This transcription is provided by artificial intelligence. We believe in technology but understand that even the smartest robots can sometimes get speech recognition wrong.

Welcome to This Week Health, where we host channels and events dedicated to transforming healthcare, one connection at a time.

  my name is Erica Williams. I am an executive leader who has spent my entire 25 year career serving in the healthcare industry. The last 15 of those years, I have led IT teams for large health systems, where I currently serve as a market CIO in Texas. My passion is developing the next generation of leaders and leveraging technology to improve the clinician and patient experience.

  Our Town Hall podcast series, Road to Flourish, explores the inspiring career journeys of executives in healthcare. Whether you're starting out, seeking growth, or feeling stuck, this podcast aims to empower you. Let's jump right in to today's episode.

  Hello, welcome to Road to Flourish. This is a series on the Town Hall channel where we're going to explore the career journeys of successful leaders in healthcare. In each episode, we'll dive into stories of executives have navigated twists and turns of their professional paths, overcome challenges, and achieve success in their own unique ways.

Today, Chani Cordero, CIO of Brooke Army Medical Center joins us. Welcome, Chani.

  Good morning. Thank you.

So I love the story of how we met. And I think it's a really great example of never to be shy and, talk to the person in the elevator, walk up to the person , that you don't know in a meeting.

Because I was getting into the Uber, leaving Chimefall Forum, I was in my zone as I typically am when I'm, trying to get somewhere, and you ran over and said, Hey, Are you going to the airport? And of course I was, and you're like, can I ride with you, please? I'm late. I need to get there. And at that time we were complete strangers and we have been connected ever since and our paths continued across.

So I, I love how we met.

You didn't tell the rest of the story that we were both like, we were in California flying to Texas and you're like, what airline? I'm like, American. You're like, I'm on American. We go through security. You're like, where are you flying to? You're like Austin. I'm like, I'm flying to Austin at this point.

You're like, I think she's following me. It was just hilarious. One of the ah's that we were absolutely two strangers and then end up going, flying to the same destination. That was bizarre. I know.

It's sometimes things are just meant to be and you cross with who you're supposed to have in your network and in your life.

Yeah, that was funny.

Yeah.

Well, tell us about your current role at Bing. Brooke Army Medical Center and anything you want to share with us in that role?

  First, I wanted to say thank you for bringing me on. You're right, the way we first met is actually really hilarious. So I am at Brooke Army Medical Center. It's a 425 bed hospital. You're in San Antonio, Level 1 Trauma Center. I am active duty and so I always have to throw my active duty disclaimer that as we talk about any questions today, these views are my own and it's not a reflection or an endorsement from the Department of Defense or Defense Health Agency.

But I'm really happy. I mean, I truly Love the mission of our hospital. We're a little bit more unique compared to most military hospitals and that's because we are a level one trauma hospital. And so with that designation, that actually allows us to receive patients and beneficiaries that we normally wouldn't be able to see.

And so, we serve the city of San Antonio as that level one hospital. In addition, because The amazing physicians and clinicians that we have at our hospital. We also generally get very special guests or patients from all over the world that come to our hospital.  

Okay, I didn't realize that.

And I didn't realize that trauma hospital or trauma centers weren't common within the military.  

We do have them in certain, there's a couple of cities like in Tacoma, Washington, we have Army Hospital, but it's a, I want to say it's a level two, maybe a level three. And so we're just the only level one.

 Well, looking back in your career, what would you consider your first big career breakthrough was, and how did it shape your journey moving forward?

 So, interesting enough, I joined the military initially enlisted, which is, straight out of high school into the reserves, and from that point, I went to college and got a degree in chemistry and applied for the ROTC scholarship that helped cover my college tuition.

And so I came into active duty as a second lieutenant, which is the grade that most people come in in the officer corps. And so, for the first 10 years of my career, I would say that. It was run of the mill type of career. I mean, no one looked at me and says, oh, she's gonna be like a general, like the shooting star of the world.

And no one was like, oh, why is she here? Like . So just cruising pretty average career and. One of the, I kind of say breaks, but it was actually a failure was that I had a supervisor. So my boss's boss that for whatever reason, we just didn't jail very well. And it. Caused me to receive an evaluation that wasn't very favorable, and I thought it was a career ender.

