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.

Anchor:

Abridged version: https://anchor.fm/healthleaderforge/episodes/Stephanie-Nadolny--VP-of-Hospital-Operations--Spaulding-Rehabilitation-Hospital-Cape-Cod-abridged-egra7h

Full length version: https://anchor.fm/healthleaderforge/episodes/Stephanie-Nadolny--VP-of-of-Hospital-Operations--Spaulding-Rehabilitation-Hospital-Cape-Cod-full-egra5r

iTunes: https://listen.stitcher.com/yvap/?af_dp=stitcher://episode/64604933&af_web_dp=https://www.stitcher.com/episode/64604933

Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge

YouTube: https://youtu.be/JKVR7F0B_T4 

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

Spaulding Rehabilitation Hospital Cape Cod

Northeast Passage

Therapeutic Recreation Major at University of New Hampshire

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Heather Staples Lavoie, President of Geneia

Today’s guest is Heather Staples Lavoie, the President of Geneia in Manchester, New Hampshire. I had the opportunity to hear Heather speak recently at a UNH CEO forum during which she described the exciting work Geneia is doing in the health analytics field, so I invited her to be on the program to share both her journey as a serial healthcare entrepreneur, and Geneia’s story, too.

In the podcast we discuss Heather’s career and how she discovered a passion for healthcare analytics. We then talk about the various products and services Geneia has developed to help improve the delivery of healthcare and mitigate provider burnout (we talk about the Physician Misery Index Geneia has developed to measure the pain clinicians feel from the array of administrative tasks that take them away from providing care).

I really enjoyed talking with Heather because her experiences in small firms are so different from mine, and I believe analytics, AI, and machine learning are going to transform healthcare.

Links to Podcast:

Anchor: https://anchor.fm/healthleaderforge/episodes/Heather-Staples-Lavoie--President-of-Geneia-egra6d 

Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge

iTunes: https://podcasts.apple.com/us/podcast/heather-staples-lavoie-president-of-geneia/id981989377?i=1000429964682

YouTube: https://youtu.be/V5ODmq9-eN8 

Podcast Outline

Time Topic
0:01:27 education
0:03:57 moving to healthcare
0:06:17 early interest in health IT, HealthSource and Cigna
0:09:11 the draw to analytics
0:12:04 building Choicelinx, healthcare consumerism
0:19:07 "mid market customers"
0:19:40 Starting Choicelinx in a garage
0:20:18 taking the entrepreneurial leap
0:21:55 early days of a start up
0:22:34 angel and venture capital investors
0:23:57 pitching a start up to investors
0:25:32 circumstances beyond control - 9/11
0:27:32 deciding to sell Choicelinx
0:29:26 the sale to Cigna and transition to being a subsidiary
0:30:27 leaving Cigna for consulting
0:30:53 starting with Geneia, joining with Capital Blue Cross
0:32:42 the original vision for Geneia - Capial BC seeking diversification
0:35:20 what is a wholly owned subsidiary?
0:37:34 early stages of establishing the subsidiary
0:41:11 Geneia's products - Theon analytics
0:43:38 What is the value added to a community hospital?
0:48:32 argument for specialized firms doing analytics work
0:49:45 need for scale in the healthcare market, driven by payment models
0:50:51 management of client data
0:52:10 the Physician Misery Index
0:56:15 how Geneia's interface helps with decision making
0:57:46 remote patient monitoring services
1:04:46 other services
1:05:57 looking into the future - AI and Machine Learning
1:08:38 leading in an entrepreneurial organization
1:11:32 finding the right people
1:15:04 career opportunities in health analytics

Links to topics discussed:

Geneia

Cigna Guided Solutions (formerly Choicelinx) 

Capital Blue Cross

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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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Christopher M. Callahan, VP of HR, Exeter Health Resources

Today’s guest is Christopher Callahan, the Vice President of Human Resources for Exeter Health Systems in Exeter, New Hampshire. Exeter Health Resources is a healthcare system that includes the Exeter Hospital, a 100-bed community hospital, Core Physicians, a multispecialty physician group, and Rockingham VNA. 

Chris has over 35 years of experience in human resource management in the healthcare industry, having served in a number of hospitals and health systems prior to coming to Exeter Health Resources. Human resources is a critical support function in any organization, and it has evolved dramatically, as Chris explains in the interview, from a tactical, routine paper work driven service to a strategic asset that can have a powerful impact on an organization’s success.

