December 13, 2021: Sue Schade from StarBridge Advisors joins Bill for the news. Around the world, millions of people are rethinking how they work and live and how to better balance the two. The Great Resignation has U.S. workers quitting their jobs in record numbers. Harvard Business Review looks at 5 new rules for leading a hybrid team. As leaders, we need to take a hard look in the mirror and use the shift to hybrid an opportunity to maintain a culture of excellence. Harvard also looks at 5 principles to improve the patient experience. Rule number one, remember that patients are consumers. While tech advances have created exceptional consumer experiences, providers should keep in mind that a holistic experience involves more than just applying technology.
Key Points:
00:00:00 - Intro
00:08:38 - Almost half of the world's workers are considering quitting, according to a Microsoft corporation survey
00:13:00 - Managers who don't evolve through this pandemic are really going to struggle to retain staff
00:15:00 - People want to know that the work they're doing has purpose and meaning.
00:34:20 - The consumer experience is more than technology
Sue Schade blog: Developing next generation leaders (literally)
Stories:
Newsday - How Leaders Can Accommodate Teams and Patients In a Digital Future
,:This transcription is provided by artificial intelligence. We believe in technology but understand that even the smartest robots can sometimes get speech recognition wrong.
Bill Russell: [:t that means in terms of the [:Bill Russell: It's Newsday. My name is Bill Russell. I'm a former CIO for a 16 hospital system and creator of This Week in health IT. A channel dedicated to keeping health IT staff current and engaged.
Special thanks to Sirius Healthcare, Health Lyrics and World Wide Technology who are our Newsday show sponsors for investing in our mission to develop the next generation of health IT leaders.
ment for This Week in Health [:minute episodes for [:Finally, this channel, the one you're listening to right now will become our Conference channel. The same great content you travel across the country to receive. We're going to be bringing to you right on this channel. This show will become Keynote, where we do our long form 50 minute interviews with industry leaders.
ng solutions in more detail. [:All right. It's Newsday. And today, Sue Schade is joining us from a new studio. Can I call that that room a studio? Or is it your new office?
our spaces is we like. He's [:Bill Russell: I noticed Ruth Bader Ginsburg made the move with you. She's over there. What are the pictures on the other side? Is that artwork?
Sue Schade: Yeah. Yeah. Those good. You caught it. You can't really see it unless I move the camera a little bit, but I will.
ng in my office at Michigan. [:Bill Russell: So you try to play every day?
Sue Schade: Oh yes. Oh, absolutely. Yeah, yeah. And work on new stuff all the time. Yeah.
Bill Russell: My little sign [:Sue Schade: Ok. Ok.
e stories I want to touch on.[:have similar things going on [:ying out of the labor force. [:using the great resignation. [:y an issue for many workers. [:But I know you've talked recently about how many women have left the workforce during the pandemic, which is kind of whole nother issue that could be talked about. I think the, the concept of the point that they don't want to live like their parents and I get mixed up on the generations myself in terms of what those delineations are.
is what [:a woman. But not in how hard [:Bill Russell: I understand completely what you're saying. Cause my kids would say the same thing to me. You traveled too much. You took on too much responsibility, that kind of stuff. And I look at them and I go, you all work very hard and they're like, yeah, but there's a different, like they won't trade some of the things I traded. They look at their life a lot more about life than about providing for the next generation, which is sort of my mindset.
Sue Schade: [:Qualtrics International Inc [:And a lot of that was due to women bearing the brunt of, Hey, the kids are going to be home and they're not going to school anymore. One of us has to be there. Not only that we have to take on the aspect of educating them or a part of that. Making sure they go to class and all that stuff online.
e not at every dinner table, [:r they want. So flexibility, [:I think that really knowing your people and they're particular, you know without being invasive and overly personal. Knowing their situation, understanding their situation and supporting them through whatever they're working through. I think that organizations and it's one of the points in one of the articles we're going to get into around leading a hybrid team. Make work purpose driven.
in healthcare because of the [:in the mission and what the [:Bill Russell: I coach CIOs, and I know that you have mentoring relationships with some as well. It was interesting to me, one of the CIOs I coach, early on in the pandemic, he essentially said, we've got to get these people back in the office. Right. And so that was sort of the mindset of how can we get them back in the office because we're missing out on too many things and whatnot.