I thought that my military career was over. At the time, I was a the grade of major in the Army, which is an O 4, so essentially it's six levels, right? O 1 to O 6 as we call it, with O 6 being a colonel and general is after that. So I was an O 4, middle of my career, right? And because of that, I thought I probably will never get promoted again.

And so that forced me to look at, other opportunities like QIIME and wanted to get mentor outside of, the military and start getting involved in professional organizations. And through QIIME, I had an opportunity to be a speaker. They were looking for a speaker and they were looking for someone that had a background in like, you know, IT and security in Houston, and they have You know, I got invited to go and I was so nervous.

I was, you know, it was the first time I ever spoke in front of people. And I thought I did terrible. Like I thought it was about security, which I mean, no one can make security fun, right? I mean, it's a terrible topic, boring topic. And I thought I did, a horrible job. Well, a lot of people actually said they like the fact that it was relatable and that it was real.

And so from there, that one opportunity, I just started getting all of these invitations to come and speak. And even to this day, I still think I'm terrible. I'm like, why do people want to hear me speak? I have nothing to say. But that's how it started. It's just you know, having that terrible evaluation, looking for mentors and opportunities and getting involved in professional organizations.

And all of a sudden, I started getting these opportunities.

 I love that. And, the red lights in our lives and careers are really the pivotal moments and they're really hard at the time. But looking back, those are the ones that, made us, stronger and kept going and look in other directions and it was what exactly what we needed.

And it didn't feel like it at the time, but you know, it made, you in that story pivot and head towards a different path that Took you where you wanted to go and where you needed to go.  

Yeah, exactly. What's fascinating is that because of that, I took opportunities and risks that I don't think I would have.

And I also grind harder because I knew I didn't have that safety net of the military because I didn't think, I thought my career was over. And so when it came from getting promoted, I was like, I was okay. I was okay if I didn't get promoted or not, and that helped.

 Well, when we first talked about us having this conversation and you joining the podcast, we talked about how people often view someone in a role that they admire or aspire to and think, wow, that's They're so lucky and the reality as we were talking about is that's just really the tip of the iceberg and the visible success that people see and without really understanding what hard work and challenges and sacrifices beneath all of that brought you where you are today and you had shared a specific, conversation that you had with someone to

 So I was at another cyber conference and I was the closing keynote and we talked about innovation and leadership and things of that nature in the cyberspace. And so, after there was a happy hour, and there was a lot of students there, college students and students getting their masters and, at the happy hour, the student said, what does it feel to make it, to be a top?

And I looked around like, who could that be?

And that's when I realized, I'm like, you know, I don't think, I don't think anybody ever feels like they made it. And they're the ones at the top, but that was really nice of the young man to say that because it did give me an opportunity to reflect and say, people may see me at the top. And I'm still grinding like I did years ago when I thought my career was over.

But I also reflect and I said, what are you doing to bring somebody else with you, the next generation? And so that. conversation spurred me to make me realize I am the oldest person in the room. You know, Purely speaking, especially, if you go in the military, it's a young person's career, right?

And sometimes, a lot of our male, my male employees also attend, but, we meet once a quarter, and we talk about topics, anything from time management To career building, resumes, credit, how important that credit and investment opportunities. And so it made me realize like, yeah, I am the old lady and I need to

help

others.  

Yeah, I think in the IT world, the CIO is kind of it, right? That's, for people earlier in their career, that is, like, you've made it. But when, as soon as you get there, you continue to want to grow and learn, and so it's not it once you're there. So I'm, I loved you sharing that story. Can you share something about a significant obstacle that you faced in your career and how you handled it?

Maybe how it affected you professionally and personally. You did hit on that a little bit with the red light, but anything else or expanding upon that?  

So in that particular, situation I was in, I have never faced someone who Outwardly, really just didn't like me, right? I don't even think I believed people don't like people, right?

I don't think, when people say, oh, I didn't get the promotion. I didn't get the evaluation. I didn't get something that I feel like I deserve is because they didn't like me. I didn't believe in that. I thought, no, I'm sure it was sure it was you, like, I was sure it was you why that didn't happen and not for the fact that it was a personal dislike.

And when it happened to me, I didn't know what to do because I'm like, everybody likes me. What do you mean someone doesn't like me? That's not true. And how to handle that. And so that particular supervisor, again, boss is boss. So it was kind of awkward for my boss at the time, of course. And. I didn't know how to approach When I was in a room with that person, I didn't know how to respond.