Links to the Podcast:

Soundcloud 

                   Extended version: https://soundcloud.com/healthleaderforge/christopher-m-callahan-vp-of-hr-for-exeter-health-resources

                   Abridged version: https://soundcloud.com/healthleaderforge/abridged-christopher-m-callahan-vp-of-hr-for-exeter-health-resources

Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge

iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377

YouTube: https://youtu.be/VP3jib_wx30

Transcript: A transcript of the interview is available here.

Podcast Outline

Time      Topic

0:02:02 undergraduate work, deciding on healthcare
0:06:12 MHA at George Washington University
0:12:52 staying on with first job at Mercy
0:13:52 becoming assistant administrator for HR
0:16:45 HR as truth teller to power
0:18:31 leaving Mercy for Methodist
0:21:09 the effect of managed care on reimbursement
0:22:10 downsizing and layoffs in the late '80's
0:23:15 religious hospitals and employment as mission
0:27:44 the personal impact of doing lay offs
0:31:49 evolving from "personnel" to HR
0:40:24 VP of Patient Care Division for Northeast Health
0:43:12 St. Joseph Healthcare Services
0:46:56 Coming to Exeter Health Resources
0:50:34 the appeal of HR work
0:50:34 Exeter Health Resources 
0:54:13 organization of the HR department
0:55:28 organizational development and executive coaching
0:57:52 HR Partners
1:00:43 What makes an effective evaluation system
1:03:04 compensation and benefits
1:06:05 talent acquisition
1:10:06 leader development
1:14:28 identifying upcoming talent
1:16:01 boomerang employees
1:17:51 the most challenging part of the job
1:21:26 role as a member of the senior executive team
1:24:06 Chris's leadership philosophy
1:25:24 how has Chris's leadership style evolved
1:25:51 making the transition from tactical to strategic
1:26:50 leadership lessons learned the hard way
1:28:05 where do leaders fail?
1:29:33 where do early careerists fail?
1:31:16 how has HR in healthcare changed?
1:33:13 book recommendations
1:34:47 why a career in healthcare HR?

Links to Selected Topics Discussed

Exeter Health Resources

Kings College

George Washington University MHA Program

Book Recommendations

      Team of Rivals, Doris Kearns Goodwin

      Into the Storm: A Study in Command, Tom Clancy and GEN Frederick Franks

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Dr. Joseph Pepe, MD, President and Chief Executive Officer of CMC Healthcare System

Today's guest is Dr. Joseph Pepe, MD, President and Chief Executive Officer of Catholic Medical Center Healthcare System. Dr. Pepe has served the CMC Healthcare System since 1990, first as a staff physician, then as Chief Medical Officer, and since 2012 as the system President and CEO. The advice he gives early careerists entering the field of administration is to volunteer for additional responsibility, and that positions will follow. His own career reflects that fact. In the interview, Dr. Pepe describes his choice to become a primary care physician, and how his interest in improving the operations of the practice resulted in him being "volun-told" that he would be the Chief Medical Officer. After thirteen years of successful leadership as the Chief Medical Officer, Dr. Pepe was selected to lead CMC as the CEO and president. We discuss strategy and how Dr. Pepe is working with the board and senior management to ensure CMC's success in a rapidly changing health care environment, while remaining true to CMC's Catholic identity. We conclude with a discussion of leadership and mentorship.

I really enjoyed this interview because Dr. Pepe made it clear that CMC’s identity as a faith-based organization goes beyond just a historical origin; it is critical to the organization’s mission today, and influences its strategy on an ongoing basis. 

Links to the Podcast:

Soundcloud: https://soundcloud.com/healthleaderforge/dr-joseph-pepe-md-president-and-chief-executive-officer-of-cmc-healthcare-system

Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge

iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377

Transcript

Podcast Outline

Time	Topic
0:02:23	Educational background, wanting to become a physician
0:04:48	Medical school at Tufts
0:06:45	Residency in internal medicine
0:07:37	The “Physician Identity”
0:08:46	Working at Catholic Medical Center (CMC) after residency
0:09:50	The community of Manchester, New Hampshire
0:11:10	History and mission of CMC
0:15:04	Size of CMC
0:16:03	Being a hospital-employed physician at CMC
0:17:34	Transitioning from clinical practice into hospital administration
0:20:05	Role as Chief Medical Officer at CMC
0:21:37	Organization of CMC’s medical staff, peer review
0:24:13	Helpfulness of CMO experience in the CEO role, conflict resolution
0:26:34	Day in the life of a hospital CEO
0:27:34	Advantages of being a physician-administrator, moving to value-based reimbursement
0:29:26	Do you see patients as the CEO?
0:30:09	What metrics do you track?
0:31:26	For people outside of healthcare: what’s it like to run a hospital?
0:32:34	Function, responsibilities, and composition of the CMC Board of Trustees
0:35:54	Most difficult part of being the CEO
0:37:46	CMC’s partnerships with other hospitals, external entities
0:39:48	Biggest surprise upon becoming the CEO, growing into the position
0:42:39	Strategic planning processes at CMC
0:46:22	Adapting to value-based reimbursement at CMC
0:48:26	Growth opportunities in healthcare
0:50:12	Partnerships and reimbursement in “population health”
0:52:38	Personal leadership philosophy
0:54:17	What makes a good leader? Why?
0:56:52	Hiring and evaluating good leaders
0:59:41	Personal mentors
1:00:51	Developing leaders within an organization
1:03:21	Membership in professional organizations, professional career development
1:05:30	Importance of involvement in professional organizations, networking
1:07:22	Advice for young clinicians and others looking into a career in healthcare administration

