about it in healthcare. We've got an opioid crisis, we've got substance use and rarely do you hear people talking about using motivational interviewing to intervene. And I've done a number of webinars on this. And here's one of the reasons why, we are huge in healthcare on evidence-based medicine, but not evidence-based communication. And in fact, this year, for the first time, the American Council on Pharmaceutical Education is including motivational interviewing as part of their accreditation standards. I'd like to think I'm part of the reason why, because I wrote a five-page single-space letter saying, how can you talk about evidence-based pharmacy and medicine, but not evidence-based communication?'' 05:17 Why MI is not about motivating patients Bruce said people might know how to communicate, but often lack the skills to be effective. ‘'And we graduate people who think everybody knows how to communicate, but that doesn't mean they know how to do it effectively. And so, what MI is, motivational interviewing is a set of skills and a way of being with patients. It's kind of a misnomer, it's not about motivating patients, it's an interview, in a sense, to explore the patient's motivation. "Okay, now you've found out you've got diabetes and the doctor has told you, "You got to take this medicine, watch what you eat, get some exercise." What do you think about all this? In other words, how important is it to you to get your blood sugar down? Tell me in your own words, what does having diabetes mean to you?" The idea behind motivational interviewing, because it's patient-centered, and you asked how is it different than what we do? We have this literally crazy idea in healthcare that we're driving the bus and the patient's a passenger, the reality is the patient has always driven the bus, what we're trying to do is influence the route. Does that make sense?'' 09:33 All of us are sense-makers Bruce said changing your approach to patients helps to overcome non-adherence. ‘'….all of us are sense-makers. Even as we're talking right now, we're deciding whether we make sense of each other based upon what we bring to the conversation. So we're trying to train people to listen for, how is this patient making sense? And in their sense-making, what information is either missing or misinformation? Let me give you a really simple example. Patient with high blood pressure says, "I don't know why I need this medicine. I feel fine.'' Now most healthcare professionals will look at the patient and say, "Listen, you can't tell when your blood pressure's up. You can't feel when it's up." And they might as well just say, "Stupid," at the end of that sentence. We would say, "Because you're feeling okay, you're really wondering, why do you need this medicine?" What's the patient going to say now? Exactly. And what will they have learned? That I've listened to them without judgment. Now I'm going to say, "That's a reasonable thing to ask. Would you mind if I shared some thoughts? And I'd like to hear what you think." You notice the sharing?'' We're negotiating here. And so, now I would tell the patient that, "Unfortunately, high blood pressure is one of those conditions that doesn't have any symptoms, and the first symptom is stroke or heart attack. This medicine can greatly reduce your risk of having a stroke or heart attack even when you feel okay." I'm now not going to say, "Therefore, you need to take it," I'm now going to say, "Where does that leave you in terms of thinking about taking the medicine to reduce your risk?" So I've listened to what the patient has said, I've heard in their sense-making that their sense is that if you feel okay, everything's okay. My job is to help them understand how you can feel okay and be at risk.'' 18:34 Genuinely connecting with what's emotionally important to patients Bruce said it's important to understand what's meaningful to patients. ‘'….we had an asthma patient that wasn't using her daily inhaler. She said, "I just hate being reminded that I got this thing." And I said, "Let me ask you something. What could you do?" I said, "If your asthma was under control, what would that allow you to do that you find difficult now?" She teared up and she said, "I could play tennis again." Now we found out what's important to her. It doesn't matter what's important to me, she's only going to be motivated by what's important to her. And so, we then start talking about steps that she could take to play tennis again by using the medication, and she became adherent, but you had to explore what was meaningful to her….. And I'm not talking about being false, I'm talking about genuinely connecting with what's emotionally important to the patient, and you've got to do that in order to really have influence in a positive way. And so saying to that patient, "You love your grandkids. You miss not being able to spend time with them. You want a future where you can spend time with them." And you see what I'm doing? I'm helping build pictures.'' 22:53 Restricting patient time is at the heart of burnout Bruce explained why healthcare has a systems problem which affects patient care and adherence. ‘'One industry is moving in a totally opposite direction (to other industries), healthcare. There are so many toxic systems out there that are putting profits ahead of people, people meaning their workers and the patients. We are watching burnout at a level we've never seen before because healthcare systems are basing staffing on things like number of prescriptions dispensed, number of immunizations given, RVUs, "Oh, you should only be spending 11.2 minutes with the patient and no more, even if the patient needs more time in order to have an effective outcome." Somebody asked me the other day, "Well, what am I supposed to do if I only have, at most, 30 seconds with a patient?" Well, no amount of motivational interviewing training can solve that problem, that's a systems' problem. There's a couple of videos on YouTube with me showing what happened with an asthma patient. The patient's daughter had been in the emergency room three times that year because the mother wouldn't allow the daughter to use the chronic inhaler because she looked it up and saw it was a corticosteroid, she misunderstood what that steroid was. She didn't want her daughter using a steroid. Everybody chastised her at the emergency room. I showed her understanding and in fact, said to her, "You're really worried about your daughter using a drug that you think can harm her." And for the first time somebody understood her. After we were done, the whole conversation took six minutes, the kid had not been in the emergency room for at least three years after that……And what's really horrible is we have people that are graduating from nursing school, pharmacy, school and medicine, they have a code of ethics, they have standards of practice that put patients first, and yet they go to work for organizations that set up a moral conflict for them because if your primary goal is to put patients first and the staffing makes it impossible, this is the heart of burnout and chronic stress.'' 31:50 Healthcare needs to stop objectifying workers and patients Bruce said if healthcare workers are objectified, they objectify patients, and care suffers. ‘'…if there's one message that I would give leaders in healthcare, it was you have got to stop objectifying your workers and patients. In other words, when you treat people as objects or like they're replaceable, anybody could do the job, the job's interchangeable, and you don't even give them an opportunity to have input into what's happening, you're objectifying them. And objectification begets objectification. Oftentimes, when we objectify healthcare workers, they objectify patients. It's no longer a human being, it's the diabetic in 214, that's not a person. And I'm saying, objectification is a major source of organizational problems in the delivery of care. The people in charge have got to start allowing for input on how to fix these problems and the people that are working in them and take them seriously. Right now, they're not.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Bruce Berger on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: Bruce's inspiration behind motivational interviewing: ‘'We've got data that shows that for the past 40 years, the rate of non-adherence to medication regimens hasn't changed at all, it's almost 50% in year two of a chronic illness. And I wanted to understand better what's going on.'' Why MI is a meeting of experts: ‘'You as a patient are an expert on what you know and understand about the illness. I need to be listening for where the gaps are.'' How MI interventions reduced the patient dropout rate from 13% to 1.2% and saved Biogen $93 million, in four months. Discharge counseling should be carried out the day before patients leave hospital: ‘'They're a captive audience, they'd want to talk to somebody. When they're ready to get out of the hospital, they don't want to listen to us going through their med list.'' Essential healthcare leadership advice: ‘'Human beings are hardwired relational. If leaders get that, they will treat the people they lead much differently. They'll know they couldn't have gotten to that place without so many people helping them.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

Patient Engagement: A Two-Way Relationship | E. 77

relationships leadership healthcare patients economics strengthening vie benchmark forefront two way a1c patient engagement lisa miller what to do next

Play Episode Listen Later Jul 12, 2023 33:09

Why do healthcare providers struggle to develop meaningful connections with patients? Lonnie Hirsch explores the key barriers to building relationships with Jim Cagliostro. Episode Introduction Lonnie shares the ‘'three lacks'' that get in the way of effective patient engagement, why patients must be empowered to take ownership of their own health journeys, and reminds us that, while healthcare is episodic, health is a constant. He also explains why patient engagement is not a marketing issue, why its highest purpose is outcomes, and the need for hospitals to ‘'care for the people who care for their patients.'' Show Topics Strengthening relationships between patients and healthcare providers The ‘'three lacks'' in patient engagement Effective marketing is a one-on-one conversation Patient engagement begins with trust The highest purpose of patient engagement is outcomes Understanding the emotional weight on your customers 04:26 Strengthening relationships between patients and healthcare providers Lonnie outlined his motivation for focusing on patient engagement. ‘'Certainly, what gets me going is anything that contributes to solving the challenges that are standing in the way of more people having more awareness and access to affordable, high quality healthcare. That's a big deal, and it's become an increasingly more important focus for me is how can I help, how can Forefront help with that message and that connection? Secondly, I'd say anything that helps people navigate the really cumbersome healthcare, I call it a labyrinth. Many people find the whole experience of trying to navigate their healthcare to be enormously confusing, convoluted, maddening, mystifying, certainly, very frustrating. So those issues are very important to me and increasingly a priority focus. I'm also big into educating and empowering more people on ways they can live healthier lives and avoid preventable disease. And if I had to name one other thing that gets me going in the morning, I'd say it's building or strengthening relationships between patients and the healthcare professionals who are providing their care.'' 09:09 The ‘'three lacks'' in patient engagement Lonnie outlined three key reasons why healthcare misses the mark with patient engagement. ‘' ‘'And there are three that I would put in that category of what I call lacks. I'll explain what I mean by that. The first is the lack of enough time for healthcare providers to interact meaningfully with their patients. And if I had to prioritize the challenges for better patient engagement, that would probably be at the top of the list. But close behind would be the lack of belief and trust by the patients based on their experience that the people trying to get them to engage, really know them. Understand them as individuals understand their concerns, their fears, their motivations, and frankly, really care about them. It's hard because there's so many people that need the help and organizations that are providing that care are under a lot of time pressure, which goes back to my first lack. But that issue of a patient not really believing that anyone in the organization really knows them or even cares to know them is a big challenge in terms of getting patients to engage. And the third lack that I would prioritize is the lack of human interaction between episodes of care, not just during them, by the healthcare organizations to make sure that patients understand and feel understood and heard regarding what they can do or need to do to improve their health and live healthier lives. Not just when they're sick or feeling poorly, but at all times.'' 13:19 Effective marketing is a one-on-one conversation Lonnie said that a personalized approach is needed to overcome barriers around issues such as language, traditions, and education. ‘'…But I would say that the cultural issues are the biggest challenge, and that's because what we call culture really includes language, meaning, someone's first language, education, family history and traditions, people's biases and beliefs. All of that really goes into culture. And that obviously requires a very personalized approach that isn't easy to scale or automate as we were talking about. You can automate text-based communications based on things like the primary language of the patient, but the other cultural influences are really much harder to scale. And again, it goes back to what I said before about effective engagement, requiring the patient to be and feel understood and cared about as an individual. ….when you're effectively marketing, you are really having a one-on-one conversation with someone else, even if that message is going out to thousands or tens of thousands of people at the same time. And increasingly more of the marketing is being more personalized as well, if you will, according to individuals or smaller cohorts. But if it isn't a one-to-one conversation, it's not going to resonate with the patient and just makes the effort to get more engagement, more difficult.'' 16:15 Patient engagement begins with trust Lonnie said that healthcare providers don't offer the time required to build trust with their patients. ‘'…this really goes to the heart of patient engagement or the challenges when engagement isn't happening. Because at its core, patient engagement is all about trust and all about relationships. No relationship, no trust. No trust, no engagement. And the other part is people don't trust an institution. They don't trust a hospital or a system. I mean, trust is a human emotion, so you can't cultivate trust with an entity or an organization. The trust is between people. So patients are only going to trust people who they believe understand and care about them. I'm kind of repeating myself here to make a point. But they believe that they have some kind of a connection to somebody or some people who understand them, care about them, and what's best for them. And I certainly think that most people who are working on patient engagement in healthcare organizations understand that, but they don't really have good solutions because of this inability to provide the time that's required to build that trust between the patients and the healthcare clinicians and other professionals who provide their care. Which includes specialists by the way, not just primary care providers. So when you talk about what does a lack of trust look like, it looks like patients who don't follow through on what is in their treatment plan, patients who don't take their medications or even fill the prescriptions, patients who don't respond to attempts to schedule their appointments, patients who express their frustration in other ways. In most cases, it's passive disengagement. It's not like they're out there banging on your door or complaining. They're just not emotionally connected. And so they don't feel there's trust, they feel they're on their own, they access the care they need the best way they can figure out how to access it when they need it. But there's no relationship, so there's no trust.'' 22:15 The highest purpose of patient engagement is outcomes Lonnie said measuring outcomes is a more important metric than surveys, appointments, and medications. ‘'…. If a patient is engaged, you're going to see it in the outcomes. You're going to see it in medication adherence going up. You're going to see it in health improvements related to the treatments. You're going to see it in follow through on their scheduling their colonoscopies or their mammograms or their prostate checks. You're going to see it in reduced A1C levels or reduced triglyceride levels. Ultimately, isn't that the highest purpose of patient engagement? Or at least to me it certainly should be. And as far as assigning or building patient engagement teams or patient engagement leaders, it's part of the process, but it's also a trap. I see this happen in healthcare organizations a lot with what is categorized under also patient experience, which is closely related to patient engagement. And a health system will hire a head of patient engagement or maybe a couple of people to lead their patient engagement efforts, and give them that title and that responsibility, but then it becomes kind of an impression that it's somebody else's job. "Oh, well, our patient engagement director or our VP of patient engagement or whoever holds the title, they're the ones who are responsible for moving the needle.” It's an impossible task and a trap, because patient engagement and patient experience and all of those issues happen at the point of care. So everybody has to be involved in it, or it really doesn't take hold and it doesn't resonate.'' 28:20 Understanding the ‘'emotional weight'' on your customers Lonnie said healthcare providers can build connections by acknowledging the pressure on their patients. ‘'But you have to remind yourself when you're in that setting that every patient who's in front of you is carrying an emotional weight, and they're bringing that into that encounter. They may show it, they may hide it, but it's there. And so thinking about this being just, this is my day and this is how many patients we have to see, and this is what we have to get done, and this is the documentation we have to provide, and this is the next room that we need to move into for the next patient. Yes, all of that is necessary to have a functional organization. But when you lose the perspective on the emotional weight that customers, and I'm going to call patients' customers here, bring into each encounter, you're losing the chance to have that connection. You're losing the chance to build trust. You're losing the chance to have patients want to engage, want to take more ownership in their own health, want to feel like you are on their side. And I'm not saying it's easy, but I see it all the time. I understand it, and it's a big challenge in terms of this whole topic of why patients don't do what they really should do, even if they understand the reasons that they should do it.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Lonnie Hirsch on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: Lonnie's definition of patient engagement: ‘'…patient engagement is about empowering patients to actively take ownership of their own health journeys and supported by and in collaboration with their care providers. And to have access to the information and resources that enable patients and their loved ones to be and feel more in control of their health and healthcare.‘' Healthcare is episodic, but health is a constant. Why healthcare organizations need to be part of a patient's lifelong journey to increase engagement. Why patient engagement is not a marketing issue: ‘'Even though that's often where patient engagement initiatives land, patient engagement is a relationship issue between individuals and their care teams. If you don't solve for that, all the best marketing tactics and communications won't really move the needle.'' Patient engagement has a business case too: ‘'But if you need a business framework or a business rationale for it, improving patient engagement goes to the financial bottom line and profit line of the organizations as well or doesn't, depending on whether they're effective with it or not.'' Leadership wisdom: Why healthcare providers must prioritize ‘'taking care of the people who take care of your patients.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

Career Pivots and Pursuing Purpose with Jeff Henderson, Author of What To Do Next

The Uncommon Leader Podcast

Play Episode Listen Later Jul 11, 2023 34:01

In today's news, we're seeing a wave of job cuts spanning various industries, affecting nearly 200,000 U.S. employees so far in 2023 according to Forbes' layoff tracker. Chances are, you know someone who has been impacted by this trend. In such challenging times, one of the best gifts you can give them is encouragement. Back in November 2022, I had the opportunity to read the book "What To Do Next" by Jeff Henderson. and I was fortunate enough to interview Jeff about his book and gain some of his insights on how to navigate challenging times. Given the relevance of his message to today's economic climate, I've decided to re-share that episode with you. Life is full of storms, and at any given moment, we may find ourselves in the midst of one, on the cusp of encountering one, or emerging from the aftermath of another. That's why I believe that this conversation will not only provide practical advice and encouragement, but also equip you with the tools to navigate the challenges of our current reality.We delve into the profound role of preparedness when facing career transitions, drawing parallels from the founders of Home Depot, Bernie Marcus and Arthur Blank. Unwrapping the emotional aspect of retirement, the responsibility of a decent farewell, and the importance of celebrating the new guard, Jeff's insights aim to fuel your quest for personal growth and professional advancement. He also highlights the significance of side hustles and experimental ventures. As we steer towards the end of our discussion, we shed light on the journey towards identifying one's purpose. How can experiences and side hustles assist in determining the next step? Jeff takes us through his personal experiences of leaving Gwinnett Church, a place he helped found, and the process of honoring the new leadership. We conclude discussing the power of humility in leadership and the necessity of continuous learning and growth in the face of change. Tune in and arm yourself with wisdom and insights to navigate your present, regardless of its challenges.WebsiteBookLinkedInUntil next time, Go and Grow Champions!Thanks for listening in to the Uncommon Leader Podcast. Please take just a minute to share this podcast with that someone you know that you thought of when you heard this episode. One of the most valuable things you can do is to rate the podcast and leave a review. You can do that on Apple podcasts, or rate the podcast on Spotify or any other platform you listen. Did you know that many of the things that I discuss on the Uncommon Leader Podcast are subjects that I coach other leaders and organizations ? If you would be interested in having me discuss 1:1 or group coaching with you, or know someone who is looking to move from Underperforming to Uncommon in their business or life, I would love to chat with you. Click this link to set up a FREE CALL to discuss how coaching might benefit you and your team) Until next time, Go and Grow Champions!!Connect with me

spotify apple forbes chances home depot uncommon unwrapping career pivots underperforming arthur blank free call jeff henderson pursuing purpose bernie marcus what to do next gwinnett church