And it actually, when I would run into him or he would ask me something, I would actually get like this anxiety attack that hit me in the pit of my stomach and almost was like speechless by design because it really affected me that much. And that, when I received that evaluation, I, of course, wanted to chit chat with him.

And I was overseas. It was a 12 hour difference. So I came back to the United States and to try to have that phone call with him. It was like 3 in the morning because he wouldn't take a call from me or wouldn't allow me to talk to him before I had to leave. And When I heard his reasoning and his rationale, it was ridiculous, right?

There was no good reasoning and no rationale other than, I don't like you. And so I led that fester for two years. I mean, that's all I could focus on and think about. is why didn't he like me, right? And why did he, give me that type of evaluation? And what I got from that is one is courage, because I was literally tremble if he came into the area.

And I made a vow that day, I will never, Let someone make me feel that way or talk to me that way ever again.  

I think that's an important message for people to understand in their careers because I mean in the end we're all humans, right? We don't always Act in a leader role and there are situations where people just don't click or fit.

And you'd think that wouldn't be the situation in the workplace. But again, we're going back to we're all human. It happens and there. There are times in your career, and I've experienced it too, where it's just, you hear people say it's not a fit, and it's really about, you and your leader for whatever reason are not jiving, and it's a matter of determining How you're going to handle that because if you do let it fester, then it's going to impact your image and your career in a negative way.

So do you pivot and find another opportunity if that's possible and another place in the organization that you're in, or do you just try to use it as a learning opportunity to get through it? But that, that last one is really hard. I myself have struggled in thinking, okay, this isn't, this is my opportunity to learn, and I need to figure out how to navigate and work with this type of person.

But it is very hard, and you do have to be careful. I agree. And, Making sure that you're handling it in a way that you are proud of in the end, because it does impact your image regardless of the situation. So, yeah, I, I'm glad you shared that because that's a situation that many get in and feel the same and it's okay and it happens and it's, I think, and again, it's one of those red lights that it's something telling you that you have to learn or pivot to get to where you're supposed to be in your career, in life.

 Yeah, no, absolutely. When you're in it, it's hard to see around it, and it's also hard not to take it personal, because it is personal, because it's directed to me. But like you said, we're all human, we recognize us. May feel the same way about someone, and it's no fair to them, right? So am I treating them in a way that's not dignity and respect?

Just because, like you said, we don't vibe very well, right? Our personalities are not aligned. And so making sure I don't do that to someone.

 You mentioned that you had some mentors in supporting your journey. So, what type of mentor did you engage with and found that was most helpful for you and how did they influence you?

 So, Throughout my career, I've had different types of mentors for different types of reasons. Sometimes I call them one off mentorships, someone who maybe they are really successful in one area of life that I go to and I ask them, questions and ask them, how to help someone.

Others I've had I've met throughout my career where I'm like, I really wanted to aspire to be where they're at. And so it's the same thing, can you help me with career decisions and choices? But then my closest mentor was actually our former boss. So in that story about my career so as a major, And my next promotion opportunity is a Lieutenant Colonel or an O5.

And I got, I was new into the organization and I told, , my then boss and I said, this is the challenges I have a, a negative evaluation. I just came from the school program when the Army sent me to go to Baylor for 2 years and I have, 1 good evaluation and my promotion board is in a year.

And so I was very honest from the beginning. I said, how can I earn opportunities or demonstrate that I am very capable for getting selected to the next rank and we, you know, we were very open and candid and through that year, we developed a relationship where he provided me, career advice, but even more so he gave me opportunities.

And some of them weren't very. We're very fun. He would come to me and he would say, we need to, develop this product or whatever. And I'm like, we? We? We? Somehow I don't think it's we.

It's a nice way of saying you, right?

Exactly. But it, because of those opportunities.

It allowed me to do very well in that position. And he, you know, end up retiring, from the service and work as a civil servant and when I still reach out to him. So even now he still provides me, advice on how to navigate at the senior level. Because as at the C suite level, there's a different type of, Culture and environment that you have to navigate.

