Wednesday, February 15, 2017

Sam Shields, Director, Operational Excellence, Dartmouth-Hitchcock



Today’s guest is Sam Shields, the Director of Operational Excellence at Dartmouth-Hitchcock Health System. In his role as Director, Sam provides leadership and strategic planning for the Value Institute. He has oversight of Performance Improvement, the Project Management Office, and the The Value Institute Learning Center.  He is responsible for developing programs and partnerships to improve patient outcomes and drive the organizational culture of the largest system in New Hampshire, with a reach of over 2 million people, toward operational excellence.

In this podcast we talk about Sam’s career, which began as a chemical engineer working in specialty chemicals. Through experiences in a variety of manufacturing and production roles, Sam became an expert in supply chain management and quality and performance improvement. Like many of my guests, Sam’s road to serving in health care was circuitous. When he joined the Dartmouth-Hitchcock team in 2009 and returned again in 2013, he brought his extensive and diverse experience to bear on improving the functioning of the organization.
Soundcloud: 
Extended version: https://soundcloud.com/healthleaderforge/sam-shields-director-operational-excellence-dartmouth-hitchcock
Abridged version: https://soundcloud.com/healthleaderforge/sam-shields-director-operational-excellence-dartmouth-hitchcock-1
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube:  https://youtu.be/XWjXeg5PSa8

Podcast Outline (this timeline refers to the extended version)


Time       Topic 


0:01:58 University of Massachusetts/Amherst, Chemical Engineering
0:03:11 learning process improvement at Cabot Corporation in Pampa, TX as a production engineer
0:08:10 root cause analysis
0:09:31 the basic tenets of quality management
0:10:41 transition to supervision
0:12:29 MBA - choosing management over technical career
0:13:29 Global Supply Chain Manager for Cabot
0:16:39 Timkin Aerospace Corporation - Supply Chain/Materials Manager
0:17:55 comparing quality management between Cabot and Timkin
0:18:50 comparing organizational culture
0:20:18 Lean Six Sigma at Timkin
0:21:55 flow vs. job shop
0:23:12 kanban
0:23:46 value stream
0:24:58 first time as manager of multiple departments
0:26:44 Momenta - VP of Operations, lessons learned
0:29:46 Dartmouth-Hitchcock Health System
0:31:36 supply chain management for Dartmouth-Hitchcock
0:33:46 transition to healthcare - importance of relationships and credibility
0:38:14 quality management at D-H 
0:39:36 applying prior experience to healthcare
0:40:42 Labsphere - back to manufacturing
0:43:44 returning to Dartmouth-Hitchcock and The Value Institute
0:45:42 the LSS belt structure and certification
0:51:15 getting blackbelt certification
0:51:57 transition to quality vs. supply chain
0:52:53 D-H Sepsis Project and clinical process improvement
1:00:34 advising clinicians as a non-clinician
1:02:39 what allows an effective project to happen
1:04:04 Operational Excellence
1:07:19 journey mapping - voice of the customer
1:09:03 departments under Pperational Excellence
1:10:37 Six Sigma vs. Lean
1:12:24 the influence of previous roles on today
1:14:16 concerns as the Director
1:15:16 leadership philosophy
1:17:09 influences on his leadership philosophy
1:18:37 what does he look for when hiring a leader?
1:20:22 reflecting on lessons learned "the hard way"
1:22:28 where junior leaders go wrong
1:23:43 the importance of professional organizations
1:25:32 book recommendations
1:26:41 advice for early careerists


Links to Topics Discussed


Dartmouth-Hitchcock Health System


The Value Institute


Labsphere, Inc.


Timken


Cabot Corporation


American Society for Quality


National Association for Healthcare Quality


University of Massachusetts, Amherst, Department of Chemical Engineering


Book recommendation:
Execution - the Discipline of Getting Things Done




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Wednesday, February 1, 2017

Thomas C. Lavallee, COO, Alliance Health Management Services


Today’s guest is Thomas Lavallee, the Chief Operating Officer of Alliance Health Management Services. As the COO of Alliance Health Management Services, Tom oversees four skilled nursing facilities that provide both short term rehabilitation and long term care. In his role, Tom is charged with both running the day-to-day operations of the organization as well as exploring growth opportunities.