Intergenerational Management in Healthcare | E. 74

Play Episode Listen Later Jun 21, 2023 28:16

The healthcare demographic is changing as younger generations move into the workforce. Ryan Dos Reis shares his advice on leading and motivating employees with Jim Cagliostro. Episode Introduction Ryan reveals how advice from a world cup soccer referee influenced his leadership style, why the ability to ‘'reset your day'' matters in CTICU. and explains why we should forget generational stereotypes in the workplace. He also shares his mantra of ‘'direct, motivate, develop'', why hospitals need to hire with intent, and why communication and listening to understand are key to successful leadership. Show Topics Lessons from a world cup soccer referee Resetting your day in the face of challenges The joys of critical care The importance of performance evaluations Look at the individual, not the stereotype Direct, motivate, develop Clear communication and listening to understand 03:03 Lessons from a World Cup soccer referee Ryan explained how his experience as a referee informed his leadership style in healthcare. ‘'I was refereeing for like about 15 years. I was able to referee up until like the Second Division of professional soccer in the country. There was a lot that went into that, a lot of fitness testing, a lot of regiment, but then also a lot of leadership aspects of coaching. Going out to the field, what do you look like when you're off the field? How are you presenting yourself? Are you well-groomed? Making sure your shirt's tucked in, your socks are off and not necessarily down, or your socks are fully up, so that whole presentation. Then, also command presence and your aura that you bring when you're either off the field and then on the field. That was something that was really instilled in me by a former World Cup referee at the time. That was something I always worked on is, how are you communicating with the players on the field? How far are you away from them? Then, also that perception is reality. Maybe I'm talking to them face to face, but maybe from somebody that, I don't know, half a mile away, it might look like I'm screaming at them, so just being aware of like my body mechanics, my language, my body language. All of that, then, translates into nursing when you go into leadership. It's a lot of that, so I find myself, even to this day, and I've been a leader now for about three or four years, I find that I play back a lot of what I learned through refereeing in my leadership style.'' 07:57 Resetting your day in the face of challenges Ryan said the nature of critical care means your carefully planned day can rapidly be flipped on its head. ‘'Yeah, you know, it's every day is a new day. I have a little agenda book, and yesterday before I leave I write down all the things that I need to work on today, coming in on Friday, so it's all written down. Then, you walk in and there's multiple other things that happened. I walk in and maybe there's a patient that now all of a sudden is on ECMO and you're just like, "Oh, where did that come from? They weren't here yesterday." Then, maybe there was another patient who came up from the OR who was also really sick, and the nurse was feeling a little overwhelmed and had a lot of questions. Or maybe we had a newer charge nurse that needed a little bit of support, and then maybe something happened overnight where they wanted to run it through you. Now, you're walking in where you're thinking like, "Okay, my day's set," and then next think you know it's like people are coming in and picking at you like, "Hey, I want to talk to you. Hey, I want to talk to you. Oh, you just released the schedule. I wanted to talk to you about that." Now, before you know it, it's 9:00 and you're like, "Wow, I haven't even been in my office yet to go through some of the things that I just wanted to go through." I think that sometimes can be challenging in these critical care settings where you think that you have things mapped out for the next day, and then you come in and it's like flipped over on its head. Just being adaptable, being flexible to just know how to reset your day and not let that completely ruin your day, I think, is a really big challenge that leaders in a critical care setting will face.'' 07:57 The joys of critical care Ryan said that seeing patients recover is one of the most rewarding parts of nursing. ‘'There are a lot of joys actually that come with the job and from both aspects. It's the patient that was here, maybe the patient was someone who was a little difficult and then maybe didn't do so well, and now went to the OR and came back. Then again, doesn't do well and we have a code on our hands, but we're able to revive them and they're pulled through, and then you're able to go in and visit them and see them. They're talking to you, they're doing well. They're all teed up for potential discharge in the next couple of days, and it's like being able to sit with them and just having that conversation, just kind of like seeing where they are and seeing what they remember, it's so, so rewarding as a nurse. Not even just as a leader, just as a nurse in general, so rewarding to be able to see that and take that moment with them. That's one big joy.'' 11:55 The importance of performance evaluation Ryan outlined his performance evaluations and emphasized the importance of one-to-ones to build staff relationships. ‘'I think the other piece of it is one of the things that we do here and all the managers have to do is we have to do performance evals, but then we've actually started doing one-to-ones with all of our nurses. I find those one-to-one being so beneficial. I just finished up all of my one-to-ones with every nurse and it's a moment for me to just connect with them and say, "Hey, so you're a preceptor, you're a charge nurse. How's that going for you?" Or, "Hey, you're not precepting, you're not a charge, but we've identified that you would be good at that. What are your thoughts on it?" Trying to see how they feel about it, and not necessarily saying like, "Hey, you need to precept, hey, you now need to be in charge," but giving them the opportunity to have a say in that. Then, the other piece of it is also looking at like, "What are your goals? You set up goals last years. Where are you in achieving them? If you're not quite there, what can I do to help support you? What can I do to make sure that you get there?...We set out these goals together. You need to meet them." I think just in general now with the new generation and across the country, we need to really be mindful of we're here to help. We're here to foster relationships and really make sure that everybody's growing and not so much just like leaving you alone to just sink or swim and, "Oh, you didn't meet your goals? Great, so now you're not going to do well on your eval." It's not the same. That's the one thing that I will say is we've been doing here and I think has helped with keeping people feeling like they're a part of a team.'' 15:35 Look at the individual, not the stereotype Ryan highlighted the importance of looking at individuals, rather than trying to categorize them ‘'I found that there's times that I think we generalize generations of like, "The Millennials are X, Y, and Z, and the Baby Boomers are X, Y, and Z, or A, B, C, D. The Gen Z's are now W, X and Y." I think that sometimes the generalization, okay, we have an idea of what that generalization is, but now let's look at each individual because maybe each individual person might not necessarily fit that generalization because their upbringings might have been different. I think that it's really important to kind of hone in on each individual person and understand what makes their inner clock tick. I do think that sometimes coming into nursing, and a lot of it might depend on where you came from in terms of schooling, but my mindset is maybe they don't know or not aware of the empowerment and they're not aware of what we can actually do and what we can actually change. I recently had some of this, a discussion with a couple of nurses where they were asking all these why questions like, "How can we use this on a back check valve, but we can't use this type of sticker on a Alaris pump? Is it an infection prevention issue? Is it this?" I just sat there and I was smiling the whole time and I thought to myself, "You know what? I'm just going to chime in." I was like, "You know, if you find evidence that would support best practice on how to manage a CVL, and if you think that it might not coincide with what our current policy is, then bring that forth and let's challenge the policy. Let's challenge the status quo and say, 'Hey, we found this. It's validated evidence. We currently practice this way. Could we take a look at this?"(things) can be changed if you have the supporting evidence behind it. I think that sometimes people aren't aware of that. Here's the generalization. I do think that the younger generation is very much like, "Okay, well, the organization, the institution is saying that this is what we do, so that's what we have to do." They don't necessarily always think outside of that box to be like, "Oh, maybe I can challenge that." 20:44 Direct, motivate, develop – three tips for intergenerational management Ryan explained his mantra for successful leadership. ‘'Yeah, actually, I have a piece of paper on my wall that's actually currently covered up, but I will uncover it for a second, and it says... There's three words on here. It's direction, motivate, and develop, and that to me are the three key things that I have to focus on. I need to provide direction for the unit and for all the nurses that are here. I need to motivate each individual nurse and tech on the unit. Then, I also need to look at development. Where does each one of them want to go? In terms of, for example, let's say my charge nurses. It's like, "okay, we need to look at the charge nurse and the charge nurse role. So I have been spending a lot of time on making sure that we have monthly meetings with my charge nurses. I send out an email every two weeks with just any operational updates, things that they need to worry about or focus on. Then, I also provide them some of the learnings from our academy that we have here on leader of self, so things on emotional intelligence, things on how to deal with disruptive behavior or conflict because those are not things that we typically get. Any institution typically it's like, "Okay, hey, you're going to be in charge." You go to a charge nurse class, it's maybe four hours. Then, you do some type of shadowing experience on the unit, but we're not really providing the charge nurses with those soft skills on being a leader, which is charge nurses really being... You're air traffic control. We're now asking these people to four-hour class, maybe one or two shifts of orientation. Then, we're saying like, "Hey, now go manage all this traffic, patients coming from the OR, patient's leaving, nurses coming, calling out, patient placement calling you, asking you to put a cath lab patient here and there, and you're trying to figure all this out while also rounding the unit, so supporting the team, and making sure that people are taking breaks. Yeah, yeah, so to me, it's really important that we spend some time developing and figuring out what it is that they want, and I think that's key.'' 23:54 Clear communication and listening to understand Ryan shared his leadership advice for working with a new team. ‘‘It's really important that you as a leader, even if you're new to the position or new to the role, that you set up where you want to take the unit, where do you want, what's your vision for this unit? How does it align with the hospital vision and mission? I think some of that comes from just getting to know your staff. When you're first onboarding and you're first starting out on a new unit with a leader, I think it's so crucial to meet each individual employee, each individual team member and just do a like, "Hey, how are you?" introduction. Get to know them outside of work a little bit about work, and then get to know what makes them tick and where do they see the unit going. Then, you kind of categorize all of that and put that into buckets, and then you come with where you want to take the unit and you create a mission or vision for that unit that is embedded with what you got from each employee with also some of your core values. Then, you communicate that out clearly to everyone so everyone knows exactly where you want to take this unit and where we're all working towards. I think it's so important to be very, very clear with that because that comes down to that first word that I mentioned, direction. …. In terms of things that I've learned that I really put into practice today is listening. It's so important to listen to understand and not listen to respond.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Ryan Dos Reis on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: A need to get involved; Ryan's early career in healthcare, from med-surg and progressive cardiac care to CTICU. ‘'I really love leading initiatives and really looking for initiatives and really looking for areas where we can improve. Knowing that we have that say to make that happen.'' The joy of supporting new nurses through their onboarding and orientation, ‘'Just seeing how much they've matured, not only just as a nurse but as an individual, is really one of the biggest joys that for me, at least, I just sit back and I smile. I'm like, "Man, I did something right. We did something right here as a leadership team, and look how wonderful it is to see somebody just propel in this environment." The importance of ‘'hiring with intent'' in a post-pandemic era. ‘' … they're not leaving because it's me. They're not leaving because of the culture. They're leaving simply because maybe there was just this funky time when we were just hiring to try to fill voids.'' Encouraging young people to challenge the status quo in healthcare. "Figure out like, "Could we do something different?" The answer is always yes initially until we meet a roadblock and say, "Actually, we're not going to be able to do that because of here's why." Right? ‘' The move towards servant leadership, ‘‘At some point, it was transformative, the transformational leader, and now it's like, "You're still a transformative leader, but now it's also like, "Well, there's a servant leadership aspect of leading nowadays that needs to come out." What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

man lessons management healthcare millennials economics clear world cup gen z figure encouraging baby boomers vie resetting benchmark intergenerational ecmo lisa miller what to do next alaris cvl

Improving the Hiring Process in Healthcare | E. 73

interview advice young developing healthcare plan economics employees ceos improving fixing post covid vie benchmark hiring process meri unintentionally lisa miller what to do next

Play Episode Listen Later Jun 14, 2023 41:40

The ongoing staffing shortage is one of the biggest challenges facing the healthcare sector. Meri Halilovich and Henry Lang share their strategies for creating an effective hiring process with Jim Cagliostro. Episode Introduction Meri and Henry explore how a repetitive application process can deter candidates at the first hurdle, why the resume is only a starting point for hiring managers and offer vital interview tips for job applicants. They also explore the importance of understanding culture, highlight the ‘'revolving door'' of staff retention and share why diversity and inclusion are vital to attracting and retaining talent. Show Topics Healthcare's hiring process has to be more creative Fixing a complex application process The role of the resume in hiring Beyond the resume: interview tips for candidates Why culture matters in successful hiring Understanding why your employees leave How regular one-on-ones enhance the workplace The importance of diversity in healthcare 02:12 Healthcare's hiring process has to be more creative Henry said the current staffing shortage means HR must utilize social media and other creative ideas to attract applicants. ‘'Well, you have your historical approach. You have an applicant presented to HR. HR goes out and does traditional recruiting methods, job fairs, put it on a website, and put it on your hospital website. Have maybe some type of incentive program for people to pull people in. And that has been the traditional or the old school method for bringing clinical and administrative and backend staff into the healthcare environment. But with the demand for healthcare employees right now, the shortage of healthcare employees, things have had to become a lot more creative when it comes to candidate searches. Extra efforts are needed to be made. Our organization got involved in healthcare recruiting because of that, because of the amount of time and energy that is required for organizations to find talent. Things that are in place today. You have to have a presence in LinkedIn. You have to have a presence on social media. You have to use creative ways to get the attention of the small pool of applicants that are there to fill these positions. The tools that people traditionally run from, the locums and travel. Well, those are tools that you should look at positively to let people come in and experience your culture and then even provide opportunities for permanent staffing.'' 07:36 Fixing a complicated application process Henry said the repetitive nature of the application process can deter candidates. ‘'If we're talking even a lot of managerial and administrative roles require a level of certification, they require a lot of background checks. Anything that organizations or successful organizations do to go ahead and implement someone to streamline that process. There's nothing more frustrating when you go to apply for a healthcare position and you fill out... You need your remote practice insurance, you need the billing stuff, you need just a normal application. So when you filled out the application, I gave you references, I gave you all of my information, I gave you my licenses, I gave you all of this information. Then I go to fill out another link and it's asking for the exact same information again. And anyone who can help go through, what are we asking people and how many times are we asking the same information and is there any way that we can streamline this so that they ask, we fill out this one form and it goes to all the different sources… But a lot of those places are all asking for the same information. And a lot of people stay in jobs that they don't like because they just don't want to go through it again.'' 11:07 The role of the resume in hiring Meri said the resume is only the starting point for hiring managers. ‘'Any great hiring manager will know that a resume is essential, but it's absolutely not the only thing they should look into. A resume is just a document that represents candidates' professional achievements, and it is essential since oftentimes it's the only thing the hiring authority has in front of them. And based on that, they're deciding if they are going to invite this person to interview or not. Basically at this stage, a hiring manager is just screening the resume and making sure the applicant has necessary certifications or license or years of experience or anything else that might be required for that job. So absolutely essential at that stage. But now there are different many sublevels and levels actually that will play at exactly the same level of importance of bringing in this person as an employee to the organization. One of them will be in-person interview, and this is something that I see candidates being a little bit, I would say, unsuccessful if you will. It might not be the perfect word for it. When a candidate comes into interview, they strongly rely what their resume says about them and that's all they want to talk about. When in reality they don't understand their resume screening, it's done and approved, that's why they brought you in. Right?'' 12:32 Beyond the resume: Interview tips for candidates Meri provided helpful insights for candidates, including the importance of asking questions. ‘'Exactly. This is the time when candidates should wow their manager, the hiring manager. They should walk into that interview knowing and representing themselves like they are the one, they are that perfect person they are about to hire and all they should do is act that way. What I mean by that is they should display, they are a great team player, they should talk about how they envision themselves as a part of this company, what they would like to do and achieve as well as deliver as a new hire, they should show enthusiasm, knowledge, and interest about the company and how amazing the delivery is going to be. That's when they create this picture and vision for the person that is listening, the hiring authority, "Well, wow, they are actually the one. Already have a great resume and now I'm hearing what I want to hear from them." That would be one tip that I would give to a potential candidate who might be listening to this. Another thing is that candidates often during the interview avoid asking questions. I highly recommend, inquire about more information besides what job description provides. And this way a candidate might display and in some way manifest the idea that they are already part of the organization. And as I said already, going into an interview, applicants should represent that idea. They are the one, the perfect person that employer is looking for. So asking more, learning more, that absolutely helps them.'' 17:56 Why culture matters in successful hiring Meri explained why successful hiring isn't only about the applicant. ‘'Obviously, time and experience takes all the hiring managers to the next level and they develop the skills. They're firmly connected with emotional intelligence and ability to evaluate character. When you think about it, Jim, it's in a short conversation, hiring manager needs to evaluate so many different things in order to decide if this applicant should be moved to the next round or not. I would say an essential part of this task is how well this hiring authority knows the organization or actually people in the organization, I should say, analyzing who and how a new hire will fit with a team, who they will report to, who will report to them, might also play a crucial role in decision making. Here we're opening the door to this multi-level process where a million little things play a role if the answer is going to be yes or no to the next round. And as you can tell by my last statement, sometimes it's not actually the applicant itself, but who they're going to be around with. And they should definitely coordinate with their teammates who might attend that meeting as well. Plan the time and agenda and sharpen their skills when it comes to selling their company. What do I mean by selling their company? When they end this interview with a great candidate who has amazing resume, he or she is providing great answers to their questions, it's time to step up or the hiring manager to step up and do the right thing and save that candidate.'' 28:32 Understanding why your employees leave Henry said employers need to go the extra mile to take care of their new hires (and all employees). ‘'.. We talked about the skills and tools of the decision maker and once they select the ideal perfect candidate, it doesn't happen that things work out perfectly for various reasons. It could have absolutely nothing to do with the culture. It would be the shift they're on or the hours or the commute or the spouse's job or the childcare issue. There are so many factors. But the organization needs to go the extra mile and always put time and energy into ensuring staff are taken care of. And you may have ultimate goals for your organization in terms of patient care and safety, but those things are going to happen if the employees are taken care of. And one of the efficient ways is to do one-on-ones. Everyone has probably experienced some type of exit interview and that's the time that you get to really let it all out and say the things that you wish had happened and the problems. Imagine having that interview while you still work there. People are like, "I wish you would've asked me these questions before I was leaving." And back to the point of that transparency, to really work with people to let them understand what the challenges you face. People know, they understand the challenges we face. We have X amount of people, we have to cover X amount of rooms, we have this many resources to take care of this, to treat people with respect, to let them know what's going on and then be open to hear their feedback. Because the feedback that you get, especially if you don't wait for the exit interview to get the feedback, you may find some solutions to your problems that are literally right there amongst your team if they feel a part of the organization. They all are sharing references with each other and getting ready to go.'' 31:11 How regular one-on-ones can enhance the working environment Meri said the human touch ensures your employees feel valued. ‘'There are a lot of organizations out there that do, if not weekly, then they have monthly sit downs one-on-one, very quick 15 minutes, "Hey, how are you doing? What's going on with X, Y, and Z? I know you mentioned last time we spoke," and go from there. That way they connect better on a human level. They understand why perhaps that employee might be a little off at work if they are. "Oh, okay, their child is sick," for example, or something like that. And then that gives the opportunity to employee to go, "Hey, I really love X, Y, and Z, but A, B, and C are really killing me. What can we do to improve? How can we"... you know what I'm saying here? It definitely impacts not only productivity but happiness and that feeling of being valued in the work environment. This is definitely an example that does not touch healthcare, but in my personal experience, the company that I worked for, we had morning five-minute huddle where it was like, "Hey, good morning, did you get your coffee? What do you have going on today? How can I help you? Do you need longer lunch today because you need to run errands?" It was literally like that. Nobody ever needed anything from that manager, but just them telling you that in the morning made you feel so empowered that you went twice hard at work that day. That feeling valued, being human to one another, I think it's essential in this example.'' 33:17 The importance of diversity in healthcare Henry explained why diversity is essential to attract quality talent and reduce turnover. ‘'Let's start with the facts. PricewaterhouseCoopers, 85% of CEOs report that applying a diversity and inclusiveness strategy has increased their earnings. Also, the same workplaces report that their employees are happier and more productive. Now, this leads us to the reason for this podcast. Happy and productive employees boost the ability to attract quality talent while reducing turnover. And if you ignore diversity and inclusion, you can harm the organization in so many ways. Just here's a couple. Unintentionally generate a culture where discrimination is present. You don't have any diversity. You create this environment because of lack of diversity. Employees' similar backgrounds do have similar viewpoints about the work you do, which then drives the workforce to do groupthink where new ideas and opposing opinions in a group of people are suppressed. And diversity is everything. It's not just racial diversity. There's age diversity. Young people, young generations are more diverse, so if the organization does not embrace diversity and inclusion, you're missing out on some excellent younger employees that can provide new point of views and help you prep the future as well as help you grow your organization.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Meri Halilovich on LinkedIn Connect with Henry Lang on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: Post-Covid changes in the job search; how rural hospitals can offer the opportunities that other health systems can't. ‘'It's just a matter of packaging all of that in such a way that it shows the beauty of maybe going to some of these places, the ability to buy a home, or the ability to practice to the full extent of your license because you're in a place that you're allowed to do so.'' Why there's no quick fix to successful hiring. ‘'I just see small little chunks of it getting addressed and improved. And while we are doing that, we might over-complicate the next section of the process.'' Why every candidate should be ‘'humble but confident'' during an interview. The interview process has a critical impact on retention. ‘'Because the reality of about, we're talking about the hiring process, the problem we're struggling with is the revolving door of retention and the interview process is critical to your retention.'' Advice for leadership: Developing a culture of positive relationships, and ‘'Being a good human, bottom line, it takes you to the next level.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

458 – Why You May Need More Than One Bank Account

Debt Free in 30

Play Episode Listen Later Jun 10, 2023 29:30

While bank failures are not a common occurrence in Canada, it may still be in your best interest to have more than one bank account. On today's podcast, Joel Sandwith, our LIT in London, joins Doug Hoyes to discuss banking best practices, including how many accounts you should have, where to store your savings, and why it's important to understand the right of offset if you owe your bank. They also explain how deposit insurance works and high-interest savings accounts. Tune in for an informative discussion and practical advice! Links: Why You Should Bank at More Than One Bank: https://www.hoyes.com/blog/why-you-should-bank-at-more-than-one-bank/ Frozen Bank Account. Your Rights and What To Do Next: https://www.hoyes.com/blog/frozen-bank-account-your-rights-and-what-to-do-next/ What is the Right of Offset and What Can You Do About It: https://www.hoyes.com/blog/what-is-the-right-of-offset-and-what-can-you-do-about-it/ Joel Sandwith, LIT in London: https://www.hoyes.com/about-hoyes-michalos/bankruptcy-trustees/joel-sandwith/

canada offset lit bank accounts your rights what to do next doug hoyes

Powerback 163: Clarity on what to do next

The Gutsy Podcast

Play Episode Listen Later Jun 8, 2023 22:22

Are you overwhelmed and stuck in freeze mode? Are you overthinking the shit out of stuff and saying some really craptastic things to yourself?You have an idea, you have a vision, you have a passion. There's something calling you, something pulling you and it gets really exciting, but then you realize how big this is and how many pieces of the puzzle there are to put together and your body fucking shuts down. Sounds familiar?What I see happen is that it's not your idea that overwhelms you, it's not your idea that feels impossible, it's the clarity on what to do next that's missing, the focus on the bigness of it, and the need to have every single detail figured out before you do anything.So, in this week's Powerback® episode we're talking about figuring out what in the hell to do next, so you're no longer stopping yourself from doing what you want and creating something new.We'll go through:Focusing on the bigness of itNeeding to have everything figured outWavering and indecision7 simple steps to create the clarity you need to move forwardResources from this episodeIf you are interested in learning about what coaching looks like with me reach out and Book a Discovery Call.Catch up on the Powerback® Episode 161: Are you stuck in this mental cycle?Learn all about Realign - my course to help you undo the shoulds, reclaim yourself, and get realigned back with yourself and your business that's going to run again this summer.1:1 Coaching with LauraAura – My mission is to help you align and simplify so you feel confident, trust your intuition, and expand in ways that make you feel alive. I combine energy work with grounded, practical action, and together we'll acknowledge the limiting beliefs and habits that may be holding you back while leaning into who you truly are and how you work most efficiently.Connect with LauraAuraTikTok: @thatlauraauraInstagram: @thatlauraauraWebsite: LauraAura.comSupport the showTHANK YOU, GUTSY TRIBE!We love, love, love to read your comments, feedback, and reviews. If you haven't yet, drop us one below! Your review might even get highlighted within one of our gutsy love posts or on our website.https://podcasts.apple.com/ar/podcast/the-gutsy-podcast/id1445481970

success entrepreneur coaching inspiration entrepreneurship focusing clarity overwhelmed move forward motivate female entrepreneurs discovery call realign gutsy what to do next

