Showing posts with label leader. Show all posts
Showing posts with label leader. Show all posts

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.


Anchor 

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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Location: 1 Medical Center Dr, Lebanon, NH 03766, USA

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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Location: 100 Campus Dr #24, Portsmouth, NH 03801, USA

Friday, February 15, 2019

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


 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:






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Location: Manchester, NH, USA

Sunday, October 15, 2017

Samantha O'Neill, VP of HR, The Elliot Health System


Today's guest is Samantha O'Neill, the Vice President of Human Resources for the Elliot Health System in Manchester, New Hampshire. Sam has served in senior HR roles in software, information technology consulting, high-tech, manufacturing companies, and most recently healthcare.

Sam is interviewed by Kayli Mathews and Nicole Bishop, juniors in the Department of Health Management and Policy at the University of New Hampshire. In this podcast, they explore Sam's diverse career, talk about the various functions of HR, and close on a discussion of Sam's leadership style.

Links to the Podcast
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377 
YouTube: https://youtu.be/KW0Sf7MCw6I

Podcast Outline 

Time             Topic
0:01:07 Start of Career Post Music Education Degree
0:01:55 Challenges as a Business Retirement Plan Specialist
0:03:25 Working with the Temp Agency - starting in HR
0:05:14 Senior HR of Ajalon- Reasons for staying in HR
0:06:47 Sam had little HR experience but someone took a chance on her - "baptism by fire"
0:07:33 Learning HR and taking a crash course
0:09:10 Success of making Senior VP in 12 years
0:10:11 Start of HR at TomTom (GPS)
0:11:48 How Sam learned to build an HR Department at Tom Tom
0:13:00 Sam's career in HR at Velcro
0:13:49 Why Sam took her posistion at Velcro
0:15:11 Understanding travel and requirements of a new CEO
0:16:56 Joining rhe Elliot Health Care System
0:18:43 What is the Elliot like as an organization
0:19:58 First Posistion at the Elliot: Director of HR
0:21:43 Genereal structure of the orgnization and how Sam fits in as VP of HR
0:22:24 Who Sam interacts with as VP
0:23:16 Compensation and Benefits 
0:25:00 How Sam knows and manages to stay within her market
0:25:33 How Sam and her team deliver support to other areas
0:27:28 Sam took initiative because HR was not appropriately staffed
0:30:40 HR in healthcare vs HR in other fields
0:32:02 Show you want to learn in the industry to be successful
0:33:48 Interaction with employed physcians 
0:35:20 Approaching the CEO about staffing issues in HR
0:36:37 Measuring employee outcomes and patient satisfaction
0:38:42 Patient and Department ratings
0:40:37 Transferable skills from HR
0:41:38 The draw of HR - seeing the value
0:43:47 Employee law, patience, judgement, and regulations
0:45:17 Confusion and Misunderstandings about HR Departments
0:47:14 Strategic Goals in HR 
0:48:26 Leadership Philosphy
0:49:55 Characteristics of a good leader
0:51:00 Leadership lesson learned the hard way
0:52:40 Being a woman in a senior executive posistion
0:53:55 Hiring for skill and fit
0:55:53 Organizational Culture
0:56:54 Mentors in earlier jobs and using previous knowledge
0:59:06 Developing leaders
1:00:58 Professional organizations
1:02:21 Advice to those starting a career in the health field

Topics Discussed:

The Elliot Health System

Westfield State

Tom Tom

Velcro

Society for Human Resource Management
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Location: 1 Elliot Way # 200, Manchester, NH 03103, USA

Monday, May 1, 2017

Richard W. Silveria, SVP of Finance and CFO of Boston Medical Center


Today's guest is Richard W. Silveria, the Senior Vice President of Finance and CFO of Boston Medical Center. Rich is the Senior Vice President for Finance and the Chief Financial Officer for Boston Medical Center. Boston Medical Center is a safety net hospital, with roughly 80% of its $1.2 billion revenues coming from Medicare and Medicaid. In addition to being a safety net hospital, it is an academic teaching hospital associated with Boston University’s medical school.


Rich has been the Chief Financial Officer since 2010. During his tenure he helped engineer a financial turnaround of the organization, and continues to strive to be a leader focused on driving change.


In this podcast we trace Rich’s career from a start in biology and education, through computer programming and financial systems through to today where he is a senior leader in the third largest health system in Massachusetts.


This is also our 50th interview on the Health Leader Forge! I'm very pleased to have such a distinguished guest to celebrate this milestone.

Links to the Podcast
Soundcloud: 
Abridged: https://soundcloud.com/healthleaderforge/richard-w-silveria-svp-of-finance-and-system-cfo-boston-medical-center-1
Full-length: https://soundcloud.com/healthleaderforge/richard-silveria-svp-of-finance-and-system-cfo-boston-medical-center-full-length
 Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube: https://youtu.be/82VcxLe5xN4