n't bring everybody back in. [:And he said we have to be really sensitive to the journey our workers are on. And what they're trying to navigate at home. What they're trying to navigate. And so what they're going to do is they're gently going to offer them alright hey, we need you in the office one day.
e day. You can pick the day, [:e and just feels right to me [:And I think the managers that don't evolve through this, they're really going to struggle. They're going to keep losing people until they do evolve. Because people have a choice up to and including just leaving and not working.
to the organization onsite. [:e, provide some direction on [:How the teams interact with other teams? It's just, it's not binary. It's not, everybody's stay at home forever. And it's not, everybody's in the office every day. It's a whole mix to make work.
Bill Russell: CIO's, aren't remote workers per se, but if you took 260 work days a year, the number of days I was actually on site had to be at least 80 to a hundred days less than that.
than that. I mean, I had to [:t point, which is to connect [:Sue Schade: Yeah. So, so let's give some context. This is by Laslo Bock who was at Google and is now the CEO and Co-founder of Humu, H U M U. Have you heard of them?
Bill Russell: No, they just keep making up words.
Sue Schade: It's an HR software company using people science to help people do their best work.
I looked them up online, it [:aw on LinkedIn from a former [:And she's now at Humana and she posted on LinkedIn, I really liked this. She said sharing part of my morning mantra, move the mission, mind the hearts and souls of those moving the mission. When stuck, take a break, then frame focus and finish the work. Repeat. It seemed like a very grounded kinda perspective to her work.
at. Just to go on the second [:I mean it gets at broad direction where we need you to go. Not the how. Not the micromanage in terms of the how. And I think a couple more. He talks about learning the small moments.
Bill Russell: Let's go back to that. I love the trust your people more than feels comfortable.
t you to be descriptive, not [:eed them to come back in the [:I'm like, why do you need them to come back in the office? And more I push on it and the more I'm thinking about it, it feels to me like, it's a trust thing. It's like, I need them in the office because I'm not sure they're going to get the work done. Well the information that we have now would indicate that they do get the work.
, which is wasting [:There's that old thing flying around the internet and it gets attributed to Steve Jobs of, you hire great people. You've got to trust them to do it and just get out of their way. And it just, just let them do it. I think that's part of what we need to do is you know if we hired good people, trust them to do their job.
roductivity and what they're [:Bill Russell: All right. So you set it up. Learn in the small moments, send people on your staff nudges.
you sent any thank you notes [:It's little reminders to do certain kinds of things. And I mean, quite honestly, if you're the kind of person who is kind of high touch and very connected with your staff. You might find this annoying, right. But if you're not and it doesn't come naturally, maybe those are really helpful. The nudges.
t like from here to, I can't [:them about things more than [:Hey, I like these last two, by the way. Number four, provide clarity. Be more decisive than feels comfortable.
Sue Schade: The point that I highlighted in that one Bill, is that when it comes to company direction, policies and values, being clear is the kindest thing you can do. Even if your decision is unpopular, which I found that really interesting because there's so much time spent like, oh, how's this going to be received?
What's going to be the best [:Bill Russell: I love that one. I love that sentence too, but the thing I say to people is, especially people I'm coaching. If I were to interview your entire staff right now and ask them what is the, career progression for you in your current role? How many of your people do you think would be able to answer that?
clarity, especially in this [:d it every six months. And I [:I'm like, no, no, this is, this is, this is the job. This is like the thing here, you're going to, you're going to provide them clarity. It's like, how are they doing? What's next? How can they prepare for what's next? What can they do? That's a challenge. I mean, that question of do they know what's next in their career and if they can't answer that question, My gosh.
zation I walk into, if I was [:Sue Schade: You wonder how often is that the one of the responses in the exit interview. I didn't know what was next. It didn't seem like there was next. Right.
Bill Russell: There was no next for me.
se the shift to hybrid as an [:So, we've obviously seen a lot of focus on organizational culture during this rather stressful two years for organizations.
Bill Russell: Yeah. I did an interview with Doug King CIO at Northwestern medicine. And one of the things I like about what he was doing, he he'd created this funnel of new labor coming in from colleges and that kind of stuff.
ed about was. He goes, I try [:And people are like, oh, you don't understand that so many conversations for like, you know, when you're new to healthcare, you just look at it through a different lens and you go, you know we should be able to make this better.