Healthcare's Leadership Gap with Ronnie Kinsey | E. 72

Play Episode Listen Later May 31, 2023 36:20

As healthcare continues to move through a challenging transition, Ronnie Kinsey explains to Jim Cagliostro how he works with healthcare leaders to surpass their greatest goals and resolve leadership gaps. Episode Introduction Ronnie highlights the importance of exposing clinicians to the business side of healthcare, how ‘'one to one to one up'' leadership can lead to multiple gaps of ‘'abyss potential'', and why people must prioritize behavior and check things at the door. He also explains why all leaders should consider an outside resource for support, why coaching is not therapy, and how attitude is key to successfully nurturing leaders. Show Topics Healthcare has to incorporate the business side The challenge of one to one to one up leadership Promotion can result in leadership gaps Behavioral procedures take priority in healthcare The impact of culture in filling gaps Developing leaders comes down to personality and attitude Frontline employees can resolve hospital painpoints 04:19 Healthcare has to incorporate the business side Ronnie said that clinicians must be prepared for the business side of healthcare at an earlier stage. ‘'There are so many people who got into healthcare with the idea of delivering care. They wanted care. But then you and I have had conversations. You're doing the business side of healthcare now as well. There is the whole business side of healthcare, which cannot be ignored. I think that clinicians schools could probably potentially do a better job of preparing clinicians for the business side of healthcare. Because …..if the bills aren't paid and if there's not access to plan for growing for the future, we've got a problem. So that's got to be there, but I think that it has to be really ingrained into the clinician earlier on. That would be one of my big asks for the new educational shift is that clinicians just be much more attuned to the business side of healthcare. Definitely don't lose the caring side, but be aware of the business side.'' 07:30 The challenge of one to one to one up leadership Ronnie explained gaps happen when people leave as most hospitals only have one leader on the frontlines. ‘'You on average have one leader per category of management. So the front lines, whatever, until you get up to the C-suite and it's divided other ways. So say you have one leader that you report to, then that's at one level and that leader reports up to another leader at another level. So it's generally a one to one to one up. Well, what if that chain breaks and one of those ones goes out? There's a break. There's no extra time to fill in for that missing person per se. And again, remember we just said it takes about four months to replace them. Well, how to bring the next person up to speed, how to even try to get them close to knowing the personalities that play on that particular whatever we want to call it, the ward, the unit, the floor, the department, service line, you can name that. So look already where the gap comes in. So then from the front line, some people are wondering, "Well, who do I go to?" Okay. We can give them names, we can give them a title and that's fine. That person doesn't have extra time for you. They already have their financial responsibilities because they're in leadership…. So now are they short of resource? Where do they go? There tends to not be just so many extra hands sitting around waiting to help out because systems are really under constraints overall, especially after COVID, right? We're under a whole new redefinition of the healthcare system. It's been coming, I'll say it's for sure been coming since EHR. Well, it became no exception after COVID. … I can make that example at every level, all the way up.'' 10:12 Promotion can lead to healthcare leadership gaps Ronnie explained why promotion can result in a cycle of resentment and resistance if clinicians aren't prepared. ‘'And again, leaders aren't necessarily born, but leaders can be developed. So then their lies the gap. There lies the gap. So often it happens in healthcare, somebody did so well in the clinical side, they're going to get promoted. Well, guess what? They like the idea, sounds good. They want to grow. They'd like to do something new and at another level. But boom, what if they're not prepared for the business side? What if now they're not prepared to hold somebody accountable. A, they didn't show up on time. B, didn't say the right thing. C, didn't have the right thing and you know where that goes? Then there's the accountability and the disciplining that takes place. Well, then you have resentment. Then you have resistance. Are you following me on the gap yet? Do you see where this turns into a huge cycle? And then at the same time, you need to be delivering care and healthcare efficiently, appropriately, timely and properly all the rights. Right person, right time, right thing, right place, right outcome, right? Applying all of those things, but your time factor doesn't increase. People don't have extra time to work on these things.'' 14:28 Behavioral procedures take priority in healthcare Ronnie said people have to check certain things at the door, set expectations and hold others accountable in the working environment. ‘'I'm going to share with you part of why I'm a coach now. I hired my first executive coach when I was working with a large pharmaceutical company to give a presentation overseas to our sales team and it had to do with behavior. And the executive coach says, "You can have your thoughts. You're entitled to your thoughts. You should have your thoughts, you're a human being. On the job, in this role, these are the behaviors that we'd like to pay you to perform." Boom. Cleared the sky like I'd never seen before. When I heard him say it the way he said it, he said, "You're entitled to your thoughts. You should have your thoughts. You're very welcome to have your thoughts, but on the job, please follow these behavioral procedures that we're asking you to follow."… The new phraseology seems to be like, "Bring your whole self to work." Well, you are anyway. And we are human, we have needs, we have issues. There's a time and there's a place for certain things you may or may not agree. And as adults, as professionals, as mature people, we do learn to check certain things at the door while we perform other things. It's just kind of understood. You'll be able to do that if you are a well trained, good intending, well hired professional. ….We have to set expectations and we have to hold people accountable. We know this is not ideal. We know that it'd be easier to be at the beach with ice cream right now or something like that. But we're now at work and we're doing this and we plan to do this throughout the next eight hours or the next 10 hours, 12 hours for the next three months, for the next three years, whatever it is, are you the right one to carry this behavior out with us during this time?'' 20:53 The impact of culture in filling gaps Ronnie explained why bringing in people short-term can create more gaps down the line. ‘'It's going to take six months to a year before trust develops really, really developed. Because every place of work has the stuff that people do not want to publish and talk about immediately. Every place, anytime you put two people together you have a culture. And we know that culture is important in every place and cultures are unique. Not to say that one is so one off like none in every other place, but every place will never have exactly the same personalities, exactly the same dynamic, exactly the same location, et cetera. So if you're bringing someone, say, who's temporary. Okay, you're here for three months. They have already checked your due date at the door. Okay, welcome. You're here in June, so see you later in September. You're three months. So they've kind of like got that circle around you we're just going to be nice for three months, sometimes. People can work well together. But also for the people who are staying, that's not their long-term solution. There lies another gap. Who's going to be here in October for them? Whether it's an option that that person could get hired on long-term or not, you're still in test phase. People may be withholding what are the real issues? Because what's going to get done about them anyway? And then some people worry, did I say too much? Did I reveal too much about what's really going on? Is it going to look bad on me? Because remember, it's easy to shoot the messenger.'' 25:20 Developing leaders comes down to personality and attitude Ronnie said that the right attitude is essential in leadership, but not everyone can be coached. ‘'So if we took two terms to work with, let's talk about, okay, there's personality. That's one thing. And then there's attitude. I want to go with attitude. I want to put weight on attitude. The right attitude can take you very far. So then there's kind of the innate attitude. Some people just have that bright shining sun in the sky attitude and they can weather the storm, what have you. Some just truly have that. Some can be shown to look at the sun rather than the mud. Okay. I like that. I heard a quote recently. "Two prisoners looked out from the prison bars, one saw this mud, the other saw the stars." What's your takeaway from that? Exactly. Yeah. You get to choose what you see. One saw a dirty, dismal, hopeless situation and the other one saw hope and aspiration. So attitude can be nurtured and developed, but it helped a whole bunch. If you already bring it, if you already bring it, the nurture curve is shorter. And by the way, as coaching goes, not everyone can be coached. Not everyone is willing to be coached. It's a possibility. It's not a guarantee.'' 32:18 Frontline employees can resolve hospital painpoints Ronnie said that frontline employees can offer viable solutions for the C-suite. ‘'How can you be the solution? What solution can you bring or suggest? Okay, let's go back to the pay grade conversation. This is one thing I want to take down to the lowest level. I think that companies who could ingrain into their people, I don't know if it could be an incentivized thing, can you look for the solution? Can you bring... So you've got a pain point, you've got a block, you've got a cog in the wheel. What in your view, what is the solution to bring that out? Because no one's going to know the pain better than you if you're in it. If you ask me if I'm up in the C-suite, there's no way,I would have to go and do some research. I would have to bring a meeting together to really understand what it is they're going through down there. Were you at the front line, pass the pain points up, but not looking like a complaint. What are one to two viable solutions that you see for your pain point? Bring that. Try to think of a solution-based approach. I hear your pain. Thank you for bringing that up. What do you think the solution is?'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Ronnie Kinsey on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: The impact of EHR on burnout in healthcare. ‘ I was involved in transitioning from pen and paper to the computer and I saw huge resistance from the clinicians involved and the leaders involved….The idea of burnout has been around for quite some time, but I began to see it really unravel when we started launching EHR.'' How multiple gaps can lead to ‘'abyss potential.'' ‘'… maybe you need to take off. Now, I'll circle back, there lies the gap again. I'm not saying wrong. I'm just saying this goes back to the gap. You need to be out. We got that. If you have the flu, please be out. Now our schedule will be a bit disrupted. So there goes back to a gap. A potential gap. And if not noticed and managed effectively and timely, you're going to have a mess.'' Why it's vital to consider an outside resource for support – and why coaching is not therapy. ‘'I want everyone who might be listening to know that you should never have second doubts about getting any help that you might think you need or want for your mental fitness. Coaching is not mental therapy. … You can get mental toughness from a coach, but it's not therapy. There may be therapists who do some coaching per se, but generally coaching is not therapy. I wanted to put that out there.'' Hospitals need to get a new wheel, not recreate one (and two inspirational quotes from Walt Disney and Elon Musk). What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

Listen to this if you've been Saved for more than 90 days

The Increase Life

Play Episode Listen Later May 28, 2023 20:56

Believe it or not there is more to life after you get saved. Watch this video and discover WHAT TO DO NEXT to Crush it as a Christian.

Connecting with your Patient Population with Doug Pohl | E. 71

business stories leadership giving losing healthcare hospitals connecting patients economics tapping population vie benchmark every body pohl lisa miller what to do next

Play Episode Listen Later May 24, 2023 29:51

Healthcare marketing has seen a shift from ‘'patient'' to ‘'consumer'' in recent years. Doug Pohl explains to Jim Cagliostro how a focus on heart and emotions can help to reconnect hospitals with their patients. Episode Introduction Doug explains why hospitals need to prioritize ‘'humanity'' over the bottom line, how to become a two-way mirror to build patient relationships, and why Business 101 is all about listening. He also shares how his experience as a singer/songwriter helped him to understand the power of storytelling, and why true leadership is about helping people climb the ladder. Show Topics Hospitals need to focus on humanity in marketing Losing the community connection Healthcare marketing is a two-way mirror Business 101: It's about listening Tapping into the power of storytelling Leadership is about helping people climb the ladder 06:54 Hospitals need to focus on humanity in marketing Doug explained why the shift to ‘'consumers'' from ‘'patients'' creates a deeper problem. ‘'I feel like a lot of them are doing a decent job, in that there's been this shift to people, you can't necessarily even call them patients yet, but to view them as consumers. So, they market to us as consumers. And I get that, and I think it's effective in some ways, but my personal view is if we're treating people as healthcare consumers, there's a deeper problem that we're not addressing. And I think to ignore that is a long-term mistake. So, I think it's really important that we focus on people's humanity and do it in some powerful ways. You and I talked previously, there's some commercials out there that tap into the emotions of what people are feeling when they go into a hospital, whether as a patient or a loved one or whatever the situation is, a clinician, whoever. Everyone has these strong emotions that come with them into a healthcare facility. And understanding those, having genuine empathy, feels like a weak word these days because we use it so often. But genuine concern for those feelings and for those people and wanting to help in real ways, even if it means less efficient business or a lower bottom line, but focusing on the heart and the emotions, I think is really the best path forward for marketing. And in my opinion, for operations in general.'' 09:13 Losing the community connection Doug said the acquisition of a smaller hospital by a larger system pushes patients aside. ‘' I think it sort of starts in-house with a disconnect with the clinicians and administrators and everybody who works in that system at that regional hospital, where they feel less of a connection with their organization, they feel like things are being imposed on them by the mothership, and all of a sudden everything's changed. They feel a disconnect. They feel pushed aside. They feel like they're not as important as they should be, and perhaps as they used to be. And I think there's a trickle-down that comes from that. They pass on those feelings to the community, whether in the hospital or outside in their personal lives. It does change how people feel subconsciously, at least. I live in a small community, and we do have a small regional hospital that's connected to a larger one, but we're friends with the nurses and the doctors. We see them out in town and at the gym, and we talk to them, we hear their struggles, and we hear how tough it is for them. And so, these feelings are being shared in the community, and it does impact you as a patient that when it's your turn, you go and you know what people are going through, and there's this sort of inherent disdain for the organization as a whole because of it.'' 12:36 Healthcare marketing is a two-way mirror Doug explained why every brand needs to reflect the audience back to themselves. ‘'In marketing, our job as a brand, any brand is to be a mirror, but it's sort of a two-way mirror. So, we want to reflect the audience back to themselves. The things that bother them, their challenges, their pain points, whatever you want to call it, we acknowledge those. We say, "Here's what's going on with you, we understand your situation." So, we reflect that, and we can do that not just by saying it, but we have to say it in the right way. So, we also reflect their exact words. That's why getting those videos, those voice recordings are important. Hear that, get that voice of customer data, in this case patients or whoever it is, but get their actual words and use it. As an organization, you might call a certain program, you might have an in-house name for it. Let's just use our imaginations here. But when you start marketing, people don't understand that. And maybe you're doing your research with your audience and you realize they're actually using a different name for it. Well, name, use what people say and give it back to them. That helps them feel more connection, that sort of subconscious connection that we can't measure, but it makes a difference. It really does. Once you have that and you genuinely understand, then you're able to present your solution or offer it in a way that feels natural. It doesn't feel salesy, it just feels like an extension of that connection.'' 16:31 Business 101: It's about listening Doug questioned exactly how much the needs of the patient are being heard today. ‘'How much listening is going on? Are organizations not just listening, but actually hearing and absorbing and really taking patient's needs to heart? Yes, there has to be a balance with operations and with the financial concerns and all of that. I get it. But at the end of the day, none of that matters if patients aren't happy. And I'm going to go back to the beginning here. There's this trend of calling patients consumers. If your consumers aren't happy, you need to change something. That's the whole point of the business. You have to have people happy to get them to spend money, otherwise they're going to go somewhere else, right? Business 101. So, I think the most effective way is to look at how we're listening. What are we doing? Where can we improve to listen better? And once we listen, then what are we doing with that information? Are we genuinely being that mirror? Are we giving people what they want? Or are we just putting on a light patina onto what we wanted to do anyways?'' 18:15 Tapping into the power of storytelling Doug said overlooking the human experience leaves out 80% of the marketing story. ‘'This is something I've been thinking a lot about lately. Stories are so powerful. It's incredible. And back in my songwriting days, it was always about the story. I'd make a point to go talk with whoever I could, wherever I was at. I wanted to go talk with strangers and just get them talking, just hear their stories. And it's amazing, people almost always want to share. I would write songs based on their experiences, based on what they told me. And those are the songs people love the best. They were real. They were actual stories that had a beginning, a climax and an end. And it was similar to their own lived experiences. So, again, it was taking people's stories, hearing their own words, and feeding it back to the audience. And so, it's the same thing that we can do with our marketing. We tell those stories. It's not just a disease. It's not just a treatment or a condition or whatever. It's a real person, who has parents and children and jobs and concerns and bills and whatever. That's all part of it. And to neglect all those different aspects of who they are, of what makes them human, that's to leave out 80% of the story or more. That's the meat that's really going to help connect with people, because everybody has those things. Not everyone has... pick a condition. Not everyone has diabetes, but everybody has bills and parents and jobs or whatever. So, that's how we connect, is by telling the whole story. It has to be a 360 view. And when we do that, I think it really opens up some amazing possibilities for what we can do, not only to create successful marketing, but to actually help and do what we're trying to do with healthcare.'' 27:28 Leadership is about helping people climb the ladder Doug said leading by example and turning to help others means everybody wins. ‘'My first management experience came from my job as a lifeguard in college in the summers. And my first year, I started off with a great manager who led by example. He never asked us to do anything that he wouldn't do himself, and he made sure we all saw him do it first. And then when it was my turn to be manager, I didn't do that. I was lazy, and I would just assume people knew that I could do things. And I learned very quickly that that was a big mistake. Now, what I try to show my team is, not only can I do it, but I can probably do it better than you because I have done it. I did it for years, and now I want to help you get to my level. So, then we can all grow, we can all benefit. Everybody wins. So, I think my leadership advice that I try to remind myself all the time is, lead by example and then turn around and help the next person up the ladder.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Doug Pohl on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: ‘'Everybody has a different story.'' From professional country music singer/singwriter to healthcare content marketer. Listen to Doug's unique journey. Following your instincts and avoiding ‘'normal'', how going with gut instinct was Doug's trajectory. ‘'I've never wanted to be normal. In high school, that was my only trajectory, was just to do something different and just go with my gut.‘' The power of storytelling: Why listening to people's stories is the first step to connecting with your patients. ‘'Not because we have a particular end in mind, because we want them to support an idea or to reinforce something that we might already know, but genuinely because we care.'' If a message misses the mark, it's not the fault of our audience. ‘'Anytime we're communicating, if someone's not understanding us, we sort of put the blame on them, but really the onus is on us. So, the question should be asked, "How can I do better? What is it that I'm not doing or that I need to improve in order to help them understand what I'm trying to say?" Giving data the time to filter through. Why healthcare's unique nature means results take time. ‘'Anytime you're working with people, it's going to take a long time. So, you want to be flexible, but you need to allow the data to come in.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700

Closing Healthcare's Purpose Gap with Lauren Pasquale Bartlett | E. 70

Play Episode Listen Later May 19, 2023 27:16

Lauren Pasquale Bartlett is the first Chief Marketing Officer at Ingenovis Health, healthcare workforce solutions providers. Here, she shares how hospitals can benefit from a clear purpose, and how to achieve it. Episode Introduction Lauren discusses how purpose is every organization's North Star, how it creates passion and reveals the survey that shows people prioritize purpose over profit She also shares Ingenovis' ACT (Advocacy, Careers, Tools) program, discusses the rationale behind ‘'building a home for healthcare talent,'' explains why support from the C-Suite is vital to achieve purpose, and outlines how leading by example can impact an entire organization. Show Topics The purpose of Ingenovis Health Highlighting the human element of healthcare Bringing your purpose and mission statement together The common challenges of achieving buy-in How to bring purpose to life Leading by example and leaning into purpose 01:54 The purpose of Ingenovis Health Lauren explained how Ingenovis Health became one of the largest healthcare staffing companies. ‘'… I'll start with Ingenovis Health because it's kind of new to the market. Ingenovis Health was founded in early 2021 with the merger of four leading healthcare talent providers, and at the time, that was Fastaff and U.S. Nursing, Trustaff Travel Nursing and CardioSolution. So those four companies came together in the early of 2021, and we've since acquired three more. So now Ingenovis Health is one of the largest healthcare staffing companies in the industry. We're about a $2 billion company placing around 10,000 doctors, nurses and allied professionals in positions nationwide. They're mostly travel positions, Jim, temporary positions, some permanent, but really, really large reach in who we place in our clients nationwide. As Chief Marketing Officer, I'm responsible for the marketing, the brand, the communications, and as the first chief marketing officer of Ingenovis Health, I also had the unique opportunity to contribute to the development of the purpose and the mission for the new organization.‘' 04:04 Highlighting the human element of healthcare Lauren said we need to be aware of the impact of ongoing trauma on frontline employees, especially after the pandemic. ‘'…we have to just keep the human element at the core of it. And you know better than anybody, when you think about how much the nurses are dealing with from long shifts to understaffed units, lack of PPE during COVID, I think you could easily disassociate yourself from the idea that those are real people with their own lives and families, and they're dedicating so much of their energy and their attention to their patients. So it really is a very human industry, and you have to, again, keep them at the core of it. One of the things about our nurses, our doctors, our allies, is that they're just experiencing stuff that other people don't experience in their jobs. So they're seeing a lot of death, particularly during COVID. They're experiencing traumatic events along the way, and oftentimes they're called to come back in on days off, even though they haven't really had a sufficient break just because there's not enough help. So you really have to keep thinking of them as you define purpose in anything that impacts the healthcare industry.'' 10:34: Bringing your purpose and mission statement together Lauren illustrated how Ingenovis Health linked their purpose and mission statement in a post-Covid context. ‘'The mission statement for Ingenovis Health is that we create ecosystems where healthcare talent can grow, thrive, and deliver the best patient care. And so as I was mentioning before, another thing that was coming out of COVID was you'd find a nurse or a doctor who had just done 18 months of COVID assignments back-to-back and really needed a break. And so through the merger of our seven different companies, we provide those opportunities that they can choose based on where they are in their careers, their lives, or their psyche. So for example, someone who's really burned out on bedside can come to our company healthcare support and get a mental rest. Maybe take a one year or two year assignment as a case manager, someone who's working remotely, just not bedside, but still apply their clinical talents. On the flip side, you might have a nurse who's trying to quickly grow their experience and accelerate their earning potential, and they can take a one week strike assignment with U.S. Nursing, working a 60 hour week in a high stress situation where there's really very little orientation and training, and that grows their value and their experience. And we offer the same thing for doctors. Doctors within our locum tenens company, VISTA can take short or longer term assignments around the country and through our brand CardioSolution that places cardiac specialists in underserved communities, rural communities nationwide for one to three year assignments. So there's a lot of variety there. And depending on where you are in your career, we feel you've got the home, you can stay in this ecosystem and still have a lot of different experiences.'' 19:40 The common challenges of achieving buy-in Lauren said the key to delivering purpose is the support of the C-Suite. ‘'What I've seen is that you do need the support of the CEO or your executive leadership or your managing director, whoever it is, or people don't take it seriously. And not everybody is always going to be the optimistic, hopeful champion of your purpose that you are envisioning. But those folks can get on board if they see it in the leadership above them, and they can at least believe, well, this is where he thinks we should be going, where she thinks we should be going. So again, that top-down leadership is vitally important, and then you have to be serious about it. It has to remain a focus in your strategy as well as operations. So did you hire the proper people? Are they properly skilled? Did you devote resources? Did you give it attention? Are you talking about it? Because if you're not authentic in your commitment to the purpose, it becomes pretty clear, especially during tough times when you have to make difficult decisions about where to invest time and money.'' 22:08 How to bring purpose to life Lauren said Ingenovis try to understand the voice of the clinician and recognize their teams to bring their purpose to life. ‘'Some of the things we do, in addition to trying to understand the voice of the clinician, we also make sure that we take time to recognize the opportunities to reward them, recognize them, like Nurses Week, Doctor's Day, Mental Wellness Week, these are the things that we try not to miss, and we try to say, you're thinking about it, we're thinking about it. Let's make a big splash with the resources we have. We've also had a very successful PR campaign over the last few years where we've been able to secure placements for our nurses and our doctors on really large media outlets, including the Today Show multiple times. Good Morning America, CNBC, Fox News, really, really big news outlets who are giving our nurses and doctors a voice and a chance to be heard. And that's an authentic way for us to bring the purpose to life because going back to that research we did before developing the ACT program, how can you develop a program if you don't know what people are seeking, what they're dying for? One of the things we heard is that the nurses felt like they weren't listened to and they didn't feel like they were part of the conversation, and they got a lot of hero accolades in the beginning of COVID, and then it really died down and got quiet. But it's not because they stopped doing exactly the same thing. It's just our attention moved on to other things.'' 24:56 Leading by example and leaning into purpose Lauren said the customer must be the focus in all areas of leadership. ‘'…. like anything in marketing, just be thinking about your customer. And for me, again, I made such a big shift. I was working in sports for a long time. I made this shift into healthcare, and I've just learned so much and grown to respect and value the contributions of everyone in this industry. It's complicated and it's often challenging. There's many opinions about who's the villain and there isn't one. It's just a really complex market with financial pressures and these shortages that are happening. So just always be thinking about your customer. The other thing I would say is lead by example, because it's just amazing how much other people will mirror your attitude and your actions, and you want to be a force for good in your organization. That I think the last thing I'll say just based on our topic today is lean into purpose as part of driving clarity and focus for your teams. So you're not only creating alignment, but you're also inspiring passion for what you do and why you're doing it, and giving them a sense of pride in the mission. So that consistency in action and messaging is really important.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Lauren Pasquale Bartlett on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: Linking purpose and passion: ‘'I think different companies do it in different ways. For us, we look at the purpose as the North Star, the guiding light, your vision for what the company stands for today and in the future. And the mission statement for us is how you achieve that grand vision. So in other words, the mission statement is what you're creating along the way to fulfill on your purpose.'' Creating a clinician focused clinician first purpose; the rationale behind ‘'A home for healthcare talent.'' How purpose creates passion, and the study that found nearly three quarters of respondents believe purpose should ‘'have more weight than profits''. Creating the ACT program (Advocacy, Careers, Tools). How Ingenovis Healthcare committed to improving the careers and wellbeing of its clinicians. ‘'That was us bringing the purpose statement to life, and it's a program that we're investing in.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700

