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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Monday, July 15, 2019

Jake Poore, President and Chief Experience Officer, Integrated Loyalty Systems


Today’s guest is Jake Poore, President and Chief Experience Officer of Integrated Loyalty Systems. Jake and his team consult with healthcare organizations around the country on how to improve the patient experience. Jake draws on 18 years of experience with Disney to help healthcare organizations improve how they care for patients. In this podcast, we talk about Jake’s career at Disney, then what it was like breaking out on his own and founding Integrated Loyalty systems. We also talk about his recently published book, 99 Lessons Learned from Disney To Improve The Patient Experience, which I would recommend to anyone who is thinking about ways to improve the patient experience.

Soundcloud:
Abridged version: https://soundcloud.com/healthleaderforge/jake-poore-president-and-chief-experience-officer-integrated-loyalty-systems 
Full length version: https://soundcloud.com/healthleaderforge/jake-poore-president-and-chief-experience-officer-integrated-loyalty-systems-full-length 
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377 


Podcast Outline (applies to full length version)
Time     Topic
0:01:27 coming to Disney
0:06:57 what drew him to Disney
0:08:27 getting the teaching bug
0:09:05 ten 2-year careers
0:09:47 first teaching opportunity
0:10:57 designing organizational development and change
0:14:47 launching on the Euro-Disney
0:18:43 Frnaklin-Covey, learning the healthcare industry
0:21:10 recruited back to Disney to launch the Disney Institute
0:24:27 launching the healthcare division of the Disney Institute
0:30:52 learning healthcare to improve healthcare
0:35:41 founding Integrated Loyalty Systems - making the leap to entrepreneurship
0:39:18 the founding team of ILS
0:39:57 finding first customers
0:43:37 Jake's book, "99 Lessons Learned from Disney to Improve the Patient Experience"
0:48:33 creating a culture with intention
0:52:47 lesson #30 - "localize your culture" - "we create happiness…"
0:57:52 lesson #58 & 59 - "caring out loud"
1:01:48 lesson #95 - "culture of always"
1:06:45 lesson #99 - "developing an organization true north" - connecting to purpose
1:09:03 why do we need patient experience officers?
1:15:15 leadership philosophy - asking, don't tell
1:18:03 what makes a good leader
1:19:29 advice to early careerists
1:22:00 about Jake on the Web


Links to Topics Discussed:

Integrated Loyalty Systems

Jake's book, 99 Lessons Learned from Disney To Improve The Patient Experience

Jake's Facebook page

The Disney Institute

Saturday, June 15, 2019

Marie Vienneau, FACHE, President & CEO, Mayo Hospital



Today’s guest is Marie Vienneau, the President and CEO of Mayo Hospital in Dover Foxcroft, Maine. Mayo Hospital is a critical access hospital in rural central Maine. Mayo Hospital is the primary hospital for the 17,000 residents of Piscataquis county, spread over a land mass roughly the size of Connecticut.

Prior to coming to Mayo Hospital, Marie worked at Millinocket Regional Hospital, in her home town of Millinocket, Maine, where she rose from staff nurse to President and CEO. During her tenure, like much of rural Maine, the two paper mills that were the economic engines of her community closed down. We talk at length about what it is like leading a non-profit community hospital during a time of economic downturn, and how she led the organization and worked with the community to care for her fellow residents.

Marie has been the President and CEO of Mayo Hospital since 2014. Mayo Hospital has a unique governance structure: it is a quasi-governmental entity governed by a Hospital Administrative District, which I was not familiar with. We discuss how this governance structure is different from the typical non-profit hospital’s governance structure and the challenges of working in this different environment. Mayo Hospital is currently in negotiations to merge with Northern Light Health, formerly the Eastern Maine Health System, one of the three largest health systems in Maine, and we discuss some of the challenges of going through a merger process. We close on a discussion of leadership.

Links to Podcast:

Soundcloud: 
Full Length: https://soundcloud.com/healthleaderforge/marie-vienneau-president-and-ceo-mayo-hospital-full-length 
Abridged: https://soundcloud.com/healthleaderforge/marie-vienneau-president-and-ceo-mayo-hospital-abridged



