On Best Practices

Thinking about relocating?

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“My spouse won’t move.” You may have heard this if you have ever hired someone who would need to relocate their family. You may have even heard it after you extended the offer. If it happens that late in thecanstockphoto49324635 process, it may be just an easy excuse because they weren’t going to accept the position anyway.

Whether your spouse and family are willing to relocate to a particular city is something that should be discussed and agreed on together very early in the process. Why waste everyone’s time if it’s not going to work.

Relocating is a big decision. I’ve done it several times. And each time, my husband and I discussed it early on. Was this a part of the country we were willing to live in? Was this city one that we’d be happy in? What did the housing market look like? These are just some of the considerations.

If you are early in your career, you probably want to figure out what kind of future opportunities are in that area, is it family friendly, are there good schools, and can you afford to buy a house. If you are later in your career, you may think of your next move in terms of where you might want to eventually retire or living closer to your grandkids.

Regardless of where you are in your career, there are some common considerations. Assuming it’s a job you really want and an organization you really want to work for, here is my advice on what to consider when relocating: Continue reading →

Tyranny of the urgent

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You have priority work scheduled on your calendar. You have carved out time when not in meetings to get some work done. Yet urgent issues keep finding their way to your office. Sound familiar?canstockphoto28657290

That’s the life of anyone in management, especially in large complex organizations. And it’s a challenge these days as our new Stony Brook Medicine CIO and I try to get through a three-week transition period. The outline of what I need to cover with her is four pages long. And I keep adding more items.

We are ending week two.  By next week, I should be in far fewer meetings as she handles them without me. I should be able to finish my tasks as part of the transition and organize my paper and electronic files to turn over to her. I know she doesn’t like paper, so I’ll be ruthless as I purge and give her only the most important paper files.

We’ve done our best to block out some chunks of time together to get through everything.

But when we sit down together to go over the next block of information, we often end up first dealing with the latest requests and issues. What started as a focused two-hours is suddenly half gone.

What have I learned? Continue reading →

10 tips for next generation leaders

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I recently had the opportunity to do a talk as part of a Women in Leadership lecture series. The title of the talk was “Yes We Can – Developing Next Generation Leaders”. I covered leadership lessons from my canstockphoto23302155many years of experience, the challenges for women in STEM, and general career advice. The group had a lot of great questions and comments from their experience, so it was a lively and interactive session.

Regardless of gender, if you are a leader or future leader, these tips may be useful to you.

Find a mentor –  You can’t do it yourself. Find someone you consider a role model and who is willing to invest some time and energy in helping you develop.

Let go and be willing to delegate – If you try to do it all yourself, you won’t develop others nor have time to do the work that allows you to grow.

Give up on perfectionism – It is the enemy of good. It wastes time and keeps you from doing other work.

Ask for feedback – Take off the blinders and ask for honest feedback from your staff, your boss, your peers, and your customers. What should you start doing, stop doing and continue doing.

Consider everything a learning opportunity – Remember that you can learn from every experience. Whether it is a new skill, knowledge or lesson on how to improve for next time. Continue reading →

Culture matters in mergers   

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If you live in a large metropolitan area, chances are you have been either a patient or a visitor in an academic medical center that has 500 to 1000 beds. If you live in a rural area, you are probably more canstockphoto8191068familiar with a small local community hospital with less than 100 beds.

Because of healthcare mergers and acquisitions, these two different kinds of hospitals are likely to be part of one integrated health system. While different in size and scale, they both deliver healthcare to their community 24×7.

Small, independent hospitals are often very agile, extremely customer service oriented and supported by a loyal community. In IT, the staff are often generalists and less specialized. They may have a single integrated system from one vendor with basic functionality and limited integration points with other applications.

In contrast, large academic medical centers can be slow to make changes and appear more bureaucratic. They provide advanced medicine with subspecialists and clinical services not found elsewhere. They have to work harder to create a culture of customer service. Their community is broader and they attract patients from greater distances, including international patients. And their IT teams are larger with many specialized roles. In addition to their core electronic health record, they have many specialized departmental applications, many interfaces. Overall, it’s a far more complex environment.

So how do these different profiles mesh at merger time? Continue reading →

Passing the baton again

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It’s that time again. Time to close out my current interim CIO engagement and transition to the new CIO. I’m delighted to share the news that Stony Brook Medicine has hired Kathy Ross as their next CIO. She canstockphoto13851442starts July 24th and we will have a few weeks together to complete the transition.

Kathy brings extensive healthcare CIO experience having served for many years as a CIO within Ascension Health.  She is no stranger to Cerner, our core EMR vendor. But walking into a new environment with all its complexities and uniqueness is a challenge for the most seasoned leader.

We can only have one CIO at a time so day one, it will be Kathy. I will work out of a temporary space nearby. My focus and role will be to support her and provide as much background information as I can to ensure she gets up to speed quickly.

While I have only been serving as interim CIO since early March, my plan for what I need to fill her in on is long and growing. It includes a review of where we’re at on my focus areas during this interim. We’ll block time to review together key background information and issues needing attention. And we’ll do meetings together with everyone on the IT leadership team as part of the handoff.

