Saturday, February 15, 2020

Eileen Keefe, Chief Nursing Officer, Parkland Medical Center


Today's guest is Eileen Keefe, the Chief Nursing Officer at Parkland Medical Center in Derry, New Hampshire. Parkland Medical Center is part of the country's largest for-profit health system, HCA Healthcare

This interview was special because Eileen is interviewed by her daughter Sara Elmendorf, a junior in Health Management and Policy here at UNH. Sara and Eileen talk about Eileen's career, starting as a nurse at Beth Israel Hospital , up through her role with Parkland. They conclude with a discussion of leadership, and Eileen gives advice to young people interested in pursuing a career in healthcare. 

(Sara and Eileen)

Podcast Outline

Time       Topic
0:01:33 Boston College for Nursing
0:04:19 1st job at Beth Israel - "primary nursing"
0:06:02 making the transition to practice
0:07:50 med surge to ER
0:10:12 coming to Parkland
0:13:25 masters degree in nursing leadership at UNH
0:15:16 about Parkland Medical Center and HCA
0:18:03 difference between for-profit and non-profit hospitals
0:19:33 competition in healthcare
0:21:10 how has healthcare and nursing evolved during her career
0:22:37 transition from direct patient care to leadership
0:23:45 merger trend in healthcare
0:25:28 moving from nurse educator to VP of quality
0:26:24 mentoring and mentorship
0:29:16 becoming the CNO of Parkland
0:30:41 scope of the CNO
0:31:33 a day in the life of the CNO
0:35:08 working with the senior leadership team
0:36:15 management metrics for the hospital
0:39:41 greatest challenges facing the CNO
0:40:37 what are the big changes in healthcare coming?
0:43:05 advanced practice nurses (APRNs)
0:45:11 policy changes for access to care
0:45:59 career goals, pursuing a DNP
0:47:55 leadership philosophy
0:51:10 organizational culture
0:53:47 leadership lesson learned the hard way
0:55:11 professional organizations
0:56:44 for a career in health, why nursing and/or nursing leadership
0:58:17 book recommendation for early careerists
1:00:30 advice to young people seeking a career in healthcare graduating from college


Links to Topics Discussed


Parkland Medical Center

HCA Healthcare

Beth Israel Hospital

Boston College Nursing

University of New Hampshire Nursing

Gawande, The Bell Curve



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Wednesday, January 15, 2020

LTC Amy Thompson, Division Surgeon, 101st Airborne Division



Today’s guest is Lieutenant Colonel Amy Thompson, the Division Surgeon for the 101st Airborne Division. The 101st Airborne Division is one of the Army’s most storied units, having played critical roles during World War II on D-Day, the Battle of the Bulge, and other history changing moments. The 101st is currently located at Ft. Campbell, Kentucky, but its units are deployed all around the world.  


LTC Thompson is a board-certified pediatrician with a fellowship in adolescent medicine, focused on young adults. As she notes in the podcast, more than half of the Army is under 25, so her specialty is actually perfect for her mission of taking care of soldiers. As you listen to LTC Thompson’s story, I think you will be struck by the level of commitment she has demonstrated to her mission of taking care of soldiers, volunteering to serve in challenging and dangerous environments when she could easily choose to remain in a hospital or clinic. In the podcast the themes of mission, service, and endurance repeat, and we conclude with a discussion of servant leadership. 



Time       Topic
0:01:44 Pre-Med/Biology at UC Berkley
0:04:55 medicine to make a difference
0:06:30 joining the Army - ROTC
0:08:55 HPSP scholarship for medical school
0:12:47 Kansas City University of Biosciences and Medicine
0:15:16 choosing pediatrics
0:16:53 pediatrics residency at Madigan Army Medical Center
0:19:14 developing the physician identity
0:20:29 chief of pediatrics at Ft. Irwin
0:26:17 impact of having children on being a pediatrician
0:27:34 fellowship in adolescent medicine
0:30:50 volunteering for first deployment to Afghanistan - battalion surgeon
0:37:13 reflecting on deployment on her development as an officer and military physician
0:38:44 Brigade Surgeon, Ft. Riley, Kansas
0:42:21 second deployment - Kuwait
0:43:34 planning medical support
0:45:26 staff time at the Defense Health Agency
0:51:05 101st Airborne Division
0:53:26 planning for medical support of the division
0:55:45 roles of care
0:56:57 coordinating higher levels of care in support of division
0:59:26 planning for non-battle injuries and disease
1:03:27 planning for 100,000 visits/year
1:08:35 most gratifying aspect of practice of medicine
1:11:13 managing careers as a dual military couple
1:15:42 leadership philosophy
1:17:22 leadership role models
1:21:42 mentors for her
1:24:06 being a mentor to others
1:25:49 what does she look for in a leader
1:28:40 a book recommendation for early careerists
1:31:01 why military medicine