Why Nurses Need Mentorship with Jenny Finnell | E. 69

success entrepreneur coaching inspiration entrepreneurship routine motivate wake up call reconnect female entrepreneurs gutsy what you want worksheet know what you want what to do next

Play Episode Listen Later May 10, 2023 47:08

Growing numbers of nurses are struggling with the demands of their profession. Jenny Finnell explains the benefits of mentorship and the expanding mission of Nurses Teach Nurses to Jim Cagliostro. Episode Introduction Jenny shares her foundational belief in ‘'paying it forward'', how everyone has a role to play in mentorship, why nurses need a safe zone, and the impact of the pandemic on burnout. She also highlights the financial benefits for hospitals supporting mentorship, her global vision for Nurses Teach Nurses, and why a 45% rise in demand for advanced practice nurses reinforces the urgent need for support. Show Topics Journey to CEO and Founder of Nurses Teach Nurses The reality of a career in nursing Providing a safe zone for struggling nurses Learning to cope with suffering and death How the pandemic contributed to burnout Encouraging nurses into mentorship The benefits of mentorship for hospitals 02:35 Journey to CEO and founder of CRNA School Prep Academy and Nurses Teach Nurses, Jenny explained how Nurses Teach Nurses grew out of community. ‘'I've been an anesthesia provider now for nine years. Prior to that, I was a medical ICU nurse for three years. I've been in the realm of nursing for 14 years in total. Back in 2018, I actually got on social media for the first time since prior to grad school and I called myself Jenny CRNA, and I started getting direct messages on, "Hey, I've been facing a lot of setbacks and failures. Can you help coach me on how to get into CNA school?" I started doing that and I handed out my cell phone was chit chatting with people, probably about 10 or 15 people when I actually decided, "Wow, this is getting to be a lot. Let's make a Facebook group so I can talk to everyone at once. I'm kind of a broken record sometimes, so that way I can say one thing and have everyone hear it." I had a network, I had a community. I knew program faculty, I knew a lot of CRNAs, a lot of CNA leaders. I really pooled on my community to really help these nurses. They were finding a lot of success and just overjoyed with the help they were receiving. Before I know it, that group grew to 6,000 people. I was finding myself spending a lot of time mentoring and coaching, and that's when I started CRNA School Prep Academy because I was kind of burning myself out, if I'm being honest. I was working 40 hours a week, had two little kids and spending 20 hours teaching for free. I'm like, "Wow, I really want to do this, but how can I monetize my time?" CRNA School Prep Academy was born and where Nurses Teach Nurses comes into play is I've been doing CRNA School Prep Academy and mentoring for three years now and we've mentored over 5,000 ICU nurses and went through the pandemic during all that time.'' 08:13 The reality of a career in nursing Jenny said nurses are the only people who relate to the needs of other nurses. ‘'…I think what's hard is the reason why I like the concept of Nurses Teach Nurses is no one can really truly understand the footsteps of a nurse unless you have been there. It's like being at war and being in the trenches with someone else. You understand what it's like, and that's what nurses need. They need that relatability piece. They need their peers to fall back on for that support. I knew now was the time, because I don't want to see this happen to our profession. I want to see a big change happen in a big way. Sometimes I think I'm crazy for dreaming up all the things that I hope to accomplish. I think a lot of people are stepping up to the plate, but we have to try to tackle this big problem in our country. We're all going to be in big trouble. We rely on nurses for healthcare, and we need to help them flourish in this profession, not deter them and help them leave, which is all we've been doing. While this is not one thing fixes all, I do think providing support and mentorship and career opportunities, career advancement opportunities, connection with community, that's a huge part of it. We've never had a platform to really stick together and do this. I hope to create this big platform to bring nurses more career opportunities and satisfaction.'' 12:42 Providing a safe zone for struggling nurses Jenny explained why the absence of the right support is having a significant impact on nurses. ‘'So I think a lot of nurses struggle with guilt and wanting to leave the profession that they thought they were so passionate about and loved. I know a lot of ICU nurses feel that way. I didn't cut it, I didn't cut it. I thought I was capable and I clearly wasn't. It's not their fault. They just didn't have the right support system. I think that's part of the reason why we're seeing these nurses in the first few years burn out because they were struggling and they feel alone and they're scared, they're fearful. All this media that has been pushed in the media, they're afraid to go to jail. They're afraid to be put in prison. They're afraid to make a mistake. They're afraid my coworkers are going to think I'm stupid. I'm not capable. They don't tell a soul. They don't think they can even talk to their coworkers or they're afraid they're going to be a black sheep now in their unit. What I think about Nurse Teach Nurses is, we can provide that safe zone of, I don't know who you are, I don't even know where you work. Let's talk. I know you're a nurse in the ICU, in the medical I C U. I need support. I feel like I can't get it on my unit because maybe it's a toxic unit and I wish that wasn't the case, but it's true. I think all nurses need access to a safe place to ask questions.'' 16:23 Learning to cope with suffering and death Jenny said young nurses in particular need support in dealing with the trauma of their job. ‘'…. if you think about where you are when you graduate nursing school at 21, 22 years old, you really are, I feel like I'm aging myself, but you are a very young adult, if not a very large child. That's for my own self. Right? I know for me, speaking back when I first started in the medical ICU, I saw death all the time. I didn't live through a pandemic. H1N1 was the scariest thing I saw. I saw girls my age dying, having babies in the ICU on ECMO and Prisma and things like that. It was terrifying to go into a room with someone on my birthday and take care of them on their deathbed. That being said, it was so hard for me to cope. That was the only time in my life I could probably say I was clinically depressed. It's because I was faced with the fact that I was taking care of death and suffering all the time, and it really broke my soul. I think as a young adult, if you don't have a good idea of what death is to you and what it means for afterlife and all of the things that you have to really think about as you get older and you typically do when you have more death around you, it's abrasive. It's like a gut punch in the stomach. It's a hard face of, this is a really cruel, harsh world we live in. As a young adult, it's hard to cope with that. You feel like maybe you're not strong enough and you kind of take this badge of honor. I should be tough and I don't want to cry. I cried one time so much in the ICU that I actually got a tear duct clog the next time.'' 21:10 How the pandemic contributed to burnout Jenny said a focus on mental health and support through mentoring can help nurses to cope with managing complex emotions. ‘'… I do think the pandemic poured gasoline on a fire essentially where it was already burning and now we're burning more. We're seeing a more noticeable statistical exit. I also think that the stress the pandemic has put people in a mental state of not having the energy to talk about it and to deal with it. I experienced this particular experience when I was in grad school where just the idea of coming home from a stressful day and trying to talk about it, I was like, I can't. I'm empty. I can't. The whole idea of talking about it rehashes those emotions and feelings and stress to where that in itself seems like a huge chore. I think that's where nurses are at right now. They don't even want to try to deal with it because that in itself would be the breaking straw that could kill them. Mentally and physically, burnout and doesn't just affect your mental status, it affects you physically. The stress hormone, cortisol does wreak havoc on your body, panic attacks, high blood pressure. There are a lot of things, no sleep, insomnia. There are a lot of physical problems that develop from emotional stress that's not handled. I think we've let it go so far that we just, I don't think there's a way to turn a hundred percent back, but what I do think is going forward, we have to focus on mental health and support and guidance and the outlet for these nurses to share what their emotions with someone who gets it, someone who's lived through it with them, who can give them that sounding board of you're not abnormal. It's okay to feel these frustrations, anger, grief.'' 28:31 Encouraging nurses into mentorship Jenny said mentoring offered a huge opportunity for professional growth and fulfillment in the nursing profession. ‘'…how can we get someone's interest in doing this? That's why, again, they monetize their time. Do you go out and garden for an hour, or do you spend an hour on a call with a nurse? Both are really rewarding, but I think it's just getting someone in that habit of, okay, I'm being rewarded for my time and I'm getting people kind of used to that. This is a normal relationship to have between nurses. Yeah, what my fear is, if we don't make a big change to allow nurses to connect with other fellow nurses and bring in all of the expertise and like you said, the retirement nurses brains or experienced brains to share with our next generation, we are missing a huge opportunity for growth both professionally and innovativeness for the community, but just fulfillment wise for the actual nurses who are currently doing the job.'' 35:31 The benefits of mentorship for hospitals Jenny said partnering with hospitals is beneficial to nursing, without requiring a financial investment. ‘'What I would say is it's no risk in my opinion with promoting mentorship among nurses, especially through the platform Nurses Teach Nurses because it's self-fulfilled. It doesn't require an investment from a hospital. Nurses are clearly already willing to pay for someone else's time. If you go to Nurses Teach Nurses and read through the testimonials just within the anesthesia space, they're glowing reviews. Again, with the first month that we actually were open, we were already profitable. Again, this could be looked at as a partnership or maybe could even be a partnership where again, we could actually help the hospital system not only provide mentorship, but again, if it's a partnership program where, again they're sending us nurses who need the mentorship, it could be a really beautiful relationship where both parties could win. I think that finding ways where we're not going to drag more money out of the healthcare system because I'm very aware that most hospital execs feel like there's just no more money to spend. I get it. I've been fortunate enough to be a part of monthly meetings where I currently work as a CRNA, and we talk about stuff like financials, and I know some hospital systems are really in dire constraints. I think that we need a solution that's not going to pull more of those resources out of the system, which is why I feel like the system kind of fuels itself and which is why I designed it that way. I want it to be, if you think of Fiber or Upwork, it's kind of like a freelancing marketplace. This is kind of what this is.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Jenny Finnell on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: Jenny's motivation behind Nurses Teach Nurses: ‘'I wanted nurses to support nurses. And I also believe in the power of nurses mentoring, precepting, teaching, supporting. Nurses Teach Nurses was born, which is an open marketplace where nurses can act as a freelancer and get paid for the time they spend mentoring.'' From resume edits and transcript audits to mentor coaching, why everyone has a role to play in mentorship. Why the pressure to prove themselves can have a negative impact on nurses. ‘'It's a very female based profession…there could be something that women feel like they have to prove because we've always been kind of held a different standard and to men.'' The need for mentors: why the increase in demand for advanced practice nurses emphasizes the need for mentorship. ‘'I've read a statistic that we're going to grow by 45% with the need for advanced practice nurses by 2027. That's huge. The fact that we're going to grow by 45%, that's double what most other career paths are.'' How Nurses Teach Nurses helps health systems: ‘'For every 1% decrease in hospital churn, I think I read that it saves $250,000 for the system.'' Phase 1, 2, and 3 for Nurses Teach Nurses: Jenny's vision of global expansion, and helping nurses to overcome limiting beliefs and step into leadership. What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700

Powerback 158: Do you know what you want?

The Gutsy Podcast

Play Episode Listen Later May 4, 2023 20:30

When was the last time that you asked yourself, what do I actually want?I would imagine that on a day-to-day you are in a routine, you have boxes to check, and you have expectations to fill. I would imagine a whole bunch of people need things from you. If you don't take action, you're not gonna be able to grow your business. Every single day there is stuff, and unless you get off that hamster wheel of doing, this cycle of perpetually making shit happen. What ends up happening is that months or sometimes years go by and you sit and find yourself thinking, I don't even know what I really want. I have no idea what makes me happy anymore and I don't know what to do next. The good news is that's shiftable, and this week's Powerback® episode is going to be your wake-up call so you can get back in touch with who you are and what you actually want in the first place.We're going to walk through:Powerback® 158 Worksheet to reconnect with what you wantResources from this episodeYou can grab the simple Powerback® 158 Worksheet I prepared to help you rediscover what you want here. Join the Gutsy Collective - The Gutsy Collective is a community of energetically driven female entrepreneurs + visionaries who desire meaningful growth – mentally, physically, and energetically. Join us online or in person for monthly mentorship to reignite your fire and get the answers you seek.Alignment Sessions: get fast + clear answers – Sometimes, you simply need a fresh set of eyes and clear direction on what step to take next. Alignment Sessions are 90-min individual coaching sessions designed to help you realign your energy and get a clear action plan so you can save time and start growing.1:1 Coaching with LauraAura – My mission is to help you align and simplify so you feel confident, trust your intuition, and expand in ways that make you feel alive. I combine energy work with grounded, practical action, and together we'll acknowledge the limiting beliefs and habits that may be holding you back while leaning into who you truly are and how you work most efficiently.Connect with LauraAuraTikTok: @thatlauraauraInstagram: @thatlauraauraWebsite: LauraAura.comSupport the showTHANK YOU, GUTSY TRIBE!We love, love, love to read your comments, feedback, and reviews. If you haven't yet, drop us one below! Your review might even get highlighted within one of our gutsy love posts or on our website.https://podcasts.apple.com/ar/podcast/the-gutsy-podcast/id1445481970

Exposing Healthcare Fraud with Jonathan Tycko | E. 68

Play Episode Listen Later May 3, 2023 32:41

High levels of government funding means that the value of healthcare fraud runs into billions of dollars annually. Attorney Jonathan Tycko discusses his role in representing whistleblowers, with Jim Cagliostro. Episode Introduction Jonathan explains why the value of healthcare related cases under the False Claims Act ($1.8 billion recovered in 2022) represents only a fraction of the real total, why most people are reluctant to become whistleblowers, and shares the universal mistake all health systems make. He also urges hospitals to focus on mission over money and explains why compliance isn't the enemy of healthcare. Show Topics Representing whistleblowers in qui tam lawsuits Understanding healthcare fraud Analyzing statistics in healthcare fraud Whistleblowers share key characteristics The risks of becoming a whistleblower Compliance should not be seen as a problem Hospitals must focus on mission, not money 02:46 Representing whistleblowers in qui tam lawsuits Jonathan explained his move into the healthcare niche, and the meaning of ‘'qui tam.'' ‘'This particular practice that I'm in now where I represent whistleblowers for reasons we can get into as we go along here, tends to be very focused in the healthcare sector….about 15 years ago, I got a call from a person who was involved in one of these cases and he says, "I'm a relator in a qui tam lawsuit and I'm looking for a new lawyer to help me with an appeal." And I said, "I don't even know what those words mean." Even though I had been practicing law for about 15 years at that point I had never heard of these kinds of cases before. It is really a very niche practice, there are very few of them. But I took his case and through that really learned a little bit about the False Claims Act, which is the statute we operate under mostly. And just got really interested in it from that one case. And then slowly over time started to look for other opportunities to represent clients in that area. Did a little marketing and so forth and over time built up the practice. And now this is almost exclusively what I do as a lawyer, which is representing whistleblowers in what are called qui tam lawsuits, which is where a whistleblower is bringing a claim for some type of fraud, where the fraud is really committed on somebody else, usually the government or government programs. But it is brought by a private whistleblower that is specifically authorized by certain laws.'' 06:03 Understanding healthcare fraud Jonathan said any type of fraud in healthcare is likely to fall within the False Claims Act due to the extent of government funding. ‘'Well, at a very high level of generality, it's just what it says. It's any type of fraud scheme that is impacting the healthcare system. What we're focused on a little bit more specifically is, like I said, there's this statute called the False Claims Act, which makes it illegal to basically commit fraud on the government or on programs that are funded with government dollars. And as you know, obviously a huge percentage of healthcare spending is funded through Medicare, Medicaid, Tricare, the VA system, and these are all programs that are covered by the False Claims Act. So any type of fraudulent conduct or unlawful conduct that is widespread and that impacts the healthcare industry is likely to cross paths with the False Claims Act because of all those government dollars that are used to fund our healthcare system. And so any sort of fraud... And I can run through a whole bunch of different categories and give you some sense of what the types of cases are, but pretty much any type of fraud that is ongoing in the healthcare industry is likely to also violate the False Claims Act. And so a whistleblower, somebody who has non-public information about that fraud, is a potential whistleblower under that statute.'' 07:45 Analyzing statistics in healthcare fraud Jonathan said that the high levels of healthcare spend makes it difficult to provide accurate figures on fraud. ‘'It's really hard. It's an interesting question. It's really hard to talk about fraud in a statistical sense because you only know about what gets reported. And so you never really know how much fraud is occurring that you don't know about. So what I can give you some sense of is what is reported by various government agencies that have access to some statistics. So what we know is that pretty much every study that's done of any government program where they're looking at what are the rates of what folks in the government call fraud, waste, and abuse. So it's not all just intentional fraud, but it's also just wasted money. They're looking at, "If we spend a billion dollars, how much of that is going to actually go to the program and how much of it is going to just get siphoned off through fraud, waste, and abuse? And they pretty much always conclude that it's about 10%, which is a shockingly high number, but that's usually what they conclude. And so what I can tell you is I can give you some more very, very specific statistics. So if we look at just this past year, 2022. The government reports statistics under the False Claims Act every year. So in 2022, the government recovered about 1.8 billion in healthcare related False Claims Act cases. And that's somewhere around 2 billion a year. Again, that's what they recover. So the actual amount of fraud is probably some multiple of that. And that's just the federal government, right? The state governments recover more on top of that if there are Medicaid dollars, because Medicaid is jointly funded by the federal government and by state governments. So that's even a little bit of an underestimate. My sense is probably the real number is about 5 billion a year in recoveries and maybe five X or 10 X more of that that isn't recovered. So it's a lot. And it's a lot because healthcare spending is so huge.'' 12:44 Whistleblowers share key characteristics Jonathan said most people are reluctant to take action when it comes to whistleblowing. ‘'….everybody, when you ask them in the abstract, "Well, if you saw your employer doing something illegal, would you turn them in?" I think most people would say, "Oh, yeah. Yeah. Of course I would." But then in practice, most people actually don't because we have these very, very strong instincts to want to get along with the people we know and work with. It turns out that most people, even most good people who would never themselves do something dishonest, won't blow the whistle when they see it happening in an employment setting. And what I've noticed is that the people who do, the people are willing to blow the whistle, tend to have some fairly unique personality types. They're people with a strong sense of self-identity. They're not necessarily people who are just going to go along to get along. They have a strong sense of right or wrong. Often they have a strong sense of patriotism because a lot of these cases have to do with injuries being done to the government and to taxpayer dollars. And so they have this sense of wanting to stick up for the country or for the community. And so they're often are motivated by some strong personality trait, and they tend to be very strong-willed people.'' 13:36 The risks of becoming a whistleblower Jonathan said whistleblowers risk dismissal from their jobs for raising concerns with employers and play a key role in providing information. ‘'And this goes to the question of what is the role of whistleblowers within organizations? Often by the time somebody has called me, they've already tried to solve the problem internally at the company or in the office or with their employer. And what they've run into is being told to keep their mouth shut, being dismissed, being told they're crazy, maybe being fired because the company doesn't want to deal with it. And so they've tried to fix the problem and they had been met with this stonewalling or evidence that the company isn't going to deal with it. And that's usually what's happened before they call me. Then the next question is, "Well, what role does the whistleblower actually play in one of these cases?" And what are called again, qui tam cases. These are cases brought under the False Claims Act by the whistleblower. The main role in that case is for the whistleblower to actually provide the information to the government.'' 19:35 Compliance should not be seen as a problem Jonathan said that healthcare's focus on the bottom line is an obstacle to compliance. ‘'If they're in a rush to ramp up the company and they're trying to turn the company profitable and go public or sell it, trying to get to the next round of VC money or whatever it is, there's a strong pressure to focus very much on the bottom line. And sometimes compliance issues can at least not stop that, but can slow it down a little bit. And so often when the whistleblower raises his or her hand and says, "Well, wait a second. Isn't the way we're marketing this drug or isn't the way that we're billing for this procedure, whatever the issue is, isn't that maybe wrong?" There's often, in companies like that, a tendency to instinctively say, "We don't really want to hear about that." No. No. Because God forbid the answer be, "Yeah. It's wrong." Then we might have to change how we do things and we don't want to change how we do things. So there's that instinctual resistance to it. So again, that's a corporate culture thing. So what I would say is you can't, and particularly in healthcare where it's such a heavily regulated business, you can't just view compliance as a problem. You have to view it as just part of the business, right? That you have to deal with compliance. You can't have this negative view that compliance is just something to be minimized and dealt with. And so if a whistleblower within the company... They're not really a whistleblower at that point, they're just an employee who is raising an issue that they see in the company, right? They haven't become a whistleblower yet.'' 30:06 Hospitals must focus on mission, not money Jonathan said the priority in healthcare has to be the service provided. ‘'But don't become obsessed with the money. It can't be about the money as the first priority, right?The first priority has to be, "Let's provide the service, provide the product, do it in a safe way, do it in an ethical way." And if you do that and you do it well, you will make your money. But if you go into the healthcare business and you think making the money is the thing, your chances of running into legal problems go way up because it is a regulated industry. It's a highly regulated industry. It's an industry that the government watches carefully. And people within the industry, a lot of them do know about these whistleblower rights. And so maybe you can make some money for a little while, but eventually you'll get caught. So just keep your eyes on the prize. And the prize should be, "Am I fulfilling whatever the mission of the company or my healthcare mission is?" Take compliance seriously. It's just part of the business. It's not something outside the business that you have to view as the enemy. You have to view compliance as just part of the business and take it seriously. So from my perspective, that's what I would say to somebody running a healthcare entity.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Jonathan Tyko on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: The niche nature of whistleblowing in healthcare: ‘'There are only about 600 of these cases that are filed nationwide every year. And just to give you some sense, that is out of about 400,000 cases that are filed every year in federal court. So this is tiny, it's one 10th of 1% of the lawsuits in the country.'' The potential rewards for whistleblowers in successful cases: ‘'In some of these cases the recoveries are quite large. Just in fiscal year 2022, the last reported fiscal year, the federal government paid $488 million to the whistleblowers in False Claims Act cases.'' Why not taking whistleblowers seriously is the universal mistake made by healthcare systems. Why a feedback loop is essential in encouraging people to become whistleblowers. ‘'Sometimes the employee thinks the company is doing something illegal, but actually they're not. And so it's also important, I think, to have a feedback loop that goes back to the employee that says, "Yeah. We've heard you." Understanding the process: Why litigation can take years. ‘'The process is slow. The government investigations often take months or years to complete. And then if you have to litigate on top of that, that's more months and years. And in some sense, the stronger cases take the longest because those are the ones that get investigated the hardest, that have the most dollars at stake.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700

Taking Back The Business of Healthcare with Preston Alexander | E. 67

netflix man living cost preparing healthcare hospitals economics ceos catholic titanic blockbuster clinicians vie taking back benchmark unitedhealth group lisa miller what to do next