Podcast Outline

Time       Topic
0:01:43 University of Massachusetts at Lowell
0:03:22 Choate Symmes Hospitals
0:04:35 transitioning to IT/financial systems
0:06:08 building home-grown computer-based financial systems
0:07:08 learning financial systems at the transaction level
0:08:09 financial systems manager
0:11:07 "Why don't you get an A in your job"
0:13:24 Lawrence General - financial crisis - building credibility
0:19:09 going from two to fifty employees - lessons in management
0:24:53 why MBA vs. MHA? Commitment to healthcare?
0:27:47 the difference between finance and accounting
0:29:45 moving up from Director of Patient Financial Services to VP of Managed Care
0:34:21 setting up the Lawrence General Physician Hospital Organization
0:35:34 challenges of taking on insurance risk without the tools
0:38:00 moving to Partners Healthcare - what is Partners?
0:41:11 Corporate Director of Revenue Finance
0:45:04 what was it like moving from a $125M organization to a $4B organization?
0:46:58 getting the Partner's job through networking
0:47:55 PT boat vs. a couple of battleships - an influence model, situational hierarchy
0:50:07 learning to listen better, becoming self-aware
0:51:31 Executive Director of the Compass Program - revenue cycle process integration
0:57:57 transition to Boston Medical Center (BMC)
1:02:47 Boston Healthnet affiliaiton
1:06:20 BMC Healthnet Plan/Wellsense - a Medicaid MCO
1:07:52 reporting structure for the CFO of BMC
1:08:40 relationship between the CFO and COO
1:11:50 CFO's staff
1:12:48 financial turn-around in 2010
1:13:23 supplemental dollars and cost shifting (cross-subsidization)
1:19:57 "You would never build this place based on net return on assets"
1:20:27 A day in the life of the CFO
1:23:33 what keeps him up at night - "in a word, uncertainty"
1:26:17 what do most people outside of finance misunderstand about finance?
1:27:12 healthcare finance has evolved to be a strategic asset
1:29:07 what do most people outside of finance misunderstand about finance?
1:31:04 leadership philosophy
1:35:25 what does he look for when hiring leaders?
1:37:14 a difficult leadership lesson learned the hard way
1:39:06 what advice we he give his early careerist self?
1:41:19 the importance of professional organizations
1:42:56 what do early careerists need to learn about finance?
1:44:07 why should young people pursue a career in healthcare finance?


Topics Discussed:









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Wednesday, March 1, 2017

Brigadier General Jeffrey J. Johnson, Commander, Brooke Army Medical Center


Today’s guest is Brigadier General Jeffrey J. Johnson, the commanding general of Brooke Army Medical Center in San Antonio, Texas. Brooke Army Medical Center (BAMC) serves as the largest and most robust military healthcare organization within the Department of Defense (DOD). Both inpatient and outpatient services are provided by approximately 8,500 staff members, including active duty military personnel from each of the uniformed services, federal civilian employees and contractors. Brooke is a Level I Trauma center, and includes a forty bed burn center. It is also a hub for graduate medical education, with more than 30 graduate medical education programs.

 General Johnson is a board certified family medicine physician and has served in and commanded a wide range of units, from traditional clinics and hospitals to Special Forces units and the legendary 82nd Airborne, and has deployed in support of the Army’s missions around the world. 

Links to the Podcast
Soundcloud: 
Extended version: https://soundcloud.com/healthleaderforge/brig-gen-jeffrey-j-johnson-commander-brooke-army-medical-center
Edited version: https://soundcloud.com/healthleaderforge/bg-jeffrey-j-johnson-commander-brooke-army-medical-center
Stitcher: http://www.stitcher.com/podcast/the-health-leader-forge
iTunes: https://itunes.apple.com/us/podcast/healthleaderforge/id981989377
YouTube:  https://youtu.be/f3CE_P6h1OE

Podcast Outline (this timeline refers to the extended version)

Time       Topic 
0:01:55 Evangel university, ROTC
0:05:15 medical School at U of CO Health Sciences Center
0:06:03 what was surprising about medical school
0:07:11 clinical stereotypes - cultures of specialties
0:08:07 confirming his interest in primary care
0:09:10 keeping options open 
0:10:05 Family Medicine residency at Madigan Army Medical Center
0:12:28 Family Medicine vs. Internal Medicine
0:13:08 Why Madigan?
0:14:23 the physician identity
0:16:32 Clinic Command
0:19:17 lessons learned from first command
0:20:09 support from higher command
0:21:27 battalion and group surgeon, 7th Special Forces
0:25:53 observations of healthcare delivery in deveoping countries
0:26:46 director of resident training for Family Medicine
0:28:03 how did prior experience prepare him to run a residency program
0:29:53 life-long learning
0:31:24 challenges and enjoyment of the residency director role
0:33:44 making the decision to continue in the military
0:35:51 division surgeon for 82nd Airborne
0:37:42 comparing roles at 82nd and 7th
0:38:55 combined command surgeon in Baghram, Afghanistan
0:42:36 working with Afghan allies and the Afghan medical system
0:44:12 Commander (CEO) of Irwin Community Hospital
0:45:19 the complexity of the CEO role - comfort with not knowing everything
0:48:29 developing the organization's vision
0:51:15 advisor role in Saudi Arabia
0:53:52 44th Medical Brigade
0:55:50 Office of The Army Surgeon General 
0:57:26 Surgeon, Korea
0:58:20 Brooke Army Medical Center
0:59:45 the difference between an Army Community Hospital and an Army Medical Center
1:00:53 organizational transitions and coming in as the senior leader
1:03:52 senior staff of the organization
1:06:55 the advantages and challenges of having a physician as commander
1:09:13 leadership philosophy
1:11:39 characteristics and behaviors of a good leader - servant leadership
1:13:17 mentorship
1:15:15 advice to early careerists about leadership


 Links to topics discussed:

 Brooke Army Medical Center

 44th Medical Brigade

 Irwin Army Community Hospital
 Faculty Development at the University of North Carolina-Chapel Hill

 Madigan Army Medical Center Family Medicine Residency Program

 University of Colorado Health Sciences

 Evangel University

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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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