Links to Topics Discussed


101ST AIRBORNE

Kansas City University of Biosciences and Medicine


Madigan Army Medical Center


THE NATIONAL TRAINING CENTER AND FORT IRWIN


U.S. ARMY FORT RILEY


Defense Health Agency


Roles of Medical Care


THE STORY OF SPC ROSS A. MCGINNIS





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Sunday, December 15, 2019

Steve Roach, President & CEO, Marlborough Hospital



Today’s guest is Steve Roach, the President and CEO of Marlborough Hospital. Marlborough Hospital is located in Marlborough, Massachusetts and is part of the UMassMemorial Health Care system.

Steve is an alumnus of my program, Health Management and Policy, here at the University of New Hampshire, which makes this an especially enjoyable interview for me. Steve started his career working in the financial side of healthcare delivery, becoming a chief financial officer for a community hospital at only 30, and not long after, the chief executive officer of the same hospital at only 33, making him the youngest hospital CEO in Massachusetts at the time. He developed something of a specialty in working with financially troubled hospitals, helping turn around several non-profit and for-profit facilities. We conclude the podcast with a discussion about leadership, mentorship, and coaching.
Time        Topic
0:01:34 studying Health Management at UNH
0:02:54 beginning a career in finance
0:04:22 first job as an analyst at Brigham and Women's
0:06:34 MBA at Bentley
0:08:35 Emerson Hospital - Director of Strategy and Financial Planning
0:10:04 how hospitals get in trouble; role of boards
0:12:40 advice to early careerists
0:14:14 CFO if Nashoba Valley Medical Center - for-profit turn-around
0:15:24 differences between non-profit and for-profit healthcare - execution and willingness to take risk
0:18:12 becoming a CFO at 30
0:19:20 CEO of Nashoba Valley Medical Center - youngest CEO in the state
0:20:19 advantage of being part of a system for learning
0:21:12 growing quality and financial strength
0:22:55 moving from backstage as CFO to front stage as CEO
0:24:31 recruiting physicians; employed model
0:26:18 selling Nashoba to Steward System; switching systems
0:28:50 becoming CEO of Marlborough Hospital, part of the Umass Memorial System
0:32:23 about Marlborough hospital
0:36:41 relationship with Umass Memorial
0:37:40 the C-Suite team
0:38:54 expansion of quality and risk contracting
0:40:20 what is a risk contract
0:43:02 role of the CMO
0:43:49 a day in the life of the CEO
0:48:24 leadership philosophy - servant leadership
0:49:27 characteristics of a good leader
0:50:37 leadeship lesson learned the hard way
0:51:52 what does he look for when hiring leaders?
0:52:52 the role of organizational culture
0:55:29 mentors, peer mentors, and loneliness at the top
0:58:34 executive coaching vs. mentorship
1:00:21 professional organizatoins and growing a professional network
1:03:31 advice to early careerists looking at healthcare administration


Links to Topics Discussed



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Friday, November 15, 2019

Aimee Giglio, CHRO, Dartmouth-Hitchcock Health


Today’s guest is Aimee Giglio, the Chief Human Resource Officer for Dartmouth-Hitchcock Health System. The Dartmouth-Hitchcock Health System is a large health system based in New Hampshire with more than 14,000 employees.

Like many executives I talk to, Aimee didn’t start out in the human resources field. Her undergraduate work and early career was in the field of social work. Her journey to being the chief human resource officer for the largest employer in the state of New Hampshire after the state government is interesting, and the topic of the first part of the interview. We then discuss managing the human resources function for a major medical center and coordinating human resources strategy across a large system. We conclude with a conversation about leadership.