Play Episode Listen Later Apr 26, 2023 32:02

US healthcare costs are the highest in the world, yet health outcomes lag behind other countries. Preston Alexander shares his mission to prioritize patient care and clinicians over profit with Jim Cagliostro. Episode Introduction Preston explains that the principal issue with US healthcare is its profit-driven approach, why healthcare must be a forward-thinking Netflix, rather than an obsolete Blockbuster, and why the nursing shortage is the result of a broken system. He also emphasizes how understanding the line item hospital costs can significantly benefit clinicians, and the importance of an empathetic mindset. Show Topics The current path of healthcare is unsustainable Turn the ship around or build a new one? Clinicians need to understand the business of healthcare The ability to analyze financial statements is an invaluable skill Hospitals benefit from having clinicians in leadership roles Preparing clinicians for leadership 06:08 The current path of healthcare is unsustainable Preston said the profit driven nature of healthcare is leading to higher costs and poorer outcomes. ‘'. .. I think the primary issue that I see is that, and you talk about systems level problems, is our healthcare system operates within a much broader context. The context being a system of capitalism. And it was created in a way, in more modern times, I suppose, if you want to look at it that way, to maximize profits. And all the systems we've designed have created a little bit of a bifurcated system whereby you have wealthy individuals who are covered by insurance and can afford all the out-of-pocket fees and charges they have to pay if they need healthcare. And then the rest of the population who's functionally uninsured or underinsured or doesn't have insurance at all, and then what they can access. So, if you wanted to just really take one big giant swath, like what's the problem in healthcare, is that it's fundamentally profit driven first, and healthcare fundamentally is a function that can't be delivered appropriately to everyone with profit being its primary driver and outcome. We see examples of it all over the place. You have insurers who are supposed to help you avoid catastrophic costs related to healthcare, who make... United Health Group, I think in 2022 profited $20 billion or something like that. So you're just talking about outrageous numbers. It made, I was just looking at their financials this morning actually, $340 billion in revenue. And it's like, what are we getting for it? More expensive treatments, more cost, worse outcomes, lower life expectancy, less access, more people left behind by financial design.'' 09:51 Turn the ship around, or build a new one? Preston said the broken healthcare system is the cause of the nursing shortage, but change is possible. ‘'… I am still going to believe, and I'm probably wrong, but that we can turn the ship because systems are what drives everything.... It's what we see with all the nursing shortages right now. We don't really have a shortage of talent, but we have a brokenness of systems. Today, we're 300,000 nurses short. If I gave you 300,000 nurses tomorrow, we'd be short again within a year or two because the systems are broken. You can't just throw good people into a broken system. But people design systems, people can change systems. So with that sort of premise foundation, the ship could be turned. We could turn the Titanic, but it's going to take leadership, it's going to take people at the top, it's going to take bottoms-up approach. It's going to take a lot. It's not an easy thing to do, neither is building a new one. But that's the alternative. We can try our hardest and get our CEOs on board or the people in charge or mutiny so they have to listen to us or whatever the things are. Or you can say, we're going to just do something different, not to minimize it in any way, but we're going to make Blockbuster obsolete. We're going to be Netflix. We're going to create something totally different and not even disrupt the system because it's so useless to us. So we're just going to go over here and do something else…..So it's, what can you do to build something outside of that traditional healthcare system? And I think both ways can work. I honestly think building a new ship is probably the best solution at this point, although I don't totally want to believe it because there's a lot of meaningful infrastructure. But also once you build a new ship, everybody aboard the old one's going to want to come over there and you can really access a lot of that existing infrastructure in positive ways.‘' 14:18 Clinicians need to understand the business of healthcare Preston emphasized the need to prioritize patient care and clinicians above profit. ‘'We have this big underserved population. And this hospital was dragging down the bottom line of a big not-for-profit health system that makes plenty of profit, believe you me. And so they closed the hospital. And that hospital had a lot of problems. It was under-invested in for a long time. It has a troubling financial population, but they approached it the wrong way. It was finance only, right? Like, "Let's just bottom line, little investment, and then let's get out of this and not take the black eye." But you can do the right things, but also understand the economic realities, like how do you invest in a new parking deck? Which they needed, because they had a condemned parking deck. You know what I mean? So bridging that gap, I think really helps everybody. So in the first way, it's just to get on the same page. We need to do the right things for patients. We need to do the right things for clinicians, deliver the best care, highest quality, all that stuff, first and foremost, absolutely. But then how are we going to cover it and pay for it and actually deliver it and pay people well and pay people fairly? Those are just the economic realities of the broader systems that we live and operate in. And so people always talk in a way that's like, it's either or. And I think it can be both. And I also firmly believe that if you do the former, which is start with patient care in mind, quality, safety, take care of your clinicians, the profit and the money takes care of itself on the backside. And I mean, we've seen examples of this before.'' 19:55 The ability to analyze financial statements is an invaluable skill Preston said understanding financials gives clinicians insight into what's really happening versus ‘'red herrings.'' ‘'But then more applicable to our conversation, I just think it's really beneficial, again, to my previous point, of knowing what goes into and what's required to operate a large organization. When we look at hospital financials, you see line items, and I think staffing costs are the biggest line item of any hospital. And you see that it's, I don't know, $13 billion. You're like, "Oh, whoa, wait a sec, I didn't realize that. What goes into all that?" Or you see supply costs $20 billion, and you're like, "Man." But in the same breath, you see revenue, $150 billion. Not for a hospital, it wouldn't be that much, but whatever it is. $14 billion or something. It starts to shift your perspective a little bit and you start to see, wow, these are really big, a lot of moving parts and pieces. Here's what goes into it. It's also a way to see the red herring where it exists, because in healthcare we have a lot of issues and then everyone's going to spin it in their own particular way.'' 24:53 Hospitals benefit from having clinicians in leadership roles Preston said clinicians can help hospitals to make better decisions on costs. ‘'Some really great, awesome tech wizard, hoodie-wearing guru comes in and sells this awesome vision and then the C-suite says like, " We're going to make this extra money. We're going to reduce costs here," And then you go to implement this $5 billion whatever thing you just signed up for. And then all of your clinicians are prepared to mutiny because you just jacked their workflows in an incredible way. And they're just like, "How much more work do you expect me to do to realize this sort of pipe dream that somebody sold you? And had you just had the previous chair of surgery now working in a nonclinical leadership role, who could have been in on those conversations?" Not to say that every hospital leaves clinicians out of the discussion, but I mean, they're a minor part. But when you can be at the table and say, "This is a terrible idea. Do you know what this is going to do to our workflows? This is not a good investment." So it can help really dictate not only don't cut this cost or don't cut this cost, it can really propel the financial health of an organization forward in meaningful ways too, to say, "We have these resources. This is where they'd probably be best allocated for patient care, for patient experience." And it's like, "And here are the returns that you can get from that improvement in patient care and experience." Because I think that's just such a big piece that's missing is the short-sighted financial management to lower expenses and maximized revenue.'' 27:19 Preparing clinicians for leadership Preston said building relationships with people in nonclinical positions can empower clinicians for leadership roles. ‘'.. I think the one thing that is super powerful and helpful is just to make friends with people who are in nonclinical positions. So I talk to people sometimes who wanted to make that jump in administration or something, and I say, "Well, go spend time in the purchasing department with supply chain, go set up internal meetings." I used to do this all the time in my previous companies. And I mean, listen, I get it. Everyone's super busy. And when you're on shift, bless you if you can find a bathroom break time. It's hard. You know what I mean? I totally understand that. But it can be very, very meaningful and helpful not only from a political want to move around in an organization perspective, but from a learning perspective is when you can make those relationships and talk with the director of accounting, VP of finance, chief of investments, whomever those people are who are close to the money, the revenue cycle management folks to build those relationships. And more often than not, I know people are strapped, I get it, but you can forge some relationships and start learning that business aspect coming from the angle of what is it that you do? Help me understand. I want to be a better X, Y, Z. So I just really would love to understand what are you dealing with all day every day? What are the practicalities? What would make your job easier? What makes it super hard? What's the most important thing to be successful in this type of position? And then you can really start to learn those fundamentals and the mechanics and the big drivers of that type of thing. ‘' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Preston Alexander on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: Preston's career journey and his motivation to understand the business side of healthcare. ‘'I would have people write to me saying that they had stage four cancer, they couldn't afford our products, but they're the only things that helped them. ….So never really sat right with me and I just didn't understand what was going on. So I launched myself into understanding more about healthcare from a business perspective.'' Living with economic realities, but moving away from a ‘'finance only'' approach. ‘'The famous phrase was like "no margin, no mission" coined by a nun way back in the day with one of the Catholic nonprofit health systems. And people say that a lot, but they just mean it to justify profitability…. But you can do the right things, but also understand the economic realities.'' "That'll be $10,000. Cost of a hammer, $5, knowing where to bang the hammer….'' How an engineering anecdote encapsulates the need for clinicians to understand hospital line item costs. Why it all comes down to ‘'infusing more empathy in everything we do.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700

Empowering Nurses In Leadership & Innovation with Rebecca Love | E. 66

Play Episode Listen Later Apr 19, 2023 42:16

Giving nurses a voice in healthcare is the mission of Rebecca Love, Chief Clinical Officer at IntelyCare & President of SONSIEL. Here she explains why to Jim Cagliostro, and how a hackathon changed her life. Episode Introduction In a powerful conversation, Rebecca discusses the impact of the Woodhull study, plummeting post-Covid retention rates in nursing, and how the perception of nursing as ‘'cost'' is damaging to healthcare. She also reveals the imminent launch of the Commission for Reimbursement, why every hospital should run a hackathon, and how encouraging others raises the voices of the entire nursing profession. Show Topics How a hackathon changed Rebecca's life Nurses as innovators: changing the perception The findings of the Woodhull study The real reason nurse retention levels are falling Gaining a voice during the pandemic Advice for the C-Suite: Run a hackathon Encouraging nurses into leadership 04:25 How a hackathon changed Rebecca's life Rebecca described her experience of being a nurse in a room full of decision makers. ‘'… It was at a hospital in Boston. I'll never forget crossing into it being the nurse, not knowing anybody there. And everybody in Boston was there. All of the major tech startup CEOs, the CEO of the hospital, all the doctors, engineers, scientists, everybody was in this room, hundreds of people. And that's when I walked around and I realized there were no other nurses in that room, James. I was like, "Oh my God, I'm not supposed to be here as a nurse, this is where the decision-makers are." We feel this way constantly as nurses, we know everybody that makes all the decisions are in rooms that we're not in. But nobody asked me to leave that weekend, James, and I ended up joining a team, and that's when my whole life changed because we were sitting in these rooms where we were hashing out. I had a doctor and my team, I had an engineer and an occupational therapist. I had a scientist, were all in there. And in walked the CEO of the hospital and he literally sat down next to me and he said, "So, tell us what is your problem and what's your solution that you're fixing?" And this gentleman, our physician starts talking like, "Well, here's the problem and here's how we're going to solve it on the floor." And I'm squirming, right. Because I'm hearing this doctor explain a solution that's not going to work. So, I finally speak up and I say, "That's not how it's done on the hospital floor. If we do it that way, it's just going to create more work for the nurses." And they looked at each other and the CEO looks at me and goes, "Well, how did I not know that's not how it worked on the floor of the hospital?" And I said, "Well, did you ever ask a nurse?" And they started laughing. So then, I started laughing because I didn't really know what was funny. And then, I realized they thought it was funny to have ever thought about asking a nurse how they should solve these problems.'' 07:22 Nurses as innovators: changing the perception Rebecca explained how SONSIEL (Society of Nurse Scientists, Innovators, Entrepreneurs and Leaders) evolved out of her first nurse hackathon. ‘'And that's when I hypothesized, oh my God, if we had nurse hackathons, we could change the future of healthcare because nurses have the practical knowledge and experience that they are closest to the problem. That if they were given the opportunity a team to be heard and seen and built towards the solution, we could solve all of the insanity that we live every day as nurses that we could fix healthcare. So, I went on, and that was the story. We finally, after 200 phone calls connected with the dean at Northeastern, Nancy Hanrahan didn't hang up the phone on me and she said, "Next summer, Rebecca, I'm running a conference on innovation entrepreneurship. Why don't you run a hackathon?" …. And I said, "Sure, I've been through a hackathon. I'll run one for you." And just jumped in. And that event, that nurse hackathon at Northeastern that we built to which nobody talked about innovation or entrepreneurship as nurses back, if you look in 2015, there was like a handful of articles that mentored those words, but none of them in the same sentence. Like nobody believed nurses could be innovators. And we built to that event in 2016 that ended up changing my life and ended up changing the idea that nurses could be innovators and entrepreneurs because we built the first nurse innovation and entrepreneurship program out of Northeastern for two years and then spun that out into SONSIEL. So, James, that was a very long story about one of the things that we didn't talk about, but change the credit, and I'd say this to nurses all the time, A hackathon is going to change your life because it empowers you to take ownerships of the problems you want to solve.'' 10:35 The findings of the Woodhull study Rebecca said the study revealed how the views of nurses were overlooked during important discussions around healthcare. ‘'... It was founded by Nancy Woodhull, who was the editor of USA Today, who in 1998 wanted to understand why nurses were missing from so many media stories in the mainstream media when they represented at the time 3.5 million in the entire country, the largest healthcare workforce like it is today. But they were absent from many of the conversations that they would've been centered to germane to the story as she said. So, they found in 1998 that 4% of all media stories were nurses would've been relevant. That is all they were quoted of the 100% of our only 4% of news stories mentioned or quoted nurses at that time. So, they reran the study in 2018, co-sponsored by woman under the name of Barbara Glickstein. Now in 2018, did we expect that number would've gone up or down?You would hope up, except the study showed not only had it not gone up, it had gone down by half. Nurses in 2018, were now sourced, incited less than 2% in all major media stories and absolutely devastating one. So, nurses have abdicated their voice to everybody else except ourselves to speak on our behalf. ‘' 16:37 The real reason nurse retention levels are falling Rebecca said the view of nurses as a ‘'cost'' is causing nurses to leave the healthcare sector. ‘'There is a shortage of nurses willing to work in the healthcare environments again, that they are today. And the numbers showed out even before COVID, 57% of new grads left the bedside within two years of practice. Nobody wanted to address that, right? They're like, "We're just going to produce more nurses." And a lot of the conversations I'm hearing at the federal level are saying, "We're just going to produce more nurses." We produce plenty of nurses. What we don't do is we don't retain them. Do you know that since COVID, before COVID, the average length of an experience on a 12-hour shift was six years of experience. Today, it's 2.7 years of experience of a nurse. That is your average nurse length of experience. That's still a novice nurse, but it dropped almost three years from length of experience on being on 12-hours shift. So, here's the reality. Why is this existing? The reason exists today is because nurses are cost to healthcare system, James, and because they are cost, we deinvest in that there is always an argument to say, "We need more nurses," and hospital systems will say, "Well, we can't afford more nurses now," but they always can afford more physical therapists or occupational therapists or doctors, right? They're not a cost to healthcare systems. They have a reimbursable service that pays for them. But as nurses, we only are cost. ‘' 26:43 Gaining a voice during the pandemic Rebecca gave examples of how nurses are gradually becoming more involved in the decision-making process. ‘'… I still think that there's barriers, but I think even in COVID, we saw that nurses really were able to take charge of a lot of their systems and supply chains failed, GPOs, group purchasing organizations and vendor management platforms. They all failed in the name of code and allow nurses to get really savvy about getting what they needed into hospital systems. Now, you have people like Hiyam Nadel, the first director of Innovations at Massachusetts General Hospital nurse appointed over to really recognizing, "Hey, what products would help us work better for our nursing workforce?" We saw a rollback of the role of the chief nursing informatics officers after EHR's rolled back, but now we're seeing a resurgence of those chief nurse informatics officers who are being employed by hospital and healthcare systems to basically validate the technology from the nursing perspective. So, this has been a really exciting thing. So, you just saw Becky Fox just be chain, the chief clinical informatics officer for all of Intermountain, for example, you have Brian Weirich, he's the chief nurse information executive for all of Banner Healthcare. These are newer roles that are helping hospitals shape, you know what? Okay, we're going to roll out this product. We better have our nurse informaticist officer check to make sure that it's going to work out. That is super exciting, and I think the best hospitals are starting to see that this is going to happen. And so, there is the American Nurse Association of Informatics, really cool group of rockstar nurses who are pioneering this space and demanding that their voices are heard.'' 36:10 Advice for the C-Suite: Run a hackathon Rebecca said a hackathon can offer health systems the opportunity to value nurses and deliver vital solutions. ‘'... I feel the stress that our leadership is under in these executive positions because they're caught in some really difficult positions. That being said, we know that healthcare does not function without nurses. And for a very long time, we have not given nurses a seat at the table to drive the changes they have. So here's my advice, instead of spending the millions of dollars that you are on your consultants, you have a problem you want to solve with falls, readmissions, bed throughput, run a hackathon with your healthcare system and ask the nurses to solve it. I guarantee those answers that you get for the small amount of dollars you spend are the answers that you have been looking for to solve those problems. Not only then do you solve two issues you solve, basically solving a problem for your institution, but suddenly you made that nursing workforce feel, seen, heard, and valued by one single event. So, here's my answer to you. Start looking at your workforce, not as the competition or as the enemy, but as the solution. And if you feel like this is something that you need to tackle head on, one thing that we know today is what we've been doing has not been working. So, it is the time for radical change, and that is hard. But find those people who want to own it, empower them to do it, and you're going to get back tenfold from anything that you do to empower your frontline. That's not pizza parties, and that's not a banana for nurses' week. It's a hackathon that makes them identify the problems they want to solve and actually drive your healthcare system forward together. So, that would be my advice.'' 38:24 Encouraging nurses into leadership Rebecca said championing colleagues and rising together as a profession can help to empower all nurses. ‘'Stop being hidden, get out on social, and if you don't feel comfortable making a post, start commenting on the posts or liking the posts of those nurses who are being brave enough to do so. The truth is, it's time for us as one profession to come together and control the narrative that everybody else has controlled for us for a very long time. So, if you don't see yourself as that leader, be the champions of the others who do, I'm a big believer that a rising tide raises all boats and more nurses that have success in this world. The more nurses who start companies and are successful and are financially successful, more nurses who are getting airtime in the media, the more nurses who are getting senior leadership positions in untraditional nursing roles like chief clinical officers or CEOs, we want to amplify them because the more that we can get up high levels, the entire profession is going to rise with them. So, champion every nurses forward, if you are one of those nursing leaders, reach back through and pull up that next one for tomorrow too long. As nurses, we have been threatened by other success, and I am telling you that mindset has kept our profession down. So, if you want to do something great, stand up and applaud every single amazing nurse around you. And let me tell you, it is going to come back to you, not tenfold, but a hundredfold because the energy you put out there, helping other people to be successful comes back to you in ways that you don't even realize today. And I think that in all honesty, is the only reason I am here today is because I realized if I can help other people be successful, I didn't care.‘' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Rebecca Love on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: Finding soul sisters and soul brothers in nursing: ‘'..every day ..they give you hope for a better future. And I think that's what's so incredibly powerful on nursing is that the reason that we do our jobs, it's not because it was ever about the money… it's about everything that we do is about making the world better.'' Lessons from a hackathon: ‘'I learned more in the course of that weekend about the business of healthcare than I had ever learned in my life of trying to build a company.'' Reversing the trend and empowering nurses: How Rebecca uses LinkedIn to reclaim the voice of nursing. Changing the status quo in healthcare: ‘'The status quo of healthcare doesn't speak for nurses anymore because the truth is we've allowed you to do that, and you haven't listened. And because of it, our entire profession is crumbling because the status quo has failed nursing, and it's time we change it.'' Launching the Commission for Nurse Reimbursement: ‘'.. Until we fix the reimbursement and financial model around nursing, we will not be able to fix the nursing crisis because healthcare can no longer afford nursing as it is structured today.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700

The Role of a Stroke Coordinator with Monte Moos-Jenkins| E. 65

U.S. Immigration Q&A Podcast with JQK Law: Visa, Green Card, Citizenship & More!