: Yeah. I love that podcast. [:Bill Russell: Michigan students.
ollege students from various [:rent. And we brought them in [:, to pair up and identify an [:And this is where back to your point about Doug. It's fresh eyes. They're not indoctrinated yet, so they can ask those questions. Like, why isn't this simpler? Why isn't this automated? So, yeah. Gotta to get those new ideas in and, and get people early in their careers into organizations. I'm a fan.
the show for those who don't [:Sue Schade: Could say ran into him. He was my boss for 10 years.
Bill Russell: There you go.
Sue Schade: There you go. Boss, colleague, friend, mentor. What an opportunity to work with him. Yeah, he was the CIO for the whole system when I was the CIO at Brigham.
d Medical School and lecture [:related. The patient is the [:might last for one month and [:of a choice today than they [:ch pushback? I mean, that was:at as consumers. So wouldn't [:Bill Russell: Yeah. And then he gives a caution to us in health IT. Number two is the consumer experience is more than technology. We need that reminder from time to time, but essentially, we get caught up in the well we're going to give them the ability to do appointments online and but the experience is is broader.
hings in healthcare because, [:We never actually pick up all the glass. We just, we find a way to navigate through it and navigate around it, instead of saying, Hey, you know what? These systems don't talk to each other. This doesn't work. This doesn't work. Let's let's fix. Because the experience is not good for the clinicians and it's not good for the patients.
n, that was his perspective. [:We've heard that through the [:Sue Schade: Yeah. So, if I can use a very current example this morning, and it happened to me in this context. It's more than the technology, the process. So like, there's this, new, more advanced shingles shot that people of a certain age should be getting, even if they got one years ago. So I made the appointment.
s morning and I arrived for a:uestions, like, are you sick [:Well, I made the appointment last week. So when I was online, I couldn't answer that question. Right. So I fill it out. I give it to her and I said, I did all this online. She goes yeah, we should tell people to bring a printout of the online form that's been completed because we don't have access here to that.
hen I finished it so I mean, [:'s not simple to solve is it?[:Sue Schade: Yeah. This, I don't know. This sounded simple to solve with my CIO hat on. I have all this information. I've scheduled the appointment online for that pharmacy. They should have access to the information.
Bill Russell: It was a Walgreens? Not to call them out, but. And Walgreens are not independently owned. They're nationally owned.
works at Walgreens saying I [:n today on paper. Anyways, I [:e I get my one prescription. [:digital front door can also [:ital front door is, and I've [:Sue Schade: I have one more story. Do we have time?
Bill Russell: Oh, absolutely.
he payor and health provider [:me and do a bone density and [:is trying to track down the [:She couldn't track them down. We finally figured out between the two of us that that home bone density tests had been denied by Medicare because it didn't meet certain criteria, so they didn't charge, they zeroed it out, but then they also didn't tell me any results or that it didn't work. And that I have to get a regular kind.
ortho and bone health nurse [:it was going to connect and [:Sue Schade: Yeah, I wrote about it too, as just a really positive in terms of access and something in the home, but yeah the full circle story wasn't so positive.
Yeah. And it's interesting. Cause that's one of the things that's happening with CIO's anyway is all these advances are coming pretty rapidly and we're being asked to connect them all in right? Connect it into our communications platform.
into the medical record. Get [:Plenty to do.
Bill Russell: Plenty to do. W e ll Sue always, always a pleasure to catch up with you. And I'm happy to see that you're now in your new location and all it looks like it's mostly set up. Are you set up for the holidays?
we've already had our first [:Bill Russell: You didn't have much going on and you had the interim CIO thing and then you moved and then you have these stories to tell about the different appointments.
Sue Schade: Now I've turned into like a professional full-time healthcare consumer. I feel like, yeah. We have the cataract surgery too. That story and access there. So yeah.
u get like two weeks off and [:Sue Schade: Before we close, I'm going to give you the kudos again, publicly on what 22 looks like with all your new four channels. Love it. And I've already subscribed to all of them.
Bill Russell: Yeah. You, like the way I called you out on the today show?
I literally was walking the [:owing. More people are doing [:looking words up and writing [:Sue Schade: Thank you. I've enjoyed it.
aps your team, your staff. I [:
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