0:01:29 Education - Social Work at Trinity College
0:02:58 Clinical Social Work - UVM Medical Center
0:03:59 Case Manager - Riverbend Community Mental Health 
0:04:59 Role of the Case Manager
0:06:34 "Sharp right Turn" - Fidelity Investments in Survivor Services
0:08:31 the impetus for the hard right turn
0:10:31 NH Retirement System - Member Benefits
0:12:01 advantage of social work background moving into HR
0:12:58 About Dartmouth-Hitchcock Medical Center & Health System 
0:14:56 HR as a service to individuals - longitudinal relationships
0:16:22 returning to a clinical environment
0:17:53 benefit of having a healthcare background
0:19:17 growth at DH
0:23:41 the evolution of HR from transactional to strategic
0:26:03 becoming the Chief Human Resources Officer
0:27:11 leveraging the benefits of being a system
0:31:06 leadership development
0:32:27 first time supervisor training vs. mid-level training
0:35:59 other programs in learning and development
0:40:27 sustaining the credentials of all the providers
0:42:20 workforce development programs in-house
0:45:38 standardization vs. customization in the system
0:46:55 what is employee relations
0:48:02 what makes a good employee relations partner?
0:48:45 the HR team vs. # of employees in the system
0:49:09 culture and HR
0:51:47 exciting HR initiatives - workforce development
0:53:05 what is "employee engagement"
0:55:34 HR's role in promoting diversity and inclusion
0:57:13 how does HR help the organizaiton be more inclusive
0:58:47 hiring and firing
1:01:04 healthy turnover?
1:02:01 misunderstandings about HR
1:03:23 leadership philosophy - authentic leadership
1:04:50 characteristics of a good leader
1:06:06 what does she look for when hiring a leader
1:07:35 a leadership lesson learned the hard way
1:09:12 advice to early careerists

Links to Topics Discussed




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Tuesday, October 15, 2019

Stephanie Nadolny, VP of Hospital Operations, Spaulding Rehabilitation Hospital Cape Cod


Today’s guest is Stephanie Nadolny. Stephanie is the Vice President of Hospital Operations, Spaulding Rehabilitation Hospital Cape Cod and the Vice President of Ancillary Services, Spaulding Rehabilitation Network. Stephanie started her career in therapeutic recreation and has worked in rehabilitation services for thirty years. In this podcast we talk about Stephanie’s journey from an entry-level clinician to running a 60 bed rehabilitation hospital and helping to lead a rehabilitation services network. I really enjoyed talking with Stephanie not just because she happens to be a two-time UNH alumna, but also because she is a truly authentic leader.

Soundcloud:
Abridged version: https://soundcloud.com/healthleaderforge/stephanie-nadolny-vp-of-hospital-operations-spaulding-rehabilitation-hospital-cape-cod-abridged/
Full length version: https://soundcloud.com/healthleaderforge/stephanie-nadolny-vp-of-of-hospital-operations-spaulding-rehabilitation-hospital-cape-cod/
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377 

Interview Outline (full-length)
Time      Topic
0:01:24 UNH and Therapeutic Recreation
0:06:45 health reform and Therapeutic Recreation (TR)
0:09:38 beginning in TR in education
0:11:04 TR Thereapist at Spaulding Rehabilitation Hospital in Boston
0:12:54 becoming a supervisor - "finding your legs"
0:15:41 Masters in Healthcare Administration at UNH
0:17:49 MHA vs. MBA
0:18:54 administrative director, Burbank Spaulding Rehabilitation Center
0:22:49 expanding beyond clinical leadership, moving into role of 2nd level manager
0:26:14 coming to the Cape
0:28:56 formalizing into a division of post-acute care under Partners
0:30:02 what is a rehabilitation hospital
0:34:44 the rehab team
0:35:54 the discharge decision
0:38:34 reimbursement for rehab hospitals
0:40:44 nursing home vs. rehab hospital
0:42:25 local market
0:43:03 relationship with the Spaulding Network
0:44:19 Stephanie's roles at Spaulding Rehabilitation Hospital Cape Cod
0:46:54 taking on services that she had never worked in
0:50:29 VP of Clinical Services for the Spaulding Network
0:53:17 what is rewarding about the rehabilitation space
0:53:30 trends in rehabilitation
0:54:51 adaptive sports
0:58:39 outpatient operations at Spaulding Cape Cod
1:00:03 what keeps Stephanie up at night
1:01:24 leadership philosophy
1:02:35 what makes a good leader
1:03:59 what does she look for when hiring leaders
1:05:39 how did mentors help her
1:07:39 what is her mentoring approach
1:08:54 a leadership lesson learned the hard way
1:10:11 organizational culture
1:12:04 professional organizations
1:13:05 book recommendations for early careerists
1:14:24 for an early careerist, why rehab?

Links to Topics Discussed






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Sunday, September 15, 2019

Lisa Couture, Executive Director, Krempels Center


Today’s guest is Lisa Couture, the Executive Director of Krempels Center. The Krempels Center is a nonprofit organization dedicated to improving the lives of people living with acquired brain injury. In partnership with universities and community volunteers, the Krempels Center offers programs that engage its members in meaningful and productive experiences and provides ongoing support and resources to those, including survivors and family members, impacted by brain injury. 

Lisa is a graduate of the University of New Hampshire, having double majored in Social Work and Outdoor Education. She served in a variety of leadership roles in a number of organizations leading up to her position as the Executive Director in 2009. In the full length version of the interview, we discuss her early career as well as her time at the Krempels Center. 

