Next chapter, another page

A month ago, I started a new interim CIO engagement. This time I am serving Stony Brook Medicine on Long Island in New York.  My last interim CIO position at University Hospitals in Cleveland ended in October. Since then, I have taken a break by design. When I started this new chapter, I wanted to work less than full time over the course of the year and have more flexibility in my life.

During this “break” period I wasn’t exactly idle though. I spent a lot of time doing start-up work for my new health IT advisory firm, StarBridge Advisors. And of course, I’ve spent plenty of time with my family, especially my four grandkids. My husband of 40+ years and I have had fun seeing each other so much but if you ask him, he’d say he was ready for me to be gone several days a week! He loves his quiet time and having the house to himself for a while.

This opportunity at Stony Brook Medicine brings a new set of challenges, but also many familiar ones I’ve seen before as a veteran healthcare CIO. Continue reading

The power of co-location

There continues to be a lot of focus on telecommuting and open office space for knowledge workers in large organizations. Both are important yet not everyone agrees they are good – a lot depends on the canstockphoto12582566 for colocationorganization and the culture.

But I want to focus on another “space planning” topic, co-location. As health care organizations grow, administrative departments including IT often end up being spread out in many office buildings, sometimes at great distances from the hospital with a lot of traffic in between.

The investment needed to centralize all the administrative functions in one building often takes backseat to investing capital in clinical space. No surprise. Video conferencing is always an option for bridging the miles. This technology continues to advance and become more of a commodity. National and global companies must leverage technology but health care systems are mostly local or regional.

In my many years of health IT management, I’ve experienced a variety of space situations: Continue reading

When does the honeymoon end?

Remember those first few days on a new job? You were officially onboarded, and signed a lot of forms. You learned all the basic processes and policies that new employees need to know. And you canstockphoto31122040 onboardinggot the big picture of the organization’s mission, vision, values and culture. Your head is spinning by the end of day one and even week one, but everyone is patient with you. They recognize that it is a lot to take in.

In that early period when you are introduced to lots of people, everyone is so happy to see you. Everyone is offering to help you get up to speed, and do whatever they can to make your onboarding smooth.

And then you realize they all need something from you. They all think you can solve all the problems. But you are still given some time before you start waving your magic wand.

You’re on a honeymoon. It will be measured in days or weeks but usually not months. You must drink from the firehose, get to know all the key people and start adding value. “Proving yourself,” as they say.

You may have relocated, so you’re also getting to know your new town.

It can be exhilarating and overwhelming all at the same time. Continue reading

What we should expect of leaders

I’ve written many posts on leadership. As we witness the peaceful transfer of power in the Office of the President, it seems fitting to reflect again on leadership and what we should expect of leaders. canstockphoto7867487

When I think of critical leadership qualities at the executive level, I think of vision, integrity, presence, communication, and authenticity.  If you look at position descriptions for executive level leaders in business, you will see all of these and more.  

I’ve talked in the past about the core principles and values I share with my staff when starting a new leadership position. In that early period, I want my team to get to know me and to understand what’s important to me. I want them to hold me accountable for living these values every day in every situation. And I also expect everyone on my team to live them as we work together.

Here they are again but with a more generic description that can fit any leadership position: Continue reading

Yes we can: women in health IT

Think about the little girls you know. Did they get even more dolls for holiday gifts? Or did they get toys and games that teach creative thinking and how to build things? Or did they maybe even get toys officiallycanstockphoto36568604 STEM labeled in the STEM category?

Social norms start young. I recently played a match game with my two-year-old granddaughter. When we matched the truck picture, she took it over to her 6-month-old baby brother as though it was his domain! This granddaughter and her two-year-old girl cousin have a variety of developmental toys. But when it’s free play, they are often clutching one of their dolls, whether it’s Princess Sofia the First or the newest Disney Princess Elena of Avalor. At least these characters are both confident, strong and compassionate princesses!

My four-year-old granddaughter isn’t as attached to dolls these days. After a break, she is back in dance class, my birthday gift to her. I know she loves it.  At Christmas, with her mother’s advice, I gave her 3 months of Koala Crate – a creative, educational activity box for 3-5 year olds. She loved the first box – making stuffed reptiles and learning about them.

You may be saying it’s all about exposing kids to a lot of different things. I agree. But it’s important to not fall into the gender norms when they are young.

Let’s fast forward from my 3 little granddaughters to some of the female leaders in our health IT industry. Continue reading

Aspiring to Stage 7

I recently participated as the CIO reviewer on a HIMSS Analytics Stage 7 validation. The long travel to the West Coast aside, I was happy to contribute my time and expertise to be exposed to an advanced

Source: HIMSS Analytics

Source: HIMSS Analytics

organization and to meet a wonderful group of leaders. The review team also included a Chief Medical Information Officer and the HIMSS Analytics Regional Director for North America.

As of the 3rd quarter this year, only 4.6% of hospitals have achieved Stage 7 while 30.5% have achieved Stage 6. Just over a third of hospitals are currently at Stage 5.

All three hospitals I’ve served as CIO have achieved Stage 6. Getting from Stage 6 to 7 is a significant leap. There is a greater focus on analytics and using the data from the electronic health record to improve patient outcomes.

From the HIMSS Analytics website, here is how Stage 7 is described: Continue reading

Ensuring smooth leadership transitions

Transitions of leadership are going on all the time in our organizations: a new CEO, a new VP, or new management at another level; it is change.