And every, at every point of your career, it changes. And what made you successful in the beginning part or the middle part of your career will not necessarily make you successful or sustain success at the senior career. And so still having someone that you can bounce ideas with and also help you navigate is very important.  

So help me help us understand a little bit about what you had to develop from characteristics or things that maybe you weren't great at, but you needed to be to get to that next level. What were an example of something that you really knew you had to work to be successful?  

My bluntness.

Not being so direct and blunt. And I'm still working on that. I'm still working on that

softer side.  Yeah, but there's, I mean, there's pros and cons of that, right? The opposite is, not great as far as not telling people what, they need to hear. But at the same time, everyone takes that a little differently.

So. Yeah, so what, how did you determine that was something that you needed to work on and what types of things did you do to to work on that?  

So, I mean, really, I believe, it was small scenarios that happened and I realized part of it happened. It was because of how direct I was.

So, case in point, About seven or eight years in my career, I had an opportunity to be the HR director for our organization. at this time, different culture than IT, right? So, just the people who work in HR it's just a different environment than say, we work in a room full of guys.

It could be very different working in a room full of women. It's just, it's a different environment. Not better, not worse, just different. And one morning, or a few mornings actually, I would come into the room and just ask for updates and statuses and whatnot. And one of my employees actually complained that I didn't greet anyone and I would just bark answers or just, ask for things.

And I didn't say good morning. I didn't acknowledge them. I never did the small talk or things of that nature. And so my boss, pulled me aside and said, It would be customary to at least, be polite and courteous and say, the greeting of the day or whatnot.

of course, at the time, I'm young and I'm like, I'm not here to make friends.

I'm here to do a job. And did you get that report or not? Like, yeah, it was, something very small like that. But I realized like, hey, maybe I'm being too forward and should probably take the time to do the greeting of the day and to, engage in small talk and things of that nature, instead of just Ask for something.

And so, again, over time, and IT, we're storytellers, right? And when we are trying to demonstrate a vision or demonstrate value or ROI on, a technology solution, if we. Say what we're really thinking, it's not going to go very well.  

Yeah, it's taking the black and white and, putting some color in it for sure.

Yeah, that's a hard transition that, going from a, an individual contributor to a leader is, the expectation is that, that's the natural progression, but it's not for everyone because it's such a drastic change from, things, and your focus is getting things and tasks done to, at a manager level, getting things and tasks done through others, and then, even higher, you're, influencing leaders who are influencing leaders.

So it's all about people, and the focus completely changes, and it's a hard transition. have experience, as you did, where, very black and white and having to like, well, wait a minute. You know, yeah, it's different. Let me take that back. Let me take that back. Yeah. Yeah, I totally get that.

For sure. Well, it. And the keys to success, in this road to flourishing if you were to give yourself, your younger self advice what piece of career advice would you give yourself?  

You belong. I think that would be the greatest takeaway from where I am now to where, 20 years ago.

I think, Before I was like, I don't feel like I should be here. Right? Like, what do I know? I don't know anything. I remember going to my first chime event and we're at the, we're doing the focus groups where a person, brings a problem or a challenge and everybody discusses.

And I remember thinking, why, like, why am I here? I don't know anything. And then we started talking and I was like, oh, I know more than I believe I do. And giving myself that grace and telling my younger self, just continue to do your best. And if you, don't feel like you need to be there, then you need to prepare yourself to be there.

But you absolutely deserve a seat at the table.

Yeah,  if you're invited or in the room, you absolutely belong, for sure. Exactly. Okay, well thanks, Chani. It was lovely to talk with you again. And I loved hearing your story, and thank you for sharing and being vulnerable with us today. And I appreciate everything. 

No, thank you for coming on. I always feel like sometimes these podcasts is almost like therapy, right? Like, I'm like laying on the couch and be like, when I was 21 . Yeah. I'm like, oh, I got that off my chest. I feel great now. I know

you ready for the day now.

  Thank you for tuning in to this week's Town Hall. A special thanks to our incredible hosts and guests for sharing their insights. Our mission is to transform healthcare, one connection at a time. And these episodes are crafted to bring you perspective straight from the leaders reshaping the industry.

Use these discussions as an opportunity to inspire and mentor your team. And if you enjoyed this episode, one of the best ways to support the show is by subscribing and leaving a rating. Remember, every red light leads to a green light on the road to flourishing. Thanks for listening.