Play Episode Listen Later Apr 12, 2023 29:32

Every year, nearly 800,000 people in the United States have a stroke. Listen in to a Stroke Coordinator on how his role helps to save lives, transform patient care, and reduce costs. Episode Introduction Monte explains why data abstraction is the biggest part of a stroke coordinator's role, the importance of maintaining patient focus and why ‘'responsibility without authority'' means teamwork and communication are vital. He also highlights his unique position in understanding the time sensitive nature of treating stroke patients, and how patient arrival time dropped by 100 minutes following a community awareness campaign. Show Topics Data abstraction is the biggest factor for a stroke coordinator Ensuring patient follow-up for better patient care Making a difference as a stroke coordinator The ads that transformed patient education Why teamwork and communication is a must The cost savings benefits of hiring a stroke coordinator Leadership is about helping others to succeed 07:47 Data abstraction is the biggest factor for a stroke coordinator Monte explained the ‘'life-changing'' impact of data abstraction on his role and ability to improve patient care. ‘'The largest part of being a stroke coordinator is data abstraction. There is tons of data abstraction. It's incredibly time-consuming. There's information that I have to gather on every single patient that arrives with stroke-like symptoms. That is probably two to three times the amount of patients that actually become stroke patients. So it's a huge number of patients. So every code stroke in the hospital, which sometimes there's two, three, four a day, those are patients that I have to do data abstraction on. Then I also have to understand how the data determines opportunities for improvement, and that was something I was so completely unaware of as a regular nurse. I was just working in the hospital. Data seemed, it used to make me angry when someone would come at me with data because I'm like, "I don't care about your data. All I care about is the patient. So then I learned that data actually drives this change, and so I learned how data drives the change, and it's been really, really fascinating and very life-changing for me and being able to look at things and say, "Oh, here's where we can make improvements for these patients." 11:15 Ensuring patient follow-up for better patient care Monte said that arranging neurology appointments for all stroke and TIA patients was another key element of the stroke coordinator's role. ‘'Right now we're providing neurology appointments for all of our stroke and TIA patients. So I spend a lot of time going back and forth with their office to create those appointments and tracking those. There's just tons of tracking of everything. …..that's something …. that we just started doing this last year. We just started doing the TIA patients first, and then we added all the stroke patients in. So that way they have follow up outside of the hospital once they go home. Because a lot of people went home and they didn't follow up with someone and we found that if we create their appointment for them before they leave or even shortly after they leave, then they're more likely to go to the appointment.'' 12:44 Making a difference as a stroke coordinator Monte said the stroke coordinator is vital for stroke centers to receive certification and in ensuring rapid treatment of patients. ‘'Well, number one, the easiest one to tell you is to be a designated stroke receiving center by the county. We have to be a stroke certified hospital, so we can't lose that certification. So in other words, in order to be that receiving center, what a designated receiving center is? Well, when someone picks up the phone and calls 911 and the patient has stroke-like symptoms, they immediately go to our hospital if it's the closest hospital to them because we are the stroke center. Now in Monterey, two of them, and one is on the west side of the county, one's on the east side, we're on the east side, and we don't fight over patients. There's no argument or anything. It's just split right down the middle. And so if they're on the east side, they come to us. If they're on the west side, they go to them. But that is one of the biggest things, is if we didn't have that designation, we would lose a lot of patients to another stroke center. And the other thing is for cardiac, we always heard time is muscle, the second is true for stroke, time is brain. And people don't realize that approximately 1.9 million neurons die every minute during a large vessel occlusion. So we are racing, when they first come in, we are racing to give them treatment to dissolve that clot or whatever else so that we can restore that blood flow back to that area of the brain, because the longer they go without that blood flow, the more brain damage they're going to have. So that is what the whole thing is when they first come in.'' 14:10 The ads that transformed patient education Monte said the average time for patients arriving at hospital after a stroke dropped by 100 minutes through raising awareness. ‘'And the other thing where we make a huge difference in the community is because stroke is very time sensitive as far as treatment is concerned, you communicate and teach the community about stroke, stroke symptoms and recognizing those and getting into the hospital as quickly as possible. My partner, who is the cardiovascular coordinator, he and I have gone back and forth. We've gone to so many community events and everything trying to make a difference, and nothing has really made a difference. All of a sudden one day he said to me, "Why don't we advertise on the side of buses and advertise in the theater?" …… So this is where data comes in handy. If it makes a difference, we're looking at the time someone recognizes their symptom to the time they arrive at the hospital. If it makes a difference, it should be shorter. We did that and it was fascinating. We only ran the ads for three months and we could see that time. The average time dropped almost 100 minutes over those three months, and then after the ads stopped, they slowly started coming back up again. So the next year we thought, okay, this is maybe a fluke. Let's do it at a different time of year, whatever. This time we both did the ads because the bus ads did nothing. We ran both of our ads in the theater, same thing happened within a short time. Those times dropped down over 100 minutes this time. So now we advertise in the theater year round. And we started that and then all of a sudden COVID hit, which was funny, and all the theaters closed. So we had to wait until they opened up again to redo that. But it makes a huge difference to our patient population.'' 17:52 Why teamwork and communication is essential Monte said stroke coordinators have a lot of responsibility but no authority, making communication and teamwork essential. ‘'So for instance, I want to make a change or something. Any change that I make, it will require someone else or some other department in order to make that change. So if I make a change in the code stroke process, for instance, it's going to affect the ER physicians, the ER nurses, the lab techs, CT techs and EMS. All of those people and all of them have to be involved in that change. So you really create buy-in and get people to understand why we're making this change and why it's so important. So for instance, we brought the MEND exam, which is a stroke neurological exam. You to go back, be educated in Miami and have four other people be educated as well, and then bring the class to our hospital and start teaching that class in the hospital. But in order to get our nurses to actually learn the MEND exam, we had to release a health stream for everyone to do it because we couldn't require that advanced stroke life support be taught to them, which teaches the MEND exam, because the union. So if we want to make it mandatory for say, the stroke unit or ER or ICU, we have to go to the union and have that negotiated into the contract for those things. So these are the things that requires a lot of time communication and working with every single person involved. Right now we're bringing in new drugs. We're bringing in ANDEXXA, which is a reversal agent for apixaban and Rivaroxaban. That included our physicians, our nurses, our clinical informatics to write the order sets. And coming up, we're going to be bringing connect to place in. So we're going to have to go through the same thing again. So each one of those things requires communication, buy-in from all these departments and everybody being on board. And if I don't have that, it's not going to happen.'' 21:04 The cost savings benefits of hiring a stroke coordinator Monte highlighted the best practices of stroke coordinators that enhance patient care, while saving money. ‘'Well, first of all, being a stroke designated center by the county brings those patients there. So that immediately brings patients that we wouldn't normally receive. But how we help our patients is, for instance, we know that and studies have shown that for every 15 minutes we can shave off of the time that symptoms have started to the time they get treatment, the patient is that much more likely to walk out of the hospital as opposed to going to a skilled nursing facility or rehab event. That is why we put this money into our theaters to bring patients in sooner, because the sooner they get there, the more like they're going to be walk out instead of go to one of these places. That also decreases their length of stay, which it lowers their cost as well as our cost. So each one of these things that we do, we bring best practice to the hospital for stroke, which actually improves our performance. It improves best patient practice and best patient experience.'' 27:34 Leadership is about helping others to succeed Monte said that transparency and honesty can make a big difference to others. ‘' I always go back to what I looked at in a leader, and that was someone who was direct, someone who honest, someone who was transparent and someone who just came from a place of love, everything that they do in all of their management style. Those people always made the biggest difference in me. So that's the person I want to be, and I know I'm not always that. Many times I'm not, but that's the person that I want to be and that's what I want to learn. And so I'm constantly striving to do that. And I highly suggest if you are going to go into leadership that you begin to understand that if you make everyone else around you succeed, you are a huge success.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Monte MoosJenkins on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: From nursing burnout to stroke coordinator, via teaching and travel nursing, and lessons learned as a branch manager. ‘'I am a Libra, so I tend to be a doormat, and I was a doormat up to that time. And it really taught me that if I'm going to let something go on instead of dealing with it directly and immediately, it's going to come back and bite me in the butt. And that was a really, really good lesson for me and I've learned to be very direct from that.'' The importance of patient focus. ‘'As long as you keep the patient in focus and everything you're doing for the patient is about the patient and everything you do at work is about the patient, then no one can fault you for that. You just need to keep the patient always at the forefront.'' Why education matters in the role of stroke coordinator. ''The interesting thing about being a stroke coordinator, I'm responsible for always updating the knowledge on stroke guidelines for the hospital, any changes in stroke care, all that kind of stuff.. … I have to make sure that education takes place for all of those things.'' How a mentor helped Monte to listen rather than react ‘'… I think that's why a mentor is so, so important because they can look at you and say, "Calm down. I know you're upset about this and I understand why you're upset about this, but that's not going to do anybody any good." What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700

U.S. Immigration Questions Answered LIVE (January 10, 2023) Unedited

Play Episode Listen Later Jan 13, 2023 30:35

U.S. Immigration Questions Answered LIVE (January 10, 2023) Unedited

Montgomery Companies Podcast: Jeff Henderson

Montgomery Companies

Play Episode Listen Later Jan 4, 2023 35:15

Today's episode of the Montgomery Companies Podcast finds us rubbing shoulders with acclaimed one-of-a-kind renaissance man, Jeff Henderson. Named one of Forbes Magazine's Top 20 Speakers You Should Not Miss, Jeff's enlightening podcast interview with us certainly proves out his accolades. Join us as we tackle some of the highlights of Jeff's new book – What To Do Next: Taking Your Best Step When Life Is Uncertain – and discuss how to navigate the inevitable risk associated with making major life decisions. Jeff shares tips on how to let go and leave a job well, and how to keep on moving forward even when you lack a clear vision. We close out with a ground-breaking conversation on marketing, and how to create and leverage vision carriers for your organization, no matter what industry you are in, and how big or small. Connect with Jeff! You can find out more on Jeff's website: jeffhenderson.com And be sure to check out Jeff's books, Know What You Are For, and What To Do Next, where Jeff writes his cell phone number and invites his readers to text him any insights or questions they might have.

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Senator Gerard Rennick & Professor Gigi Foster on The Mike Ryan Show - 21 December 2022

TNT Radio

Play Episode Listen Later Dec 21, 2022 55:01

On today's show Senator Gerard Rennick LNP Senator for Queensland discusses the energy bill, the elites are deliberately shutting down debates to avoid scrutiny on their handouts to the renewable energy. We also chat with Professor Gigi Foster about her book The Great Covid Panic: What Happened, Why, and What To Do Next. GUEST 1 OVERVIEW: Senator Gerard Rennick is the LNP Senator for Queensland. GUEST 2 OVERVIEW: Gigi Foster is a Professor of Economics at the University of NSW (UNSW) Business School. Prof. Gigi Foster has recently released a cost-benefit analysis (CBA) of lockdowns and border closures in Australia Prof. Foster is co-author of the book, The Great Covid Panic: What Happened, Why, and What To Do Next. Prof. Foster holds a BA in Ethics, Politics and Economics from Yale University, and a PhD in Economics from the University of Maryland. She works in diverse fields including education, social influence, corruption, lab experiments, time use, behavioural economics and Australian policy. Gigi regularly writes for both academic and popular press, and appears on TV and radio programs across Australia.

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JEFF HENDERSON

Revival Town Podcast

Play Episode Listen Later Nov 21, 2022 66:48

EP.110 - Jeff Henderson is an entrepreneur, speaker, pastor, and business leader. For 17 years, he has led three of North Point Ministries' multisite locations in Atlanta and also helped launch North Point Online, which now reaches over 200,000 people. His bestselling book, Know What You're FOR, launched a movement in nonprofits around the world and has become a focal point for many businesses. Jeff was recently named by Forbes Magazine as one of twenty speakers you shouldn't miss. Prior to working as a pastor, Jeff started his career in marketing with the Atlanta Braves and Chick-fil-A, Inc., where he led the company's regional and beverage marketing strategies. You're going to love our conversation with Jeff as he shares his story and unpacks his brand new book, a timely and helpful gem called What To Do Next.

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Serving Adults With Autism With Nate Myers RN, BSN, CDDN | Episode 56

The Uncommon Leader Podcast

Play Episode Listen Later Nov 18, 2022 28:01

In Episode 56 of The Healthcare Leadership Experience, Jim Cagliostro is joined by Nate Myers, Director of Health Services at Keystone Autism Services to discuss caring for people with intellectual disabilities. Episode Introduction In this episode, Jim Cagliostro, VIE Healthcare's Clinical Operations Performance Improvement Expert, interviewed Nate Myers to discuss his experience serving adults with autism. Topics include the motivation behind Nate's move to Keystone, the goal to provide health equity for people with autism, the growing demand for medical experts and advocates in the field, and the ‘'Platinum Rule'' of Keystone Human Services. Show Topics Working towards healing and wellness by focusing on strengths ‘'We grow the most when we're stretched'' Providing community support to adults living with autism Leadership begins with having a passion for your work Achieving a certification in developmental disabilities nursing Striving for health equity for people with autism or disabilities The need for more experts and advocates in the medical field The ‘'Platinum Rule'' of Keystone Human Services 03:08 Working towards healing and wellness by focusing on strengths Nate said his decision to become a nurse was influenced by understanding that everyone deserves positive relationships and experiences. ‘'I'm pretty patient, I'm good at keeping a positive regard and encouraging others, so it just seemed to work. And I quickly developed an understanding and appreciation that every person desires and deserves everything good in life, to be understood, to be appreciated, to be independent as possible, do things that they enjoy, have positive relationships and be healthy. So that's the same for people with intellectual disabilities or autism. Of course, they want those things just like everyone else does. And so I learned a lot about what it means to be a human, and deciding to become a nurse was kind of just an extension of what it means to care for someone who's in a vulnerable position for sure but also working towards healing and wellness and focusing on strengths and not weaknesses. So all that kind of came together in my decision to be a nurse. And actually, when I told my wife, "I think I want to go to nursing school," she was like, "Yes, that's perfect. Go for it." So she was always an encourager for me and rooted me through a lot of the difficult aspects of becoming a nurse.'' 07:49 ‘'We grow the most when we're stretched'' Nate said that asking lots of questions helped him to develop a keen understanding of the nursing basics. ‘'I think that's really important when you're in nursing is to challenge yourself. And I remember, going back to that encouragement from my wife, I remember when I started in the ICU, I felt so new and like I was in over my head. And my wife reminded me, we often grow the most when we're stretched, when we feel stretched. And so I've remembered that. I've taught that to other people. And I just remember every time I face a challenge that I'm stretching and I'm growing at the same time. So I think that's important to remember on anyone's journey. But in all those settings, I developed kind of a keen understanding of all the basics of nursing: physical assessment, clinical skills, differential diagnoses, how to do patient education, just working with people. And I always ask questions of all the physicians. Probably people got tired of me asking tons of questions.'' 09:36: Providing community support to adults living with autism Nate explained how his nursing background helps to provide medical care in the community for individuals with more complex needs. ‘'The majority of our participants actually live in home and community setting, meaning they're living independently or with a roommate or with family, with their parents. We do also have some care dependent individuals. They receive 24/7 support just based on their support needs. And I was kind of pulled in, I think, primarily because some of those medically complex folks, they just needed a nurse to join the multidisciplinary team to assist all the staff and the leadership in what to do with those individuals. So yeah, so that's a little about my experience. And I really feel like the role that I'm in now really blends some of those skills with just my personality and all my interests in a unique way. And I think at the very heart of nursing as a profession is a desire to optimize health and wellness for each patient. So I feel lucky because I get that opportunity to work as part of this multidisciplinary team, all these different disciplines. And in the community setting, I get to join the rest of the team to work on these person-centered strategies to overcome barriers and improve health and wellness. And it's exciting because everyone's different.'' 14:11 Leadership begins with having a passion for your work Nate said leaders must create culture and inspire excellence in everything they do. ‘'I think leadership has to start with having a passion for the work that you're doing. It's so important to have a sense of purpose or mission so that that is your compass. I feel like if you don't have a compass to guide and direct your responses and your actions, it's really difficult to educate, support and lead others if you don't have that compass driving you. So leaders create culture, and I think it's important to inspire excellence in everything that we do. I think leaders should be prepared as much as possible, pay close attention to the details while also remembering that bigger picture.'' 16:51 Gaining a certification in developmental disabilities nursing Nate explained that gaining certification came out of a desire to support the team at Keystone Autism Services. ‘'Right. And the experience definitely weaves itself into leadership. You can lead others without a lot of experience for sure, but after being a nurse for over 10 years, you want to pass on what you've learned to others. And so getting that certification in developmental disabilities nursing really came out of a desire to be a leader in the field, but also to help really support the team at KAS as best as I can. So yeah, experience definitely, like I said, weaves itself into leadership kind of naturally….Because again, I had this kind of underlying passion for this population. So I've always kind of been interested in it, but again, you have to really be in a specific role serving the population for a certain amount of hours to achieve it. So it was kind of always unattainable before. Definitely not mandated, but if you're interested in pursuing a specific population or a specific set of skills, I think if you're driven and you have that level of interest and you want that experience, getting that certification is just kind of a solidification of that mindset, I think.'' 19:43 Striving for health equity for people with autism or disabilities Nate outlined the services KAS offers to the local community. ‘'And so for KAS, services are catered to each individual so it's very person-centered. It includes coordinating care for healthcare and therapy, various behavioral supports, family supports. We have a lot of emphasis on vocational and educational support for each individual and just enhancing wellness in general. And so the way I fit into that from a health perspective, we're always striving for health equity in the population we support. So for the most part, all the recommended health related screenings for the general population based on age are going to be the exact same for individuals with autism or disabilities. So get all that as a baseline. So make sure that they're getting those routine screenings: annual physical, dental exam, reviewing their medication appropriately. And then beyond that, when you talk about health equity, it's identifying barriers that exist for individuals with disabilities and then enhancing supports to overcome those barriers. So we help identify specialists that address unique needs.'' 21:22 The need for more experts and advocates in the medical field Nate observed that the prevalence of autism has increased, but individuals are not always getting the routine, preventative care they need. ‘'And so my goal when I'm teaching is to create a context in which we can meet the patient where they're at and modify care appropriately to create positive outcomes. I mean, I feel like it's really important for anyone that works in healthcare to know about. The prevalence of autism has only gone up in the last 20 years. We've seen it. CDC has a autism and developmental disabilities monitoring network, and in 2000 it was one in 150 8-year old children had an ASD diagnosis. Now the most recent is one in 44. So those kids are going to age out of the school system where there's a lot more coordinated and kind of concrete support into adulthood where there's a big gap and a big need for support. So that's the population that we support, both vocationally and from a health and just life span perspective. So we need more experts and advocates in the medical field who have a deeper understanding for ASD, autism, and in general, intellectual and developmental disabilities. People are living longer lives and they often miss out on routine preventative care. Other issues like challenging behaviors can be treated with psychotropic medication or the accumulation of more meds than they need, but it could be just underlying illnesses that are missed, like GERD or gut sensitivities, things like that. And even in COVID, if your listeners are interested in learning more, the National Council on Disability put out a detailed report called The Impact of COVID-19 on the People with Disabilities.‘' 26:08 The Platinum Rule at Keystone Human Services Nate said Keystone advocate for the Platinum Rule in the way they treat people. ‘'And then I'll finish up by saying something that impacted me during my new employee orientation here at Keystone Human Services. I'm sure you've heard of the Golden Rule, treat others the way you want to be treated, but they advocate for what they call the Platinum Rule, which I thought was really cool. And it's treat others the way they would want to be treated. So it really implies getting to know the person, listening to them, understanding the other person and their needs, and again, remembering every person wants to be understood, to feel comfortable and regulated, be as healthy as possible, and to be treated with dignity and respect. So let's be kind to each other, right?'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Nathan Myers on LinkedIn Check out VIE Healthcare and SpendMend You'll Also Hear: From Best Buddies at the Special Olympics to a summer job at Keystone Human Services at college; Nate's early experience of working with people with disabilities, at a time when autism services didn't exist. Changing your perspective, the life lessons learned from vulnerable people: ‘'What you can learn from them is much more than what you can do for them…. Realizing that everyone has vulnerabilities and needs… we're all the same in that way.'' How a relationship-based approach to nursing care enables Nate to support people in the community over a longer period compared to an acute care setting. Coping with surprises: Why Nate's experience hasn't always been easy ‘'…but again, nothing worth doing is going to be easy….I'll keep improving and that's ultimately the goal.'' ‘'Filling in the gaps to create a richer sound.'' How Nate's musical background influences his leadership style in the nursing community. Discover the mission behind Keystone Autism Services: ‘'Identify and reduce barriers to all those good things in life that everyone wants … provide the support that people need to live their best life.'' What To Do Next: Subscribe to The Cost Advantage for Healthcare Leaders and receive a special report on 15 Effective Cost Savings Strategies. Learn more about the simple 3 step process to work with us. If you are interested in learning more, the quickest way to get your questions answered is to speak with one of our margin improvement experts. Schedule a call with our team here.

Season 2 - Episode 19 Jeff Henderson - What To Do Next

Play Episode Play 35 sec Highlight Listen Later Nov 1, 2022 33:54

Hey Uncommon leaders, welcome back! I have a special, special guest for you today.Jeff Henderson is an entrepreneur, speaker, pastor, business leader and author. His bestselling book Know What you're FOR, launched a movement in nonprofits around the world and Jeff was recently named by Forbes Magazine as one of twenty speakers you shouldn't miss and you definitely should NOT miss this conversation I had with him!!The main topic of our conversation is Jeff's most recent book he released titled: What To Do Next: Taking your Best Step When Life Is Uncertain. In this story, Jeff brings you right into his story alongside various career moves he has made.You'll need a pen and paper to take notes during this conversation. Some of my favorite takeaways from Jeff:· How you leave your current season is how you begin your next season· Keep moving forward· Never say you're never going to do something· Don't fall in love with the idea, fall in love with the problem.I would love to give away a copy of What To Do Next to one lucky listener. Drop me an email at john@growingchampions.net and tell me what YOUR favorite story was from the podcast. I will draw one lucky winner from the entries and send you a copy of the book.You can stay in touch with Jeff at jeffhenderson.comThanks for listening in to this episode of the Uncommon Leader Podcast. I am sure there was value in it for you and I am confident that you know someone who needs to hear this message as well, so PLEASE, hit the subscribe button, leave me a review, and share this podcast with someone else who needs to hear it!Until next time, Keep Moving Forward, Take the High Road and Go and Grow Champions!!

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Live By Design Podcast | Release Overwhelm, Get Unstuck, & Take Action | Via Goals, Habits, Gratitude, & Joy

Play Episode Listen Later Oct 6, 2022 4:44

The countdown is officially on for the Pursue Your Purpose Masterclass launch! ⏰ It's time to run over to the Masterclass Waitlist to lock-in the course for it's special pre-sale rate of $77! Doors open for course pre-sale on October 13th to everyone on the waitlist!

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Jeff Henderson: Career, Risk + What To Do Next

Let's Be Real with Nicole Unice

Play Episode Listen Later Sep 28, 2022 47:28

Jeff Henderson joins us on the pod today to talk about what to do next. Named by Forbes Magazine as one of 20 speakers you shouldn't miss, Jeff has become a trusted voice for businesses and non-profit organizations. On this episode he talks shares insights about navigating career change. Get Jeff's new book “What To Do Next” here | Jeff's website Get Real Talk Weekly here

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Ep 84 - What To Do Next with Jeff Henderson

Impact Driven Leader Podcast

Play Episode Listen Later Sep 2, 2022 50:57

How does the 24-hour rule help you to not get stuck? Do you know how your employees feel about working in your company? Can your side hustles be clues of what you can pursue next? Jeff is the author of two incredible books, Know What You're For and What To Do Next. Jeff was also one of the first guests on the IDL podcast, and together we break down What To Do Next, the next book for the IDL book club. In this episode he explains how the book is both about mentorship, but it's also about what happens when your career reaches a crossroads, and you must face the question of “what to do next”. Equally though, this is a book for leaders, who want to help others answer the same question. Thanks for listening! I'd love to connect with you over on Instagram @impactdrivenleader SHOW NOTES AND RESOURCES: Click here Join the Impact Driven Leadership Community Sign up for The Impact Driven Leader Book Club WEBSITE: www.impactdrivenleaderpodcast.com

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Gigi Foster on Mind Medicine with Charles Kovess - 27 August 2022

TNT Radio

Play Episode Listen Later Aug 27, 2022 55:49

On today's show we discuss what are the latest sneaky tricks being played by Governments to keep people fearful and compliant. We also chat about what are the best ways to awaken people to truth about the Covid narrative and which business leaders have spoken up against unlawful Government overreach. GUEST OVERVIEW: Gigi Foster is a Professor of Economics at the University of NSW (UNSW) Business School. Prof. Gigi Foster has recently released a cost-benefit analysis (CBA) of lockdowns and border closures in Australia. Prof. Foster is co-author of the book, The Great Covid Panic: What Happened, Why, and What To Do Next. Prof. Foster holds a BA in Ethics, Politics and Economics from Yale University, and a PhD in Economics from the University of Maryland. She works in diverse fields including education, social influence, corruption, lab experiments, time use, behavioural economics and Australian policy.