Podcast Outline (Applies to Full-Length version)
Time               Topic
0:02:24 Early career in nursing - Boston
0:04:08 returning to Maine - Millinocket Regional Hospital
0:05:38 becoming CNO of Millinocket Regional Hospital at 26
0:06:47 about Millinocket and and the collapse of the paper industry
0:09:40 making the transition from staff nurse to senior leader
0:12:06 advice for making the transition to leader from individual performer
0:14:03 being young in a senior leadership role
0:15:54 transition to CNO/COO
0:16:38 becoming CEO
0:18:31 Millinocket Regional Hospital and the economy
0:21:40 effects of the contracting economy on the hospital
0:23:30 1/3 of the population becoming uninsured in one day
0:29:00 surviving the downturn - loyalty of the medical staff
0:31:07 reflecting on rise from staff nurse to CEO in one organization
0:34:54 importance of having been a clinician and support of the medical staff
0:39:02 CEO is the face of the organization in the community
0:43:14 moving from Millinocket to Mayo Hospital
0:45:49 about Dover Foxcroft, Maine
0:48:39 Mayo Hospital
0:50:12 challenge of maintaining specialties in a small facility
0:53:40 challenges of recruiting physicians to rural hospitals
0:55:01 foreign medical graduate program
0:57:31 reliance on non-physician providers
0:58:28 reliance on telemedicine in the emergency department
1:01:08 telepsychiatry, other telemedicine
1:02:19 Governance - Hospital Administrative District - quasi-governmental district
1:07:08 founding of Mayo Hospital as a Hospital Administrative District
1:08:41 Northern Lights (Eastern Maine) Merger
1:09:50 strategic advantages of the proposed merger
1:13:21 merger must be approved by Maine legislature
1:15:25 lessons from 17 years as a CEO - it's lonely at the top
1:18:13 what keeps her up at night as CEO
1:20:09 leadership philosophy
1:21:56 what she looks for in a leader
1:22:30 advice about worklife balance

1:24:49 why healthcare administration?

Links to Topics discussed

Mayo Hospital

Millinocket Regional Hospital

Northern Light Health




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Wednesday, May 15, 2019

Chris DiNicola, COO, The Process Recovery Center


Today’s guest is Chris DiNicola. Chris is a healthcare entrepreneur working in the field of addiction services. I stumbled on to Chris’s organization after reading about a new barber shop in Nashua, New Hampshire that was run by recovering addicts, and catering to those in recovery. It turned out Rise Barbershop was just one of a number of ventures Chris is responsible for. I spoke with him at Process Recovery Center, one of two treatment facilities he and his partners own. They also operate sober living houses, which provide safe and supportive housing communities for recovering addicts with a total of 170 beds in New Hampshire and Massachusetts.

What is amazing is that Chris and his partners are all recovering addicts, so the businesses are a manifestation of their passion to help others who have suffered from the same challenges.

This is one of the longer interviews I’ve done, so I’ll be posting two versions, a full length version with the entire interview, and an abridged version.

If you would like to help with Chris's mission, consider making a donation to the charity we talk about in the podcast, Revive Recovery.

Links to the Podcast:

Soundcloud: 
Full Length: https://soundcloud.com/healthleaderforge/chris-dinicola-coo-process-recovery-center/ 
Abridged: https://soundcloud.com/healthleaderforge/chris-dinicola-coo-process-recovery-center-abridged/
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377 
Podcast Outline (applies to the full-length version)

0:01:43 Intro - why addiction services
0:03:32 Chris's story of addiction - oxycontin
0:07:18 dopesick - experiencing chemical dependence
0:10:16 trying to stop using
0:11:58 bargaining with addiction
0:12:48 transitioning from pills to injecting heroin - an economic decision
0:14:43 entering long term recovery
0:18:03 hearing the message of sobriety - changing his perception
0:19:43 the need for validation and inability to practice self-love
0:23:58 abusing anything that allows him escape
0:26:31 surrendering to treatment
0:29:24 getting clean, but not dealing with the disease
0:34:08 bottoming out, fearing vulnerability
0:38:48 losing his father
0:45:33 bottoming out - thinking about using again
0:48:43 opening up, allowing himself to be vulnerable
0:50:43 turning point of everything - ready for honesty and communication
0:52:16 explaining a 12 step program
1:00:23 breaking through isolation by sharing his darkest fears
1:08:03 the addiction disease manifested itself through external accomplishment
1:10:03 deciding to become a professional dancer at 25
1:16:03 auditioning for America's Best Dance Crew
1:20:28 first entrepreneurial venture - opening his own dance school with his brothers
1:23:23 deciding to be more public about his recovery
1:27:43 second entrepreneurial venture - a sober house, "Rise Above"
1:33:10 sober living housing - transitional safe housing
1:37:48 challenges of getting the business started - cash flow and scholarshipping
1:39:53 growth from 6 to 170 beds in 4 years
1:42:40 adding a treatment center - Process Treatment Center
1:47:13 treatment center complementary service to sober living
1:47:45 types of programs offered
1:48:10 intensive outpatient (IOP)
1:49:21 Partial Hospitalization vs IOP
1:51:18 progression of treatment
1:52:59 outpatient care
1:54:12 recovery coaching
1:55:20 Process Treatment Center is unique in that it has full-spectrum (less detox) care
1:58:25 COO Role
2:00:50 number of staff - discussion of other organizaitons under Recovery umbrella
2:05:38 Revive - non-profit resource center
2:07:50 the life of an entrepreneur - following a path and purpose
2:09:55 the interaction between being an addict and being an entrepreneur
2:14:42 what do people misunderstand about addicts
2:20:04 choosing employees and leaders
2:22:48 mentorship - leading by example
2:26:01 what's next?
2:28:05 policies that impede the provision of treatment?


Links to Topics Discussed:

The Process Recovery Center

Rise Above Sober Living

Re-Vive Recovery Support

Nashua Telegraph covers the Rise Barber Shop

Rise Barber Shop

Everett dance crew bringing Phunk to MTV

Video of Phunk Phenomenon Performing





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