In this podcast we talk about Tom’s 25 year journey in skilled nursing and long term care, and discuss the future of both the industry and his organization.

I really enjoyed my conversation with Tom because he gives a view of the competitive nature of the long term care market and how the health reform is impacting the industry. He makes a compelling argument for early careerists to consider the field of long term care. I have produced two versions of this podcast – an extended version that includes are complete conversation, and an abridged version.


Links to the Podcast:
Soundcloud: 
Extended version: https://soundcloud.com/healthleaderforge/thomas-c-lavallee-coo-alliance-health-management-services
Abridged version:  https://soundcloud.com/healthleaderforge/abridged-thomas-c-lavallee-coo-alliance-health-management-services
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube: https://youtu.be/p56X84xp2j4

Podcast Outline (this timeline refers to the extended version)

Time         Topic
0:01:44 education
0:02:44 working with individuals with intellectual disabilites
0:04:37 Social Worker - LSW-A, Liberty Commons
0:10:27 Director of Social Services, Liberty Commons
0:12:37 Administrator in Training (AIT) Program
0:14:25 becoming the Administrator for Liberty Commons
0:17:18 making the transition from supervisor to manager
0:19:53 most difficult part of becoming an administrator
0:20:43 organizational transitions, seeking growth
0:24:10 transition for for-profit/family-owned to not-for-profit
0:26:02 becoming the VP of Operations for Oakwood Living Centers
0:26:44 leading through a corporate bankruptcy
0:30:29 transferring to Radius through the bankruptcy process
0:33:44 managing multiple facilities
0:36:23 LTC - a people business
0:37:13 when did he know he was committed to LTC?
0:38:09 Regional Director for Radius
0:39:31 the Radius portfolio
0:40:09 starting a new facility
0:42:49 skilled nursing vs. assisted living
0:45:38 VP of Operations for Radius
0:47:09 senior leadership team at Radius
0:48:11 Alliance Health Management Services
0:52:00 foster care services
0:53:03 finding organizational synergies
0:54:06 role of COO, Alliance Health Management Services
0:56:22 plans for growth
0:57:35 extensions of the business - home health, hospice
1:00:08 the changing nature of LTC
1:03:22 influence of ACOs on LTC
1:06:31 vertical integration into home health
1:07:28 competitive environment
1:08:39 sources of admissions
1:09:35 what makes a good LTC facility?
1:10:55 what makes a good nursing home administrator?
1:11:32 how has the industry changed?
1:12:37 strategic concerns around industry consolidation
1:13:54 leadership philosophy
1:14:56 what he looks for in a leader
1:16:48 organizational culture
1:18:19 mentors and mentorship
1:21:33 importance of certification and professional organizaitons
1:22:49 why LTC for an early careerist?


Links to Topics Discussed


Alliance Health Management Services

Bourne Manor

Liberty Commons

LSW-A

Worcester State

University of Massachusetts, Amherst



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Sunday, January 15, 2017

Gary R. Ulicny, Ph.D., President and Chief Executive Officer, Shepherd Center


Today’s guest is Dr. Gary Ulicny, the President and CEO of the Shepherd Center. The Shepherd Center is a 152-bed not-for-profit specialty hospital in Atlanta, Georgia. The Center serves persons with spinal cord injuries, acquired brain injuries and a variety of neuromuscular diseases. Services include intensive care, acute medical, acute rehabilitation, post acute and outpatient services. The Shepherd Center operates with a budget of over $190 million and over 1,400 employees.  During Gary’s 22-year tenure, the Shepherd Center was ranked one of the best rehabilitation hospitals in the nation for 14 years by US News & World Report, and is the largest hospital of its kind in the country.

