“Hansei” is the Japanese word for reflection. One of my UMHS colleagues, Dr. Jack Billi, told me he’s impressed that I am writing a blog and sees it as an example of Hansei. He says as leaders we don’t take enough time to reflect. I agree.
A typical day for me is running from one meeting to the next, driving back and forth from my office to the hospital campus, and squeezing in email when and where I can. Evenings are more email and prepping for the next day’s meetings.
The practice of writing a blog has indeed caused me to be more thoughtful about a range of topics. I find myself observing things differently. I reached out to one of my industry colleagues, Anthony Guerra, Editor-in-Chief of healthsystemCIO.com, for advice when I first considered writing a blog earlier this year. He encouraged me to do so. He told me that through the practice of writing a blog I’d start looking at things differently, observing things in new ways. He was right. Continue reading
Spoiler alert! I don’t have the answer either and want to learn from others.
I remember the old days before email: we relied on talking to each other and on written communications that came on paper. On the day before a vacation I would finalize reports, make copies, and stuff them into inter-office envelopes after I’d taken care of all my follow-up phone calls. Now on the day before vacation I have to get through all the email that can’t wait another week and generate new ones as I work through my to-do list.
It seems endless. Everyone complains about too much email. Can’t we just shut it off? No, it’s the way we work now and there’s no going back.
Here are some of my tips:
Triage – I quickly scan for priority emails by subject, who it’s from and importance (some people actually use those flags as intended). Deal with what you have to in as timely a manner as possible. Continue reading
You start in a new leadership position and you want to make changes. Should be easy, right? After all, you’re the boss. You call the shots.
You inherit a history and a culture, ways of working and thinking and behaving. You inherit a leadership team and a staff. You inherit a department that works within a broader organization and its culture. Still, you are the leader; you can make some changes, but it will take more time.
When I started at UMHS, there had been a 6 month gap with an internal interim CIO. She had kept things going but was happy to handoff to me. Continue reading
I’m heading to the CHIME Fall Forum for a few days. Many of my health care CIO colleagues will be there. I look forward to the chance to network and learn from them in track sessions, and hear from keynote speakers. I’m even being pressed into service on a panel called “Leadership Stories Worth Telling” as there was a last minute cancellation.
I have been active in professional organizations for many years. Anyone who doesn’t take the opportunity to get involved in such organizations is limiting their own professional development and, in turn, limiting what they can offer to their employer.
I remember many years ago when I attended my first professional conference. Continue reading
Operation Baby Blanket? What’s that? Is that the code name for a new software implementation?
This CIO is the grandma of Hannah, an adorable two year old; two more grandbabies are on the way. While I’ve done various crafts in my adult life, I don’t do it enough to call it a hobby. And my crochet experience is limited. I did make a baby blanket for one of my daughters 30 years ago.
So I surprised my family two years ago when I told them that I would make a baby blanket for Hannah, and I actually did it. Now, a second grandchild is due in December. Could I make a baby blanket for her in time? Would I be able to squeeze enough time out of my evening email work session to get one done?
I needed to design and create a baby blanket in time for the baby shower.
I am happy to announce that I presented a finished crocheted baby blanket to my daughter, Katie, at the shower last weekend.
How did I meet this goal? Basic Project Management! Continue reading
How often have you heard an IT leader say they want a position that’s “more strategic” and “less operational?”
The reality is that there is always a balance of both, depending on the level you work at in your organization. Sometimes, it’s not the balance you’d like to see.
As the CIO, my typical day is back to back meetings. Plus, I squeeze in email and phone calls on a range of additional issues. I read and answer email well into the evening after I get home.
In the past week, I’ve reviewed presentations and read articles on health care in the future and how technology enables innovation: reflective thinking and planning. Continue reading
Last November, I started the practice of hosting monthly breakfasts for up to 20 of my department staff at a time. We skipped two months around the time of our major inpatient go live in June. That means I’ve spent time with at least 160 staff getting to know them, listening to their concerns and answering questions in a small, informal setting. There’s a small group of “frequent flyers” who have come to more than one so far. I tease them that it must be the food but I know it’s them wanting to have a voice which I’m happy to listen to. “Make your voice heard” is a theme I’ve been encouraging all year.
At the most recent breakfast, there was a lull in the conversation. I called upon one of my frequent flyers whom I have come to know is willing to tell it like it is. Continue reading
Last week, I wrote about the value of site visits as a way to learn from others. Fresh off the annual Epic User Group Meeting (UGM), I’ll call it a site visit on steroids. There are over 10,000 attendees, 100’s of educational sessions presented by users, direct access to Epic staff, and plenty of networking time; you see what I mean?
This was the first year it made sense to invite my executive colleagues from UMHS to attend. Our core Electronic Health Record is now in place, our executives need to look to the future: what else is possible with the product we already have, what new functionality is planned for future upgrades, and what other Epic users are doing.
Three UMHS executives answered my call and they were glad they did: the Hospitals and Health Centers CEO, and the executive directors of the children and women’s hospital and the adult hospital. We will debrief as a group soon about what they saw and heard, and to explore what functionality we should prioritize next. Continue reading
What do NHS Trusts (hospitals in the UK), the Department of Defense Military Health System (MHS) and Brigham and Women’s Health Care (BWHC) have in common? They all think they can learn from our experience implementing an integrated electronic health record (EHR) at UMHS. We hosted a group from the UK in early July and hosted military leaders from MHS this week. And we are planning to host a team from BWHC in late October. The UK and MHS are in the planning and vendor selection phase while BWHC is less than a year away from their big bang implementation of a new integrated EHR.
One of the great things about the health care industry is that we are always willing to learn from one another. Continue reading
In lean speak, you have to go to the “gemba”, that place where the work is done. To go to the “gemba,” I rounded with some of my colleagues in the early days of our inpatient Epic go live. They included our Chief Medical Informatics Officer (CMIO), the executive director of our children and women’s hospital, and our Chief Nursing Officer (CNO). We visited many different inpatient units – to listen to staff tell us how it was going and describe issues. It reminded me that I need to once again make time to regularly round with our users. Continue reading