Links to Topics Discussed:

Catholic Medical Center

St. Anselm College

Tufts School of Medicine

Granite Health

Tufts Health Freedom Plan

Thanks to Sameer Panesar for production support!

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Kevin Donovan, CEO, Mt. Ascutney Hospital and Health Center

Today’s guest is Kevin Donovan, FACHE, FACMPE, the CEO of Mt. Ascutney Hospital and Health Center in Windsor, Vermont. Mt. Ascutney Hospital is a critical access hospital in rural Vermont and in this podcast Kevin explains the role the hospital and hospital CEO play in a small town where it is the largest employer and major part of the social safety net for the local community. Mt. Asctuney is such an important part of the community fabric that it won the American Hospital Association’s Foster G. McGaw Prize for demonstrated exceptional commitment to community service.

Mt. Ascutney Hospital and Health Center made the strategic decision under Kevin’s watch to become an affiliate of the Dartmouth-Hitchcock Health System.  We discuss this critical decision, and how it was essential to the ongoing success of the organization, but also, surprisingly how a small, rural community hospital contributes value through its affiliation to one of the country’s best known research and teaching hospitals. One would expect the relationship to be one sided, given the size and influence of Dartmouth-Hitchcock in Northern New England, but it is clear from our conversation that the relationship is a win-win for both organizations.

As regular listeners will know after many interviews, most senior health care executives seem to come to the field through trial and error, almost discovering their destiny by accident. Kevin is one of the few I have interviewed who knew from the time he was a young man that he wanted to be a hospital CEO, and through dedication and hard work has accomplished that goal. We conclude the podcast with a discussion of leadership and mentorship, and Kevin gives advice for early careerists who want to follow his path.

Links to the Podcast:

Soundcloud: https://soundcloud.com/healthleaderforge/kevin-donovan-ceo-mt-ascutney-hospital

Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge

iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377

Transcript of the interview.

Podcast Outline

0:00:00 introduction
0:02:44 education at Syracuse Univeristy, first exposure to healthcare admin
0:06:40 MHA at George Washington University
0:09:35 work as a practice manager
0:11:46 practice manager at DHMC Children's Hospital (CHAD)
0:13:32 becoming an ACHE Fellow
0:15:05 VP of Physician Services, Chief of Clinical Operations at The Elliott
0:22:59 Windsor, Vermont - home of Mt. Ascutney Hospital
0:26:18 recruiting skilled workers in a rural community
0:29:48 organizational structure of Mt. Ascutney Hospital
0:31:19 Mt. Ascutney as a critical access hosptial
0:34:05 becoming an affiliate of Dartmouth-Hitchcock Medical Center
0:44:21 employed physician network
0:45:52 Mt. Ascutney's accute inpatient rehabilitation program
0:49:45 strategic decision to close the skilled nursing facility
0:51:29 Mt. Ascutney's assisted living facility
0:53:29 Mt. Ascutney 's grant foundation
0:55:58 being the CEO
1:00:18 employment relationship with DHMC, responsiblilites to DHMC
1:03:25 the board of Mt. Ascutney Hosptial and strategic planning
1:08:38 population health
1:11:09 the Mt. Ascutney grant foundation and receiving the Foster G. McGaw prize
1:13:36 leadership - servant leadership
1:15:36 hiring and evaluating leaders
1:19:11 mentors and mentorship
1:23:46 advice to early careerists

Links to Topics Discussed:

Mt. Ascutney Hospital

Syracuse University 

MHA at George Washington

Dartmouth-Hitchcok Health System

Medical Group Management Association

American College of Healthcare Executives

CARF accredited

OneCare Vermont

Foster G. McGaw Prize 

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