In this podcast we talk about Gary’s career, starting with his early interest in special education, his move into psychology, and ultimately into rehabilitation medicine, with a detour early on as a commercial fisherman. 

I really enjoyed my conversation with Gary and I think early careerists can learn a lot from this wide-ranging conversation. I have produced two versions of this podcast - an extended version of the interview that includes our complete conversation and an abridged version. 

Links to the Podcast:
Soundcloud: 
Extended version: https://soundcloud.com/healthleaderforge/gary-r-ulicny-president-and-ceo-of-the-shepherd-center
Abridged version:  https://soundcloud.com/healthleaderforge/abridged-gary-r-ulicny-president-and-ceo-of-the-shepherd-center
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube: https://youtu.be/_fi7M8wj-Ec

Interview transcript is available here.


Podcast Outline (this timeline refers to the extended version)

Time       Topic
0:02:12 coming to special education at UNC
0:05:01 working with people with developmental disabilities
0:06:17 a detour into travel and commercial fishing
0:09:16 returning to graduate school courtesy of a water moccasin
0:10:44 Apalachian State and Western Carolina Center
0:12:15 Kansas State, Ph.D. in Organizational Behavior
0:18:22 Working in Supported Employment
0:19:22 Reflecting on early leadership experiences
0:22:06 Learning Services - Beginning in Traumatic Brain Injury
0:24:16 what is "applied behavior analysis"
0:25:01 acquired brain injury vs. congenital intellectual disability
0:27:45 Learning Services - Program director to Executive Director
0:28:59 establishing credibility with clinical coleagues
0:30:12 Wake Hospital System - Director of Rehabilitation Services
0:32:27 how does rehab services fit into the continuum of care?
0:33:19 Responsibilities as the director
0:34:01 Coming to Shepherd Center as President and CEO
0:36:10 why Shepherd? Why was he right for Shepherd?
0:38:32 Desensitization and lessons from being part of the "penis patrol"
0:40:30 changing the culture at Shepherd
0:42:22 Implementing Quint Studer's "Hardwiring Excellence" principles
0:45:39 culture of excellence
0:46:50 about the Shepherd Center
0:49:31 How do patients come to Shepherd?
0:51:25 the Shepherd Medical Staff
0:52:43 Shepherd Center research program
0:53:59 payer mix
0:55:22 average length of stay
0:56:04 Shepherd's service lines
0:57:46 leadership structure
0:59:21 strategy and decisions about growth
1:01:09 making capital expenditure decisions
1:02:20 sustaining culture during growth
1:04:20 how has the strategy process evolved over 22 years?
1:07:43 impact of health reform and the ACA
1:08:26 the role of the Board
1:10:49 quality and process improvement
1:12:15 how do people come to be on the board
1:13:22 leadership development at Shepherd
1:14:35 succession planning
1:17:05 separating work and home - worklife balance
1:19:11 advice to his past self - be a better listener
1:20:13 what was most surprising about role of CEO
1:22:03 leaderhsip philosophy
1:24:00 where did he learn his leadership skills?
1:24:56 leaderhsip lessons the hard way
1:25:56 what does he look for when hiring leaders?
1:26:53 how does he ensure leaders are using data to drive decisions
1:27:51 mentors and mentorship
1:29:54 the importance of giving good feedback
1:33:31 "connect the dots"
1:34:21 formal mentorship program
1:35:01 book recommendations
1:36:53 reflections on a career


Links to Topics Discussed













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Sunday, January 1, 2017

Dennis Kain, FACHE, Senior Vice President, Tyler & Company


Today’s guest is Dennis Kain, Senior Vice President at Tyler & Company, an executive search firm specializing in the placement of healthcare, academic, and life sciences executives. Dennis has been involved in executive search for twenty years. Prior to working in executive search, Dennis was involved in healthcare delivery, working his way up through various leadership roles in a national hospital management firm, and ultimately serving as CEO of Lower Bucks Hospital, a community hospital in Bristol, Pennsylvania.