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Episode 401: Jeff Henderson on Navigating Transitions, Finishing Well, and Personal Integrity When it Comes to Moving On

That Sounds Fun with Annie F. Downs

Play Episode Listen Later Aug 22, 2022 60:53

Some of my FAVORITE days are days I get to have a conversation with Jeff Henderson! His new book What To Do Next is perfect for anyone who is in the middle of a transition or is thinking about a transition, whether it's a job, a move to a new city, or any kind of transition (so basically, this book is perfect for EVERYBODY). GAH, he's just the best! Here's the link to Kevin Queen's sermon we talked about: What Does It Mean To Have A ‘Calling' On Your Life? | Cross Point Church . . . . It's not too late to be a Chase the Funner! Sign up HERE as we read through Chase the Fun together. . . . . Sign up to receive the AFD Week In Review email and ask questions to future guests! #thatsoundsfunpodcast . . . . . Thank you to our partners! BetterHelp Online Therapy: Get 10% off your first month at betterhelp.com/thatsoundsfun. Everlywell: Everlywell is offering a special discount of 20% off an at-home lab test at everlywell.com/thatsoundsfun. Nutrafol: You can grow thicker, healthier hair AND support our show by going to Nutrafol.com and entering the promo code TSF to save $15 OFF your first month's subscription -- this is their best offer ANYWHERE and it is only available to US customers for a limited time. GiveDirectly: Visit GiveDirectly.org/soundsfun and your donation will be matched up to $500.

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Your Time Is Now–Let God Help You Make the Most of It: Jeff Henderson and Jonathan Evans

Jesus Calling: Stories of Faith

Play Episode Listen Later Aug 18, 2022 25:31

There's an African proverb that pairs well with John 14:6 where Jesus proclaims Himself "the way, the truth, and the life." It goes like this: "We make the road by walking." What comes to the fore in both of these statements is the thought that life is not necessarily stretching out in front of us well-paved and easily discernible, but that life is an active endeavor requiring learning, maturing, and adapting. Jesus emphasizes His nearness to us in the process, but the implication is to step forward confidently even while the unknown confronts us with every step we take. We don't have to know where we'll be exactly twenty years down the road, but only where we are now and what we'll do next. This week, we talk to two people who have learned to navigate their callings in the now and the next. Jeff Henderson is a pastor and businessman who talks about the thumbprints of God that mark our lives, giving us clues to living out our purpose. Jonathan Evans is the son of Dr. Tony and Lois Evans. With numerous efforts to become an NFL player thwarted, Jonathan reshifted his expectations and began to see how God was getting him to his dream—just not exactly in the way he thought. Links, Products, and Resources Mentioned: Jesus Calling Podcast Jesus Calling Jesus Always Jesus Listens Past interview: John Maxwell Upcoming interview: Tayla Lynn John 14:6 NIV Jeff Henderson The For Company COVID Atlanta Braves Chick-Fil-A Peter Drucker John Maxwell Maxwell Leadership Truett Cathy www.jeffhenderson.com What To Do Next Jonathan Evans Dr. Tony and Lois Evans Dallas Cowboys Mavericks San Diego Chargers Tennessee Titans Oak Cliff Bible Fellowship Your Time Is Now: Get What God Has Given You Book of Joshua Deuteronomy 34 NIV www.jonathanblakeevans.com Interview Quotes: “The path to your dream job often leads through your day job. So God's thumbprints on you, the way He's created you, God's thumbprints on you are clues about His plans for you. And so I think the purpose of our lives is a lot closer than we might think.” - Jeff Henderson “You don't know what door God will open up if you're faithful in the small things. So be faithful in the small things. Be faithful where you are, because God's paying attention.” - Jeff Henderson "I think it breaks God's heart that so many of His sons and daughters go to work and they're mistreated. Everyone deserves to be led well because they are a son or daughter of God." - Jeff Henderson “If I'm in a difficult situation, I'm trying to change that prayer to, ‘God, I want to get out of this. But if you choose to leave me here, help me to learn the lesson that you're trying to get me to learn right now. What is the lesson in this season of suffering that you're trying to teach me that a season of comfort would not?'" - Jeff Henderson “I'm excited to be selected to be on the team and be out running plays that He's calling.“ - Jonathan Evans “I got called back by the Cowboys to be the chaplain. It wasn't until I was obedient that I got the call to come back to the NFL.” - Jonathan Evans “I've been cut, I've been traded, I've been hurt. I've been not wanted. I've been rejected. I've experienced all those things, which makes me even better as God's player, as the chaplain for the Cowboys.” - Jonathan Evans “Jesus got everything done in thirty-three years, and He didn't run anywhere. He walked.” - Jonathan Evans “I believe everyone has a calling on their life. And a lot of times we're looking at the barriers, looking at the problem, looking at the loss, looking at the grief, looking at the pain as the reasons why we're not called to go forward instead of the catalyst that shoots us off into the calling that God has for us.” - Jonathan Evans “I think that people must realize that your faith, your calling, your purpose, your destiny is unique to you, and it's on you to connect with God so that you can find you.” - Jonathan Evans “Whenever you're looking at your own insufficiencies to determine whether you can go do what God keeps begging you to do, then you know that you're saying, “You know what? I'd rather be comfortable than be called.” And that's how you know.” - Jonathan Evans ________________________ Enjoy watching these additional videos from Jesus Calling YouTube channel! Audio Episodes: https://bit.ly/3zvjbK7 Bonus Podcasts: https://bit.ly/3vfLlGw Jesus Listens: Stories of Prayer: https://bit.ly/3Sd0a6C Peace for Everyday Life: https://bit.ly/3zzwFoj Peace in Uncertain Times: https://bit.ly/3cHfB6u What's Good? https://bit.ly/3vc2cKj Enneagram: https://bit.ly/3hzRCCY ________________________ Connect with Jesus Calling Instagram Facebook Twitter Pinterest YouTube Jesus Calling Website

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Gigi Foster: Did Our Pandemic Policies Kill More People Than They Saved?

American Thought Leaders

Play Episode Listen Later Jun 11, 2022 54:45

“How many people would you be willing to kill in order to save one from COVID? That is essentially the trade-off. That's the kind of question we should have been asking.” As any economist will tell you: with every action, there is a cost. Yet few seemed to think about the fact that COVID policies could be more deadly than the virus itself, says Gigi Foster, a professor at the University of New South Wales' School of Economics and co-author of “The Great Covid Panic: What Happened, Why, and What To Do Next.” From skipped cancer screenings to impeded speech development in toddlers to growing social inequality, when we add it all up, what price did we pay? Follow EpochTV on social media: Twitter: https://twitter.com/EpochTVus Rumble: https://rumble.com/c/EpochTV Truth Social: https://truthsocial.com/@EpochTV Gettr: https://gettr.com/user/epochtv Facebook: https://www.facebook.com/EpochTVus Gab: https://gab.com/EpochTV Telegram: https://t.me/EpochTV

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Nurse Staffing & Recruitment With Matthew Mawby | Episode 46

Overnight with Michael McLaren

Play Episode Listen Later May 27, 2022 25:41

In Episode 46 of The Healthcare Leadership Experience, Lisa is joined by Matthew Mawby, co-founder of StaffHealth.com. Together they discuss the challenges faced by healthcare organizations in nursing staffing and recruitment. Episode Introduction Healthcare is facing a crisis in nursing recruitment. A combination of burnout, high workload, low wages, and retirement means staffing levels are falling. To reignite the passion for nursing, hospitals must explore more innovative ways of working. In this episode, VIE Healthcare Consulting's founder and CEO Lisa Miller interviewed Matthew Mawby, co-founder of StaffHealth.com on the challenges facing hospitals, and effective strategies to attract more nurses. Show Topics Factors that contribute to nursing burnout Mental health and nursing Unequal compensation and unequal budgets Recruitment process outsourcing as a solution Listening to nurses Offering scholarships to attract new recruits Family involvement supports nursing Show Links 4:31 Factors that contribute to nursing burnout Matt explained the problems nurses face when hospitals are short-staffed. ‘'I mean, the nurses are overworked because they're short-staffed. On the floor, right, as a nurse, and you don't have help and you have, let's say normal, normal will be maybe 10 to 15 patients, something like that. Now, they have 29 to 30, sometimes even 40 patients with no help. I mean, it's mind-blowing how much work it is, and then they're short-staffed, and then the next shift, they don't show up, or maybe the relief doesn't show up, or they get COVID. That was a big thing is they're getting tested positive for COVID and they had no symptoms, so they're sent home, so now what? Now, they call us, a company like ours and we send in a nurse right away. We did a survey that got picked up by about 400 news outlets. We did a survey for about 300 nurses. 82% of those said wages could help burnout. If they're paid more, they would probably work more, right? 62% of those individuals wanted to change careers and said, "Hey, I'm out of here," because they couldn't handle the pressure, they couldn't handle the long hours with the low pay, and 54% said it had a negative impact on their mental health. What does that really say, right?'' 7:05 Mental health and nursing Matt said that offering mental health resources, including group therapy, can help to address underlying issues, but compensation is also a factor. ‘'The mental health, you're right, is a big piece. From the perspective of the nurse, I think it's a factor of many things. I think it's being overworked, number one, and what I really want to point out, and to back up the nurses really, really good here is that nurses were heroes last year, literally. They were announced as heroes last year. This year, it's kind of not there. I think a majority feel that they're not valued as much as they should be, and I think that also goes with compensation, too. But we're offering mental health resources ourselves. We're pressing and hoping that healthcare systems will also offer maybe some group therapy or even someone to talk to, someone to address issues because it is at home, too, and you have pandemic. I hate to say this, but people are dying every day still from COVID, and they see that every single day, so it takes a toll after a while on mental health. I think compensation goes into that a lot. I really do.'' 08:35 Unequal compensation and unequal budgets Matt said traveling nurses are often paid more than employees, but budget is a factor too. ‘'It's such a great point because you have two sides of the healthcare system. You have the healthcare systems who have huge budgets, right, and they can afford to pay a $25,000 sign-on bonus for a travel nurse for a 13-week assignment, maybe even more, right? You're right, how does that feel with someone who's making barely the minimum wage for a nurse, right? Then someone comes in just making all this money, talking about it, chatting about it, and it's frustrating. But the other side of that, Lisa, is the facilities that don't have that budget. What do they do? They're struggling. That's a huge percentage of that. What people don't talk about also is the administrators at these facilities, they're burned out, too. They have to control this whole facility, they have to make sure it's staffed properly, they have their higher-ups pressing that, they get fined by the state or the federal government if they're not staffed properly, so it has everybody in a scramble to get people in the door to work.'' 11:31: Recruitment process outsourcing as a solution Matt explains how StaffHealth.com offer a cost-effective process to alleviate the staffing crisis. ‘'We just implemented this more recently, but we have a great program that we actually innovated. It's kind of like an RPO, for recruitment process outsourcing, right? We actually help administrators and help facilities get interviews in their door. Basically, we are doing that process, that process that takes so much time, which is marketing, which includes ads, job advertisements, that budgeting, right, for that, we handle that. We interview the people. We get to know your company, your culture at the facility. We interview those people. We vet them, credential them. We take that whole process for you and minimize it, right, because we're doing it all. Then we get candidates in your door to interview. It's up to you if you hire them, but we're taking that process, and we're doing that process for you. It has been a huge relief for facilities because that legwork is tedious and it takes time, so we actually do that whole process for them and it's been a great success with that. That's way different than just doing the per DM staffing and the PRN staffing way different. This is a kind of left field, right? This is helping the facilities get back on their feet. The pandemic crushed a lot of people, a lot of facilities with budgets, so we're doing that in a cost-effective way that's easy for the facility to handle, so it's been a great resource for these facilities.'' 14:04: Listening to nurses Matt said listening to what nurses want enabled them to offer two innovative solutions. ‘'Yeah, we listen to our nurses. That's huge for us. We're very passionate here on what and what we do and we're here to help everyone, the facilities, we're here to help the nurses, we're here to really bridge that gap. By listening to our nurses, we want to bring back that passion, that passion for the nursing industry that everyone used to have. We want to bring that back. Part of that, and this also has been minimizes burnout and everything else, but we offer obviously the flexible scheduling. We have an app, right, and they can just go and pick up shifts, say, "Hey, you know what? I have my child on Friday, he's off school. Okay, I'm not going to work Friday," so they can do that. They can control their schedule with a click of a button, too. Then we promote career development, obviously, and we want to see everyone succeed. Then the same-day pay that we offer, everyone gets a pay card, a debit-type card, and we load that money up as soon as their shift's approved after they're done working. A lot of people live paycheck-to-paycheck and that really, it gives them control of their finances and the flexible schedules. Those two items have just been tremendous help for everyone.'' 18:30 Offering scholarships to attract new recruits Matt said scholarships can help to address the long-term shortage. ‘'I believe that exactly what you said, I mean, offering scholarships, getting people in school, I believe the passion needs to be there, and really getting people into school. I mean, you're starting schools what, three years, sometimes four years to get through that program, so you're talking 10 years to get the big, huge influx of new hires, new grads, but offering incentives, we have to, per se, beef up the nursing shortage, and we're looking at many ways to make it more passionate and really tackle that and get people excited to work again.'' 20:10 Family involvement supports nursing Lisa suggested that involving families in care helps to alleviate the pressure on nurses. ‘'I had an interesting conversation once with a nurse who said, "The reality is that the family members are helpful, the ones that are involved, they are helpful. They get to be a second set of eyes can help us. But some hospitals don't always want the family members there." But she was great. She was a floor leader. She's like, "I love having family members there because I know they're watching, they're caring, and that's initial support." You just wonder if we have to start thinking about that again as a way to support nurses, to say, you know what, do we get the families back involved?'' Show Links Connect with Matthew Mawby Connect with Lisa on LinkedIn Check out VIE Healthcare Consulting You'll Also Hear: The causes of the current nursing shortage; the combined effects of mental health pressures, burnout, retirement and poor compensation. ‘'CNAs…are paid the same as employees at Walmart and barista at Starbucks, so we're losing healthcare workers to other professions.'' Understanding the causes of burnout, and the survey results that found that 82% of nursing staff felt improved wages could help. Why administrators don't get enough credit for the work they do. ‘‘Charge nurses spend time off the floor to just recruit new nurses to get interviews in the door. Can you imagine that pressure? …I personally give a huge shout out to the administrators in handling that.'' Innovation solutions offered by Staffhealth.com, including a comprehensive RPO for recruitment process outsourcing, to enable facilities to recover from the impact of the pandemic in a cost effective way. The combination of innovation and technology that aims to bring back passion for the nursing industry, with flexible scheduling and ExpressPay™. Bridging the gap between staffing and healthcare organizations. ‘'Patients at the hospital need to go to long-term care facilities, and they have no nurses at long-term care facilities, so they can't discharge the patient. That means that there's a bed not available because they can't be discharged, so we're working really hard to bridge that gap.'' Predictions for the future – and how the pandemic brought telemedicine forward by 10 years. What To Do Next: 1. Subscribe to The Cost Advantage for Healthcare Leaders and receive a special report on 15 Effective Cost Savings Strategies. 2. Learn more about the simple 3 step process to work with us. 3. If you are interested in learning more, the quickest way to get your questions answered is to speak with one of our margin improvement experts. Schedule a call with our team here.

Professor Gigi Foster on An hour with Robert Brennan - 18 May 2022

TNT Radio

Play Episode Listen Later May 18, 2022 55:56

GUEST OVERVIEW: Gigi Foster – Professor of Economics at the University of NSW (UNSW) Business School, Prof. Gigi Foster has recently released a cost-benefit analysis (CBA) of lockdowns and border closures in Australia Prof. Foster is co-author of the book, The Great Covid Panic: What Happened, Why, and What To Do Next. Prof. Foster holds a BA in Ethics, Politics and Economics from Yale University, and a PhD in Economics from the University of Maryland. She works in diverse fields including education, social influence, corruption, lab experiments, time use, behavioural economics and Australian policy. In 2017 she was awarded an Australian Award for University Teaching (AAUT) Citation for Outstanding Contributions to Student Learning. In 2019 she was named Young Economist of the Year by the Economic Society of Australia. She regularly writes for both academic and popular press, and appears on TV and radio programs across Australia.

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Aussie economy post COVID measures

Play Episode Listen Later May 4, 2022 15:34

Michael is joined by Gigi Foster, Professor with the School of Economics at the University of New South Wales & co-author of ‘The Great Covid Panic: What Happened, Why, and What To Do Next', about Australia's economy following the measures put in place throughout the pandemic. Professor Foster says, ‘In the Great Panic of early 2020, nearly every government in the world restricted the movement of its population, disrupted the education of its children, suspended normal individual liberties, hijacked its healthcare system, and in other ways increased its direct control of people's lives.' ‘Attempts to control the new coronavirus in most countries made the number of deaths from both the virus and other health problems rise. Some countries and regions snapped out of the madness in early 2021 or even before. Yet other governments, still in 2021, were ever more fanatically obsessed with control.' See omnystudio.com/listener for privacy information.

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The Great Covid Panic – Freedom Feature with Book Authors

The Freedom Feature Podcast - First Freedoms Foundation

Play Episode Listen Later Apr 21, 2022 57:40

Sign-up for our Newsletter at: https://firstfreedoms.ca/call_to_action_pages/stay_informed/ Recently, Barry W. Bussey spoke with Paul Frijters, Gigi Foster, and Michael Baker, authors of The Great Covid Panic: What Happened, Why, and What To Do Next (2021). Joining the interview from Thailand, Saudi Arabia, and Australia, the three economists shared their perspectives on the past two years. In their book, the authors looked at the pandemic in terms of a wellbeing analysis. Understanding the psychology of crowds can help us make sense of what happened in 2020, as an emotional wave of human panic swept the world. Recognizing the dynamics of power, and the political and corporate opportunism that followed, can help to explain why that state of panic has continued for so long, despite the harms caused by government interventions. Looking ahead, we can expect a lengthy recovery. Trust in our institutions has been broken and will be very difficult to repair. Although we may hope for justice – or even an apology – we are not likely to see any official acknowledgement of wrongdoing. Instead, we can already observe a changing of the narrative as the focus shifts to new crises. Where does that leave us? First, Gigi reminds us that evil triumphs when the good stay silent. Let your voice be heard. Second, practice stepping back from the crowd to examine your own behaviour; don't outsource your conclusions to the crowd. Finally, Paul recommends bypassing failed institutions by forming local groups to rebuild a productive civil society. We think this is such an important conversation that we'd like to offer a copy of The Great Covid Panic to one of our viewers! Anyone who donates to First Freedoms this month will be entered in a draw to receive their own copy of the book. Click the donate button now for your chance to win!! Please note the views expressed by the individual(s) in this video are their own, and do not necessarily reflect the views or principles of the First Freedoms Foundation.

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Financial Independence with Real Estate: What To Do Next? with Chris Roberts

Passive Wealth Strategies for Busy Professionals

Play Episode Listen Later Feb 17, 2022 31:25

Chris Roberts is the Founder and CEO of Sterling Rhino Capital, LLC. Chris has been a full-time entrepreneur and real estate investor since 2007. He specializes in investor relations, commercial debt, and managing financials. He started his real estate career by renovating, flipping, building, and renting dozens of single-family residences, in addition to running his own property management company that manages his smaller assets. Chris is currently focused on helping others create passive cash flow through investing in larger, 100+ unit multifamily apartment buildings. Chris is personally invested in over 2,900 apartment units nationwide and has led Sterling Rhino Capital to acquire and control 834 units across several assets in Virginia, Georgia and Texas with an estimated value of over $53MM. Chris has been a contributor on Bigger Pockets, is a member of the Forbes Real Estate Council, and an Author. He is also the host of the Charging Forward Podcast where he interviews successful entrepreneurs to find out how they broke through mediocrity to become extraordinary. Chris is an Enterprise Partner with Feeding America and is passionate about teaching and giving back. Chris enjoys spending time with his wife Christina and traveling. They have been married for 11 years and have two dogs, Bentley and Oliver. [00:01 - ] Opening Segment Get to know Chris Roberts A dynamic real estate journey How Chris started in real estate as a teen [05:38 - 16:19] Financial Independence with Real Estate Seeing the world based on our experiences and planting the right mindset seeds early on Plan your Second Life, the life of your dreams Overcoming real estate challenges through famous quotes Grunt work makes you stronger [16:20 - 23:26] What To Do Next? Become the Deal Architect Relative Skillset, Mindsets, and Opportunities How to Scale Your Business through People Skills“It starts with the people.” [23:27 - 31:25] Closing Segment Quick break for our sponsorsGroundfloor offers short-term, high-yield real estate debt investments to the general public. Check www.passivewealthstrategy.com/groundfloor/ to get started. What is the best investment you've ever made other than your education?Sales and marketing company Chris's worst investmentBrick and mortar retail What is the most important lesson that you've learned in business and investing?Focus on your skills set and get paid for that to start investing on what you really want Connect with my guest. See the links below. Tweetable Quotes: “There's much more to life than just thinking of retirement. You can control your destiny.” - Chris Roberts “You have to be willing to give nearly all of your free time to your craft. You have to put in every free moment you have as soon as you find that first opportunity.” - Chris Roberts “People are difficult. If you can hone your skills and dealing with people and understand the other side of things, you can grow any one of your businesses in any way.” - Chris Roberts ------------ Connect with Chris Roberts through LinkedIn and Youtube. Visit Sterling Rhino Capital and create passive income, wealth, freedom, and fulfillment for your planned second life. Invest passively in multiple commercial real estate assets such as apartments, self storage, medical facilities, hotels and more through https://www.passivewealthstrategy.com/crowdstreet/ Participate directly in real estate investment loans on a fractional basis. Go to www.passivewealthstrategy.com/groundfloor/ and get ready to invest on your own terms. Join our Passive Investor Club for access to passive commercial real estate investment opportunities. LEAVE A REVIEW + help someone who wants to explode their business growth by sharing this episode or click here to listen to our previous episodes

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Courageous Convos With Dr Gigi Foster - An eEconomists Perspective Of The Covid Pandemic Response

Voices For Freedom

Play Episode Listen Later Nov 14, 2021 59:08

Courageous Convos is a weekly live webinar hosted by Voices For Freedom co-founders (Claire, Alia & Libby); this episode with international guest, Dr. Gigi Foster we get an economists perspective on the pandemic response. Gigi Foster is one of Australia's leading economics communicators, Professor Foster writes for both the academic and the popular press and is regularly interviewed on mainstream television and radio programs across the country, and quoted in national print media, about economic matters. Her regular media appearances include co-hosting The Economists, a national economics talk-radio program and podcast series now in its fifth season, with Peter Martin AM on ABC Radio National. Her book she co-authored with Paul Frijters and Michael Baker, The Great Covid Panic: What Happened, Why, and What To Do Next is a riveting read and available on Amazon and Good Reads: https://www.goodreads.com/book/show/58911778-the-great-covid-panic Remember to sign up to our mailing list to keep informed: www.voicesforfreedom.co.nz/stay-informed/ For more podcasts on these and other topics relating to upholding our freedoms join Claire, Libby and Alia at VOICES FOR FREEDOM - https://voicesforfreedom.co.nz

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Embrace Your God Hug with Ken Coleman

The Power of Owning Your Career Podcast

Play Episode Listen Later Oct 31, 2021 34:50

Paycheck to Purpose Author and Radio Personality, Ken Coleman joins Simone this week to share his career story. Learn how Ken got a God Hug that clarified his path. He says we must ask questions, put ourselves out there, and keep showing up to find out what we are meant to do. He talks about the cycle of intentionality and how his hunger to learn kept him moving through his career path. You don't want to miss this week's episode. What To Do Next? Connect with Simone Stay inspired by reading The Power of Owning Your Career Book. Continue your transformation with our guidebook that outlines 52 specific tips for owning your career. Reach Ken at KenColeman.com Show up to discuss the show in The Power of Owning Your Career LinkedIn Group. Leave us a review wherever you listen to the podcast.