The full-length interview runs about 90 minutes. I have produced an abridged version that runs about forty minutes. 


Interview Outline (full-length)

Time                Topic
0:01:50 double major at UNH - Social Work and Outdoor Ed
0:09:08 first job - school for troubled youth - learning about cultural fit
0:11:10 working in a one-on-one setting
0:12:14 meeting a founder and mentor - what makes a founder
0:14:05 grad school - going back to learn to run an organization
0:19:36 developing Birch Tree Center
0:21:10 NH Department of Health and Human Services - Homeless Services
0:24:14 first executive director of Fair Tide
0:28:30 professionalization of the organization
0:31:25 Rockingham Community Action - Outreach Program Director
0:35:56 about the Kremple's Center, members
0:38:35 about the founder and history of the Center
0:40:01 partnering with UNH - bringing in students to work with members
0:42:37 about the ongoing programming
0:47:50 collaboration between the Center and UNH
0:51:04 discussion of therapeutic recreation activities
0:52:59 membership and cost of participation
0:55:03 role of the Executive Director
0:56:52 fund raising and budget
1:00:39 many hats
1:01:47 functions of a non-profit board of trustees
1:08:06 what keeps an ED up at night
1:10:31 impact of the financial crisis of '08/'09 on finances and operations
1:11:38 what is most challenging about the non-profit sector
1:13:36 future of Kremples - growth opportunities
1:16:05 leadership philosophy
1:17:08 organizational culture
1:19:19 mentorship
1:20:45 advice to early careerists

Links to Topics Discussed

Krempels Center

University of New Hampshire Department of Social Work

University of New Hampshire Outdoor Education and Leadership Program

Birchtree Center

Fair Tide

Southern New Hampshire Services (was Rockingham Community Action)




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Tuesday, August 20, 2019

Sean Stevenson, SVP of Operations, Genesis HealthCare



Today’s guest is Sean Stevenson. Sean a Senior Vice President for Operations with Genesis HealthCare, and responsible for Genesis’s 110 skilled nursing facilities in New England. Sean is an alumnus of the University of New Hampshire and holds a degree in Health Management and Policy, which of course is my department. In this interview, Sean talks about his journey in the long-term care field and all the rewards and challenges it presents. Sean and I both share the opinion that the long-term care field is underappreciated for the opportunity it represents to young people who are interested in a meaningful career in healthcare. 


Soundcloud:
Abridged version: https://soundcloud.com/healthleaderforge/sean-stevenson-svp-of-operations-for-new-england-genesis-healthcare-abridged/
Full length version: https://soundcloud.com/healthleaderforge/sean-stevenson-svp-of-operations-for-new-england-genesis-healthcare/
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377 


Podcast Outline (Applies to full-length recording)
Time     Topic
0:01:28 Majoring in health management - a vision of managed care
0:05:38 discovering long term care by accident
0:11:06 starting in Long Term Care as a business office manager
0:14:57 pursuing an Adminstrator in Training (AIT) opportunity
0:17:08 what is an AIT
0:21:21 organizational structure of a skilled nursing facility
0:24:43 first role as an Administrator - empty briefcase
0:29:01 learning by experience and mistakes - learning to hold people accountable
0:30:40 how should young leaders establish credibility
0:33:18 categories of patients
0:38:27 industry shift from custodial care to rehabilitation
0:40:52 70-80% of patients are on Medicaid
0:43:01 traditional long term care - activities of daily living (ADLs)
0:45:09 memory support/dementia care
0:45:36 mental health/behavioral units and recovery
0:47:16 skilled nursing vs. assisted living
0:49:01 moving up to managing multiple facilities
0:53:36 developing a skill at improving organizations - "API"
0:57:31 moving on, becoming a regional vice president with 6 buildings
1:01:42 adding multiple states to his portfolio - policy and culture diversity - 18 buildings
1:05:18 how did leadership style evolve with a larger portfolio
1:08:43 surviving corporate acquisitions - acquired by Genesis
1:11:10 promoted to senior vice president with Genesis - 110 buildings
1:14:43 standardization efforts within the system
1:17:50 using management metrics
1:19:16 a day in the life of Sean Stevenson
1:21:22 how his role fits into Genesis's other operations
1:23:29 consolidation trends in long term care
1:25:16 financial challenges of LTC despite demographics
1:30:34 being creative around labor
1:33:58 what keeps him up at night
1:35:59 shaping corporate culture
1:39:58 leadership philosophy
1:44:12 why long term care as a career?


Links to Topics Discussed

Genesis HealthCare

Health Management and Policy

Winning by Jack Welch




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