In this podcast I talk with Dennis about his career, and how his leadership experiences in healthcare delivery inform his work in executive search today, and how executive search firms work with their clients to find the right executives to fill the right jobs. We conclude with a discussion about leadership and Dennis offers advice for early careerists.

Links to the Podcast:
Soundcloud: https://soundcloud.com/healthleaderforge/dennis-kain-fache-svp-tyler-co
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube: https://youtu.be/u0EQrM6qEUI

Interview transcript is pending. Please come back in a few days to access the transcript.


Podcast Outline


Time        Topic
0:01:40 background and education - coming to healthcare
0:03:23 Warminster Hospital - Administrative Resident to COO
0:07:06 MEDIQ
0:12:46 becoming permanent CEO of Lower Bucks
0:13:21 about Lower Bucks
0:15:20 preparation for the CEO role
0:16:19 biggest changes implemented as CEO
0:19:30 strategic issues faced as CEO
0:22:02 transitioning to executive search
0:25:04 retained vs. contingent search
0:29:05 what makes a good executive recruiter
0:31:22 advice on internet presence for professionals
0:32:44 the search process
0:36:04 executive coaches
0:37:10 the importance of fit
0:39:22 working with the search committee to clarify the needs
0:40:50 what commonly goes wrong during  search process
0:42:01 what do executive search consultants have to educate clients on most
0:43:55 what do candidates need to be educated on about the process
0:45:27 about Tyler & Co.
0:47:16 when to contact an executive search company
0:49:16 do candidates reach out to search companies
0:51:24 the impact of LinkedIn and social media on search
0:53:14 the importance of developing networking skills
0:55:32 recommendation for maintaining and growing your network
0:57:40 leadership philosophy
0:59:34 characteristics of a good leader
1:02:03 what is organizational culture?
1:03:09 mentorship
1:04:05 recommendations for early careerists


Links to Topics Discussed:

Tyler & Company

Lower Bucks Hospital

MEDIQ

The First 90 Days

The Second Curve

What Color is Your Parachute

Top Grading

Why are Some People Healthy and Others Not?

Levittown, PA



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Thursday, December 15, 2016

Michael D. Peterson, FACHE, President of Androscoggin Valley Hospital



Today’s guest is the Michael Peterson, the President of Androscoggin Valley Hospital in Berlin, New Hampshire. Androscoggin Valley Hospital is part of North Country Healthcare, a system of four critical access hospitals in the North Country of New Hampshire.

In this podcast, I talk with Mike about his career, which included 28 years of service to the Eastern Maine Health System, where he worked his way up from part time work while in college, through being a licensed social worker, moving into information systems, and then back to operations, to ultimately being the chief operating officer at Sebastacook Valley Health before coming to Androscoggin in 2015.

I really enjoyed talking with Mike and I think you will especially enjoy his insights about leadership and the experience of being a new hospital president. I have produced an extended version of the interview that covers Mike’s career leading up to and including his work at Androscoggin. An abridged version of the interview begins with his work at Androscoggin.


Links to the Podcast:
Soundcloud: 
Extended Version: https://soundcloud.com/healthleaderforge/michael-peterson-president-of-androscoggin-valley-hospital
Abridged Version: https://soundcloud.com/healthleaderforge/abridged-michael-peterson-president-of-androscoggin-valley-hospital
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube: https://youtu.be/I-tgf-g1ZVQ

Interview transcript is available here.