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Boogie Man Channel [BMC] Saturday Night Live Strangeness - Blast from the Past: NASA STS Missions

Boogie Man Channel - Up All Night with the Boogie Man Podcast:

Play Episode Listen Later Oct 27, 2021 153:10

This amazing video is proudly presented by our sponsor || SIZZLE CITY || Strings of Bling and Other Shiny Things || Call or Click Today || www.SizzleCity.com || 626.274.6028 || Hot Products / Sizzling Prices || Join us for another amazing Dot.Connector.Podcast by BMC! Let's travel back to the 90s where we'll be met by some NASA STS Mission Strangeness. Anytime we bust out some NASA STS missions we are met with comical debauchery and absolute insanity. There is never a time that these videos dont produce laughter met with urine in your pants. It's on and you know it is baby! We are about to have some laughs and maybe, just maybe learn something - anything along the way. If we dont' learn something - it just wasn't meant to be. The Gods did NOT demand it this time. Speaking of Gods and sacrifices, I was challenged the other day about sacrafices within the bible and I absolutely destroyed those who stood against me. I have to show you these verses that have always baffled me and what my challengers said about them. This is comical and not something that is going to be drawn out into something long and boring. I promise you this. It was lighthearted and it's going to stay that way. I know how much you all hate religion. I wont kill you with it. This I promise. We may or may not revisit some of our early shows and discoveries. Join us tonight for some laughs, strangeness, and fun. Never a dull moment. 9PM PST-11PM PST. See you then. Take care! ************************************************************************** WHAT TO DO NEXT? ************************************************************************** Join us on the website: www.4TheWoke.com The Blog: https://www.4thewoke.com/blog/. Podcast Library: https://www.4thewoke.com/podcast-library/ Join the discussion on our Discord Chat Server: https://discord.gg/FWwRKts ************************************************************************** CONNECT WITH US ************************************************************************** Boogie Merch: Main URL: https://SkyWoker.com Alt URL: https://tinyurl.com/n6yrnkre Our Website: URL: https://4thewoke.com/ Email: BoogieMan@4TheWoke.com BoogieBexx@4TheWoke.com ytech.satellite2550@gmail.com Donate: (CA$H APP) Name: $BOOGIEMANCHANNEL Donate: (PayPal) URL: https://tinyurl.com/4krpaet6 Donate: (Zelle) Registered Phone Number: 6262746028 Twitter: @MyBoogieWoogie1 https://tinyurl.com/u9szm9kc Facebook: Boogie Man Channel URL: https://tinyurl.com/yttcm9p6 Instagram: BoogieManChannel URL: https://tinyurl.com/9d6yex3z Reddit: BoogieManChannel URL: https://tinyurl.com/2x69k89m Pinterest: URL: https://tinyurl.com/48z9nvpx Our Bit Chute Channel NOTE: It's getting there. URL: https://www.bitchute.com/channel/KJbXYZ7rjvTn/ ************************************************************************** Your Daily Mantra! ************************************************************************** Please be good to one another and of course always be good to yourself. Please use this opportunity to prepare for the worst and of course always hope for the best. Always live everyday like there is no tomorrow, because tomorrow is promised to no man or woman. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/bmc-dotconnector-podcast/message

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#199 - Paul Fritjers: Lockdowns, Science, And The Great Covid Panic

Chatter

Play Episode Listen Later Oct 14, 2021 89:15

A lot of the discussion about an inquiry into the covid response has been, in my view, poorly framed. There are massive lessons to be learned from this pandemic, but I believe that a huge segment of this is being ignored - what the cost of lockdowns will be and has already been. For this reason I spoke to wellbeing economist Paul Fritjers, co-author of the book The Great Covid Panic, who believes that the cost of lockdowns outweighs the benefits 50:1 on a broad societal scale. This can be a difficult topic to explore without sounding callous, that is never my intention, but if the costs are really this great, I believe we have to understand them before we apply the same policy again. Paul Frijters is a Professor of Wellbeing Economics at the London School of Economics: from 2016-nov 2019 at the Center for Economic Performance, thereafter at the Department of Social Policy. He completed his Masters in Econometrics at the University of Groningen, including a seven-month stay in Durban, South Africa before completing a PhD through the University of Amsterdam. He has also engaged in teaching and research at the University of Melbourne, the Australian National University, QUT, UQ, and now the LSE. Professor Fritjers specializes in applied micro-econometrics, including labor, happiness, and health economics, though he has also worked on pure theoretical topics in macro and micro fields. His main area of interest is in analyzing how socio-economic variables affect the human life experience and the "unanswerable" economic mysteries in life. Resources Play Politics and War Free Here - https://politicsandwar.com The Great Covid Panic: What Happened, Why, and What To Do Next - https://amzn.to/3AHuhce https://www.iza.org/person/931/paul-frijters https://www.lse.ac.uk/social-policy/people/Emeritus-Visiting/professor-paul-frijters HELP ME CROWDFUND MY GAMESTOP BOOK. Go to https://wen-moon.com to join the crowdfunding campaign and pre-order To The Moon: The GameStop Saga! If you haven’t already and you enjoyed this episode, please subscribe to this podcast and our mailing list, and don’t forget, my book, Brexit: The Establishment Civil War, is now out, you’ll find the links in the description below. Watch Us On Odysee.com - https://odysee.com/$/invite/@TheJist:4 Sign up and watch videos to earn crypto-currency! Buy Brexit: The Establishment Civil War - https://amzn.to/39XXVjq Mailing List - https://www.getrevue.co/profile/thejist Twitter - https://twitter.com/Give_Me_TheJist Website - https://thejist.co.uk/

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Find Your Clarity & Get Unstuck with Becca Ribbing

I AM Healthy & Fit

Play Episode Listen Later Sep 29, 2021 41:44

Becca Ribbing is the author of The Clarity Journal and has been a coach for over a decade. She's on a mission to help people break out of the cycles of uncertainty and struggle that hold them back. She helps women going back and forth with the big, seemingly endless question of what to do next—so they can stop going around in circles and finally figure out what they truly want and create the clarity and momentum they crave.Learn more about Becca at BeccaRibbing.com. Follow her on Facebook, Instagram, Twitter, and LinkedIn.

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Jeff Tucker on the launch of the Brownstone Institute - and the racist history of infectious-disease fearmongering

What Then Must We Do?

Play Episode Listen Later Sep 14, 2021 60:13

In this episode, I speak with long-time liberty hero and entrepreneur Jeff Tucker, about his launching of the Brownstone Institute in response to the worldwide authoritarian response to Covid-19, and why the Institute's efforts are so needed now.We also talk about one of the primary - but little talked about - driving forces behind racial segregation and the eugenics movement: Fear of infectious disease, and the belief that those of "inferior" races were more likely to be disease vectors than were those of "superior" genetic makeup. You can read Jeff's piece on that here....and his book on the lockdowns is here.The book we discuss in this episode is "The Great Covid Panic: What Happened, Why, and What To Do Next", and can be found here.Sunetra Gupta's book is here.I mentioned FreedomCells - you can learn more about them here.You can visit - and support - the Brownstone Institute, here.

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How To Use Copywriting To Excel Your Online Business with Guest Expert Nicki Krawcyzk

Think.Create.Initiate (from sidehustle to startup) Podcast

Play Episode Listen Later Aug 2, 2021 41:23

I had the amazing opportunity to interview the brilliant Nicki Krawczyk, who is a copywriter with 15+ years of experience, writing for multi-billion-dollar companies, solopreneurs, and every size business in between. Nicki coaches people to become professional copywriters and build thriving careers of their own via her website, www.FilthyRichWriter.com, and her Comprehensive Copywriting Academy. For her, being "filthy rich" means having a job you love, being good at what you do, and making great money doing it. I absolutely love Nicki and her energy is through the roof. This was such an enjoyable interview. In this episode, Nicki dropped some real gems and provided great insight into the world of copywriting and just how essential it is when it comes to starting and growing a sustainable business. Copywriting is a true art form. It involves deep psychology work to understand the thoughts and behaviours of your future client. WHAT TO DO NEXT! You can connect with Nicki Krawczyk by visiting: www.filthyrichwriter.com Instagram: @filthyrichwriter Facebook: Filthyrichwriter nicki@filthyrichwriter.com If you have enjoyed listening to this episode, we would love you to take a screenshot and upload it to Instagram and tag us @femalestartupscommunity. This will enter you into our monthly draw to allow you to win a complimentary cash flow immersion session with us to unlock the cash currently sitting in your business or business idea. Additionally this will help even more people get to find out about us and this show, which really feeds into our big mission: to financially empower 1 million women globally to move towards a life of freedom and flexibility. Creating a life on their own terms Also if you are looking for a safe and secure space to learn how to effectively grow your online business this alongside other amazing like-minded women who are on a similar journey, then we invite you to join our Thriving Female Startup Entrepreneurs Community . This really is the best space to be in as we deliver weekly impactful train and first taste exclusive with guest experts for our Podcast series so you get to have your questions answered live. P.S We understand what it's like to have an idea you're passionate about but not knowing how to make it a reality in a profitable way so you can have a reliable income other than your job. That's why we created a FREE PDF CHECKLIST - 23 Ways To Get More Clients https://bit.ly/23WaysToGetMoreClients

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DESIGN PRO THUMBNAILS IN MINUTES

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Play Episode Listen Later Apr 2, 2021 9:41

In this episode I discuss how to design pro thumbs in 60 seconds using CANVA (below) and I walk the YouTube audience through a short screen capture (audio enabled for podcast listeners)

EASIEST WAY TO CREATE SUCCESSFUL CONTENT

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Play Episode Listen Later Apr 1, 2021 7:30

In this episode I discuss the easiest way to create your content and answer some of your most asked questions WHAT TO DO NEXT?

FOCUS

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Play Episode Listen Later Mar 29, 2021 8:36

In this episode I discuss why focusing on engagement is the most important thing and I answer a few questions from the community WHAT TO DO NEXT?

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Play Episode Listen Later Mar 25, 2021 10:36

In this episode I discuss the 3 parts to building a lasting brand online or offline WHAT TO DO NEXT?

PLANNING VIDEO TOPICS FOR LONG TERM SUCCESS

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Play Episode Listen Later Mar 21, 2021 11:02

In this episode I talk about creating 8 weeks worth of video topics and where to find tons of topic ideas so you never run out . (Check resources below) WHAT TO DO NEXT?

ALY BRAZIL : GOING VIRAL & WHAT TO DO NEXT? W/ MARVIN SQUARENOODLES, ANTHONY ORQUE & KIM NGUYEN OF "SENPAI SQUAD" | Soju Bomb Ep 16

Soju Bomb

Play Episode Listen Later Nov 29, 2020 82:09

ALY BRAZIL : GOING VIRAL & WHAT TO DO NEXT? W/ MARVIN SQUARENOODLES, ANTHONY ORQUE & KIM NGUYEN OF "SENPAI SQUAD" | Soju Bomb Ep 16 In today's episode, we hang out with the one and only meme God herself, Aly Brazil! The guys have a sit down chat with Aly talking about her come up in the cosplay scene as well as her passion as an artist! She drops some great information about her come up going viral and the challenges of following through from short term rapid growth as an influencer! Aly is currently creating content on various social media platforms, please give her a follow on all her socials: Aly Brazil Twitch: https://www.twitch.tv/alybrazilcos Instagram: https://www.instagram.com/aly.brazil Art Instagram: https://www.instagram.com/itsjohncena/ Twitter: https://twitter.com/alybrazil_ Patreon: https://www.patreon.com/alybrazil Only Fans: https://onlyfans.com/alybrazil/ Timestamps 0:00 Intro 5:01 How Marvin and Aly met 17:02 Kim becomes a backpack 21:13 How Aly met Anthony 28:10 How impactful Aly & Marvins first shoot was to her cosplay / content creator career 36:55 Work on cosplay or fan engagement? 40:12 Motivation & the power of collaborative energy 43:02 Aly created artwork for Soju Bomb 57:45 Buttplug story at HentaiCon 1:04:41 Aly's an introvert? 1:06:39 Whats Aly working on? 1:14:43 Once you go viral, whats the next step? Music Credits: Intro & Outro music by VALENTINE Xavi - Harmony feat. CXLOE: https://soundcloud.com/mynameisvalentine/harmony Break music by Insta Models - Do It Like You: https://thmatc.co/?l=A16456B7 Send questions/submissions to: mailtime@sojubomb.tv More SojuBomb Instagram: https://www.instagram.com/sojubombtv Facebook: https://www.facebook.com/sojubombpodcast More SquareNoodles Instagram: https://www.instagram.com/square_noodles Twitter: https://twitter.com/squarenoodles Facebook: https://www.facebook.com/squarenoodles/ Website: https://www.squarenoodles.com/ More Senpai Squad Instagram: https://www.instagram.com/senpaisquadnet/ Twitter: https://twitter.com/SenpaiSquadNet Facebook: https://www.facebook.com/SenpaiSquadNet/ Website: https://www.senpaisquad.net/ More Marvin Instagram:https://www.instagram.com/m.squarenoodles Twitter:https://twitter.com/squarenoodles Facebook:https://www.facebook.com/m.squarenoodles More Anthony Instagram:https://www.instagram.com/anthony_orque Twitter: https://twitter.com/anthony_orque Facebook: https://www.facebook.com/anthony.orque More Kim Instagram:https://www.instagram.com/kimnguyxn Facebook: https://www.facebook.com/Kimburleh Soju Bomb Produced by Anthony Orque, James "Yung James" Squarenoodles, Conrado "Sandaime" Ablola III https://www.instagram.com/j.squarenoodles https://www.instagram.com/da.thirdcon Edited by Jeff Sith https://www.instagram.com/laoloser

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What To Do Next, America, w/ Tim and Steph Gordon

RULES FOR RETROGRADES (Tim Gordon & Dave Gordon)

Play Episode Listen Later Nov 9, 2020 56:33

What To Do Next, America, w/ Tim and Steph GordonTim and Steph break down all the angles and proper responses to “the steal” that you aren’t hearing anywhere else.Anton Article: https://americanmind.org/salvo/the-coming-coup/Tim's pre-election video w/ Anton mentioned: https://www.youtube.com/watch?v=smKqhiFwnvw&t=166s ⏰LAST DAYS TO ENROLL!! LET TIM HANDLE YOUR THEO HOMESCHOOLING (OR ADULT SELF-STUDY) CLASSES:Enrollment is NOW OPEN for anyone interested in attending either (or both!) of my new live online classes for ages 13 and up!CHURCH HISTORYARISTOTLE'S ETHICS/PHILOSOPHY OF MANCATHOLIC REPUBLICInformation on each class is also provided on the website! Just go to TimothyJGordon.com and click "Enroll" at the top of the page!

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Lane Assisted Driving

Second Baptist Church, La Grange, TX

Play Episode Listen Later Oct 25, 2020 28:27

Please enjoy the online media from Crosspoint Community Church, in La Grange, TX.

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Lane Assisted Driving

Second Baptist Church, La Grange, TX

Play Episode Listen Later Oct 25, 2020 28:27

Please enjoy the online media from Crosspoint Community Church, in La Grange, TX.

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WHEN YOU DON'T KNOW WHAT TO DO NEXT at the most crucial time!

YOUR BACKUP PLAN APP HOSTS TALKING TABOO with Tina Ginn

Play Episode Listen Later Sep 30, 2020 77:14

WHAT TO DO NEXT? When it's already too late, try to repair all the things that you haven't thought of before the crucial time of death. I don't know the answer to that! I don't know what she wanted! I don't know if she knew either! Why not? Why do we not know what we are doing, or what we want went the time comes? Because we don't know how to have those conversations, we don't know what questions we need to answer. So why not hear what Dianne has to say about her parents both passing away without any ideas of what was next! Decisions, decisions decisions that we don't want to have to answer. We just want to grieve! That's it! Enjoy! My Secrets putting together an emergency safe plan for myself and my family. Your Life happens and your Family Matters. It puts your life in 1-place in preparation of any unpredictable circumstance while taking the painful aftermath out of any tragedy! Whether you are a senior, retired, single, or have a family you will want to get this APP for yourself to be more organized! www.yourbackupplan.ca OUR APP AVAILABLE HERE: Download on Google play store: https://play.google.com/store/apps/details?id=com.backupplan.app or at iTunes Store: https://apps.apple.com/ca/app/yourbackupplan/id1038766738 OUR YOUTUBE CHANNEL: https://youtu.be/kEupvBtkg_Y OUR INSTAGRAM PAGE: www.instagram.com/yourbackup_plan OUR FACEBOOK PAGE: https://www.facebook.com/yourbackupplan Twitter: @BackupPlanApp #emergencypreparedness #yourbackupplan #yourbackupplanapp #planb #motorcycleaccident #caraccident #planning #exitplan #tragedy #tragedies #disaster #disasterpreparedness #emergencypreparedness #financialplanning #estateplanning #emergency #cancer #stroke #heartattack #survivor #cancersurvivor #rehab #recovery #lifeinsurance #disability #financialplanning #financialplanner #insurance #willsandestates #wills #powerofattorney #estateplanning #familyfight #familymeeting #familyconversation #planb #yourbackupplan #beyourself #property #security #caregiving #caregiver #longtermcare #seniors #parents #retirement #retired #family #breastcancer #breastcancersurvivor

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#36: Wanting vs Having

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Play Episode Listen Later Jun 16, 2020 31:55

SHOW NOTES What We're Talking About: Wanting vs Having The belief that we can't actually have what we want. Our beliefs can make or break all of our efforts. When we want out of lack. Feelings we avoid and how they hold us back. Challenging our brains to work differently. Building up the capacity to "have" so our brains have evidence of results. What To Do Next: Schedule a clarity call with me!

#35: When the Vision Must Change Pt. 2 - ft. Shannon Siriano Greenwood

Play Episode Listen Later May 19, 2020 32:30

SHOW NOTES What We're Talking About: It's ok to mourn change and transition in business (hello, global pandemic!) Deciding to move on and commit to a new vision Using "planning" mode as a form of procrastination to not do the things Utilizing a digital platform for a service that is usually an in-person offering Fear of change and potential success Phoning a friend when the mind drama is overwhelming The beauty of working with a team that understands you Questions for Shannon Siriano Greenwood: What was the last book you read? Mr. Nobody What's your go-to work from home lunch? A turkey sandwich & Doritos What is one thing you're not very good at? Cooking What is your ideal vacation? Anywhere by myself or California Links: The One Year From Now Vision Shannon Siriano Greenwood website Shannon on Instagram Rebelle Con Rebelle on Instagram Click Up What To Do Next: Schedule a clarity call with me!

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#34: When the Vision Must Change - ft. Beryl Young

Play Episode Listen Later May 5, 2020 50:02

SHOW NOTES What We're Talking About: The possibilities scaling a business can bring. Spending time understanding the market and who can be served. The importance and beauty of community. Allowing flexibility to pivot to a new product or service. Embracing iterations instead of moving on to a completely new product or service. Links: Momtography Teentography Momtography on Insta Momtography on Facebook Click Up What To Do Next: Schedule a clarity call with me!

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#33: The Path of Least Resistance - ft. Susan Boles

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Play Episode Listen Later Apr 20, 2020 46:49

This week on the podcast, I'm speaking with Susan Boles, the owner and CEO of Scale Spark. Susan Boles is also the host of the podcast Break the Ceiling that digs into unconventional strategies to help people break through growth ceilings. We're talking to Susan about optimizing time for what really matters, treating your work schedule as one big experiment, and the ebb and flow of identities and relationships in life and business. --- Links: Scale Spark Break the Ceiling Podcast Susan on Twitter Full Focus Planner Click Up What To Do Next: Schedule a clarity call with me!

#32: Decision Making with Your CEO Brain - ft. Prerna Malik

Play Episode Listen Later Apr 7, 2020 44:34

Today on the podcast we're speaking with Prerna Malik. Prerna is a copywriter and runs her business, Content Bistro, with her husband. In this episode, we discuss decision making from your CEO brain vs your individual brain, sticking to a plan and being open to its evolution, and learning to be unapologetic about the non-negotiables you set in place both personally and professionally. --- Links: Content Bistro Content Bistro Instagram Content Bistro Facebook What To Do Next: Schedule a clarity call with me!

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#31: The "One Year From Now" Vision