As I’ve written about, I just completed such a transition. I have served as an interim CIO for 8 plus canstockphoto33589643months. The agreement for the engagement was that I’d stay through the successful transition to the new CIO. We envisioned a 30 day overlap.

As the start date for the new CIO approached, 30 days seemed very long. Wouldn’t the new CIO want to get in and get started without me around? But as she and I started planning that time, 30 days seemed reasonable for all that we needed to do. When it came time to start the transition, there was so much else going on each day we found it hard to find the time to focus on the transition work. In the end, we both agreed 30 days was the right amount of time and extremely helpful to her.

But a 30-day overlap and transition period can be a luxury. Organizations often go through leadership transitions with far less time or even no time for the old and new leaders to work together. When I took the interim engagement, I had an hour conversation with the previous CIO on his second to last day; that was it. Continue reading

Forward together

Like many, I am surprised and disappointed at the outcome of the presidential election. From some of my previous posts the past few years, there’s probably no question about my political leanings. canstockphoto10854745

A new message of “forward together” is needed now more than ever. Only half of all eligible voters voted on Tuesday. Half of them voted for Donald Trump and half for Hillary Clinton. She got more popular votes. But that means only one fourth of the country elected our next president. He will need to be a president for all of us.

A dark cloud has hung over us during an incredibly divisive and bitter campaign with often hateful language and bullying behaviors. We may have been afraid to talk to co-workers or neighbors or family members in fear they may support the other candidate and we did not want to have to debate with them. People on both sides felt this way.

Hillary Clinton’s speech to her staff on Wednesday had many important and inspiring messages as we move forward as a country. I encourage you to find the speech online to gain some perspective and to renew your hope for the future.

I watched her speech with my husband and the general contractor on our outside house project. He and his crew have been working here for several weeks on a major redo project – new patio, landscape and fence. They are a nice group of guys and we chat each day. But we consciously never brought up the election.

The general contractor needed to talk to us about a change order so came into the house Wednesday morning. He saw we were not in a good mood and asked who we had supported. He told us he voted for Trump. Bottom line, he thought a change was needed but admitted that he couldn’t defend a lot of what Trump said on the campaign trail. We debated a bit but it was civil.

He said he wanted to see Hillary’s speech when it came on. I went outside and got him when it was time. He sat in our living room with one of our dogs on his lap and watched. I sat behind him in the kitchen with tears. He thanked us for letting him come in and watch and said she made some great points. I told him that I did it with a big heart. Continue reading

Powerful women and their path to success

My first professional event since moving back to New England is the evening of Monday, November 7th. Boston Health 2.0 is a chapter of the national Health 2.0 organization. They hold monthly meetings to canstockphoto993163promote, showcase and catalyze new technologies in healthcare. The November event is a panel titled “The Power Women of Health IT: Path to Success”.

All powerful women have advice to give others and stories about obstacles they’ve overcome. This group of women panelists is no different and I’m excited to be part of it. Helen Figge, Senior Vice President, Global Strategies and Development, LumiraDx, USA, Inc., Cara Babachicos, Corporate Director/CIO, Community Hospitals, Partners Healthcare, and I were all honored to be named earlier this year to the “Most Powerful Women in Healthcare IT” by Health Data Management. We look forward to sharing our perspectives and stories.

The panel will cover advice on entrepreneurship for women, how women can influence the health IT industry, differing perceptions of competency in men and women, importance of mentorship, how men can be more supportive of professional women, and obstacles we’ve overcome in our own paths to success.

This should be a great discussion with a lot of insight and advice. But which obstacle should I comment on? Looking back to my early days in management, unfortunately there are many stories to share.

There was the male colleague who had it out for me during a five-year period when I was the only woman on the IT leadership team (it was the 80’s). One of the things he did early on was to spread a rumor that I was only in management because I was related to a board member with the same last name. It was so not true; I didn’t even know the board member. Continue reading

It’s launch time

“You need to own your own career and to be open to the possibilities. It applies whether you are early, mid or late career.”

That was my opening statement in my early January blog, “New year, next chapter”, when I announced that I was leaving a permanent CIO position to pursue a new path. And it is advice I have often given others.canstockphoto27201758

It’s now my time for that next possibility and I’m excited about it. I’ve decided to launch a new health care IT advisory firm, StarBridge Advisors, with two colleagues. I’m teaming up with David Muntz and Russ Rudish.

David is a nationally recognized CIO who has served some of the largest and most complex health care provider organizations in the country including Baylor Health Care System and Texas Health Resources.  Prior to that he served as CIO and was promoted to CEO of Wadley Institutes of Molecular Medicine.  David also served as White House-appointed first Principal Deputy National Coordinator, Chief of Staff, and CIO at the Office of the National Coordinator for Health Information Technology (ONC) at the U.S. Department of Health and Human Services. Together David and I have a combined 60+ years of experience in health IT management.

Russ was the Global & US Health Care Leader for Deloitte through 2014. Prior to joining Deloitte, he was Executive Vice President of Eclipsys Corporation, overseeing all client facing activities — sales, marketing, product management, customer support, outsourcing and professional services. Upon leaving Deloitte, Russ formed Rudish Health Solutions, which focuses on strategy and M&A consulting, interim management and executive search. He also became a Principal in Health Care IT Leaders, which provides staff augmentation services.

StarBridge Advisors will provide world class IT leadership advisory and interim management services to healthcare organizations. We want to be a trusted advisor on leadership matters in the HIT marketplace and to help clients innovate, transform, lead, and make a positive impact on healthcare in the U.S. Continue reading