Podcast Outline

Time       Topic
0:01:57 education background - deciding on healthcare
0:06:48 early experience in healthcare
0:07:48 1st full time job in healthcare - Aspen Ledge and Acadia Hospital
0:09:09 moving into project management through information management
0:11:54 Y2K project manager for Eastern Maine Healthcare (predecessor of Eastern Maine Health)
0:14:55 what was Y2K --> disaster drills
0:18:47 learning large scale project management
0:20:17 the origin of the Eastern Maine Health System
0:22:07 moving to Eastern Maine Medical Center - director of surgical and imaging systems
0:26:52 cultural conflicts between administrative and clinical 
0:28:49 Director of e-Business of EMHS
0:33:15 Corporate Director for Information Systems, EMHS
0:35:10 Chief Administrative Officer of Sebastacook Valley Hospital
0:39:34 learning to ask the right questions
0:41:03 detecting problems when you are not the expert
0:43:01 responsibilities of being part of the senior executive team
0:44:00 Lean management
0:48:41 promotion to COO of Sebastacook
0:49:55 Androscoggin Valley Hospital and Berlin, NH
0:55:08 the North Country Healthcare - a unique affiliated system of four critical access hospitals
1:01:42 governance and the Board of Androscoggin Valley Hospital
1:06:17 the work of the Board of Trustees
1:07:19 strategic planning at Androscoggin Valley Hospital
1:08:47 how does the Board evaluate the President
1:10:31 challenges of running a hospital in a rural environment?
1:12:42 payer mix
1:14:38 what are the skills required to be president of a critical access hospital
1:16:15 how did COO experience prepare for the President role?
1:17:41 what was surprising about becoming the President of a hospital?
1:20:59 what keeps you up at night?
1:22:05 leadership philosophy
1:22:41 what are the characteristics of a good leader
1:24:32 leadership lesson - letting people make mistakes
1:27:57 where do junior leaders make mistakes?
1:29:05 leadership advice to junior leaders
1:30:08 mentors and mentorship
1:32:04 being a mentor
1:33:21 role of professional organizations in development
1:35:10 book recommendations
1:36:42 advice for early careerists


Topics Discussed:


Androscoggin Valley Hospital

North Country Healthcare

Eastern Maine Health System

Sebastacook Valley Health

Eastern Maine Medical Center

Acadia Hospital

Lincoln on Leadership

The Servant

If Disney Ran Your Hospital

American College of Healthcare Executives



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Thursday, December 1, 2016

Susanna Fier, Esq., VP of Public Affairs and Marketing, Elliot Health System



Today’s guest is Susanna Fier, the Vice President of Public Affairs and Marketing for the Elliot Health System in Manchester, New Hampshire.

Susanna made a mid-career transition from law to healthcare. Prior to coming to the Elliot, she worked as an attorney specializing in civil litigation, arguing cases all the way to the state supreme court. In this podcast we talk about how she became a lawyer, what it was like to be represent clients in court, and then how her prior experience helps her do her job today as a member of the senior leadership team in the Elliot Health System. Susanna explains how she manages communications, both internally and externally, her relationship with the press, and how she prepares members of her organization to interact with the press themselves.

Susanna and I had a lengthy conversation, and I think I probably laughed more in this interview than any other, so I have produced two versions of this podcast, an abridged version and an extended version.


Links to the Podcast:
Soundcloud 

Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube: https://youtu.be/qZ0yh4Ae-6U

Link to transcript here.

Links to Selected Topics Discussed

The Elliot Health System

Mary & John Elliot Charitable Foundation

University of New Hampshire School of Law

University of Vermont






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Friday, November 25, 2016

Policy Special: Hodder on Current Health Policy Issues


Today’s podcast is a break from the usual format. I have my colleague Lucy Hodder, Director of Health Law Programs and Professor of Law at the University of New Hampshire School of Law back to the program to discuss the current state of health policy and some of President-Elect Donald Trump’s health policy proposals. 

For those of you who know Lucy or have listened to my interview with her, you know she has an extensive background in health law and policy. It was fun to talk with her and discuss the current state of health policy, especially in light of recent presidential election.

Our discussion starts with a review of the current state of health policy, both nationally and in particular in the state of New Hampshire. We then talk about some of the trends and possibilities going forward, and conclude with a discussion of Mr. Trump's health policy platform.

Links to the Podcast:
Soundcloud: https://soundcloud.com/healthleaderforge/policy-podcast-with-lucy-hodder
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube: