As leaders, we have all been asked the question “Where do you see yourself in five years?” In each case, the expected answer is a job title, some type of work experience, a career achievement, or even leading a company.
When it comes to healthcare, Nashville is a city like no other. Not only is healthcare our largest industry - but key industry thought leaders live and work here. I was reminded of that again this past week when I had the pleasure of leading a panel of healthcare executives in a discussion about the Future of Healthcare in Nashville.
The question of what the healthcare of tomorrow will look like is always a key strategic issue for those leading healthcare organizations. In my view, the answer is really clear - care support and primary care delivery is moving back into the patient’s home.
There are 141 million visits to the emergency room each year, and nearly all of them have a charge for something called a facility fee. This is the price of walking through the door and seeking service. It does not include any care provided.
Launching the Venture has been a springboard for several successful businesses, so it stands to reason that, after teaching the course for many years while launching prominent ventures of his own, Dr. Burcham would have a good sense of the qualities that define a successful venture team.
Work is the biggest team sport in which any of us get to participate. And as a team sport, business cannot be just about the numbers. Great teams have a great culture driven by great leadership. Relationships are meaningful and teammates are connected. The collective attitude is very positive and everyone on the team works hard to accomplish their mission.
One of life's greatest revelations happens the moment we finally realize the prison bars we’ve been banging our cup on - the feelings that we are flawed or don’t quite measure up - are actually spaced far enough apart to walk through.
n a competitive labor market, employers are looking for new cost containment strategies beyond shifting more costs to employees. They are pursuing new contract arrangements with providers, offering care coordination to their employees, and considering narrow networks to help them tackle healthcare prices.
We are at a moment in time where the fusion of people, process and a technology can re-define the patient experience, improve patient access points, and manage total costs. Such innovation will likely be found as traditional players collaborate with new entrants and form non-traditional partnerships along the healthcare value chain.
There are so many people looking for real connection. They want someone who takes the time to see them as a person - to help them through a difficult journey. Be that someone for a friend or neighbor. Find a way to let past differences go with family and build a connection. Tell stories, share, be present. We have this season and these holidays and this moment to be present with those we treasure; to make memories; to create traditions and appreciate the beauty of life.
Grief is the price of deeply loving someone. Grief’s presence is a testament to the endless love I felt for my son - and that love has to have somewhere to go - it didn’t end when his life ended. The fact that I am feeling such a deficit in grief’s presence is a celebration of how blessed I’ve been, to have someone for whom I grieve so fully. The love for a lost son pouring out of my soul with nowhere to go - so it materializes in tears.
Employers that are serious about reducing total health care costs — and improving the health and well-being of their employees — should take a serious look at how innovation through smart use of people, process and technology can streamline all three of these cost areas. And there are many more areas of opportunity for consideration. Most of these innovations will be found in younger companies looking to disrupt the status quo.
It's not your personal integrity that will build trust. Having personal integrity is an expected norm in most workplaces, and awards you no added trust points as a leader or coworker. In order to build trust you must demonstrate your behavioral integrity. It's essential for creating and operating with trust currency at work.
Such policies will have a damaging ripple effects, driving up costs for consumers with serious medical conditions and prompting more insurers to flee the law’s marketplaces. I worry for the common man with a chronic disease.
If you know someone who is being a caregiver today, reach out to support them. Make a meal, offer to sit with the person who is ill for an afternoon and give them a break. Bring a gift for the caregiver with a thoughtful note. Sit with and really listen to your caregiving friend. Finally, ask “what can I do to help.” And do something.
Today, I am more certain of what really matters. I am more thoughtful of how I spend my time on a few dreams that might make a difference for someone. My encouragement to you is to never stop dreaming, no matter how old you are or what your circumstance may be. Within us are the dreams that can change lives. Dare to keep dreaming.
An idea isn’t worth much… unless you do something with it. This unique trait, the ability to make things happen, to execute through adversity, is the essence of entrepreneurial leaders - and it’s called GRIT.
Our patients and their families have all grown tired of the status quo. They want a hassle-free experience and coordinated care. They want to build a trusted relationship with our healthcare community.
The more powerful you are, the more your words impact other people - and the more responsibility you have to ensure your actions and words build trust. If you don’t, you will ruin yourself, you will harm others, and your organization will never achieve all that is possible.
Fear and blame are the ultimate culture killers. When fear and blame creep into the company culture, the organization’s performance suffers. Fear slows organizations down, causes hesitation, drives stress, and keeps individuals from reaching their potential. Fear and blame leads to dissatisfaction and employees become disengaged.
We must acknowledge that our one-on-one human interactions are at the heart of the consumer’s health care experience. That includes our customer service lines, front desk teams, care management support, scheduling, and practitioner interaction. All of our “improvements” must support and enhance those interactions.
Scott and I go together like "peanut butter and chocolate" - or that was at least what our team thought. Scott is the chocolate - I'm the peanut butter. Together, we shared a magical moment, and I left the stage feeling gratitude. The audience was the real teacher. And all the learning of the day was wrapped inside their stories.