I learned at my last interim to block out chunks of time to review everything on the transition outline and not let the usual day to day meetings fill all available time. Continue reading →

8 tips for telehealth success

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Telehealth or connected health as some call it, takes different forms depending on the provider organization and their strategy. The primary driver may be extending geographic reach by providing canstockphoto40754495telehealth services to rural areas. Or it may be largely a focus on consumer engagement.

Regardless, there are common themes for successful initiatives. Based on my experience in several healthcare systems in recent years, I offer these tips for success:

Strategy is key – The organization must first determine what the key drivers are for the initiative. Is it to extend reach or provide an easier patient experience or a combination?

Tactics and specific programs will follow – Once the strategy is clear, which specific clinical services and offerings are needed the most will become clear.

Physician leadership is needed – If the focus is on extending reach of certain clinical services, physicians are at the center and must provide overall direction. For consumer-focused services, ambulatory services or strategic planning leadership may play a more central role.

Operational issues and decisions must be considered early on – There are legal and billing factors along with workflow issues for clinicians and staff to work out before any implementation. Continue reading →

A greater sense of purpose

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Communicate, communicate, communicate. How often have you heard it said that you can’t communicate enough?

A best practice for CIOs is to have “all staff” meetings at least quarterly or semi-annually. Regardless ofcanstockphoto11710732 the size of the IT department and the logistical challenges of getting people in one place, these meetings have value. Depending on the geographic spread of the IT team and availability of meeting space, you can always leverage technology to allow staff to dial in from their workspace.

Connecting with colleagues that they only hear on conference calls or “see” via email has value. If you are able within your budget to provide food, all the better to encourage social time before or after the actual meeting.

Such meetings allow you or guest speakers to provide the big picture on your organization’s strategy and priorities so everyone understands how their work fits in. You can communicate key updates and information on major projects and new processes that impact all or most of the staff. You can use it as a forum to provide education on key topics that all IT staff need to understand such as cybersecurity or bring in a motivational speaker.

At one organization where I served as CIO, shortly after I started, one of my direct reports was quick to tell me the exact number of years, months, and days since their last all staff meeting. How do you really feel about that was what I wanted to ask him. But I quickly understood he was representing staff who missed those meetings and wanted them re-introduced. I did ask why they were discontinued. The story I got was that the previous leader was asked a difficult question by a staff member, felt on the spot and didn’t want that to happen again.

As a leader, I welcome questions, even if I can’t answer them. Continue reading →

HTM and IT: frenemies or collaborators?

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What is a “frenemy”? According to Dictionary.com: “person or group that is friendly toward another because the relationship brings benefits, but harbors feelings of resentment or rivalry”.canstockphoto5722510

Within health care organizations, there is a lot of history between the people who support the medical devices that touch patients and those who support the information systems used by clinicians. It has not always been positive and collaborative. In fact, there are such differences in the culture of each group that they don’t always get along. Maybe they are even “frenemies” in some organizations.

In your hospital, you may know the function as Biomedical Engineering, Biomed, Clinical Engineering or Health Technology Management (HTM) as it is now called as part of elevating the profession within healthcare. Those in the field now refer to themselves as “HTMs”.

AAMI (Association for the Advancement of Medical Instrumentation) is a standards development organization and the professional society for HTMs. AAMI is celebrating its 50th anniversary this year. Its mission is to advance safety in healthcare technology.

Four years ago, I was the first CIO ever to be elected to the AAMI board when AAMI leaders recognized the trend towards HTM and IT convergence and integration. I have provided the IT perspective to the AAMI board as the HTM profession continues to evolve. Continue reading →

Planes, trains, automobiles and ferries too!

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What consultant doesn’t want to work close to home as much as possible? But you go where your clients are and you get used to traveling.

It was one of those weeks. There was the usual 2-hour drive plus the 1 hour ferry ride to my interim CIO canstockphoto21462750engagement on Long Island. Monday was the first time I worried about missing the ferry. My “wiggle room” on the drive part evaporated with bumper to bumper traffic as soon as I got on I-95 in Providence. I sweated it but I made it!

Then there was a same day trip from New York to Chicago for a CHIME Education Foundation Board retreat. It seemed like a good idea when we agreed to fly in and out the same day but reality of that can be brutal – a very long day!

And finally, there’s the commuter rail train ride into NYC to meet my husband for the holiday weekend.

I’m happy to not depend on airports for my current weekly commute compared to many who are truly “road warriors”. I feel a little spoiled. My biggest stress is whether I’ll hit traffic on I-95 and have to take a later ferry.

When I was the interim CIO at University Hospitals in Cleveland last year, it was a predictable 3.5-hour drive from Ann Arbor. A few times I ran into huge traffic jams and a long out of the way road construction detour. But it was mainly a predictable weekly commute. And productive when I could get some calls done during the drive.

Once we moved to the Providence area, it meant a weekly flight. The Providence airport has fewer direct flights. I had to choose between connecting flights which increase potential delays or the longer ground transportation to get direct flights out of Boston. I chose the latter.

Then my current engagement on Long Island came up. Driving through NYC or flying was a non-starter. It was a “go” when I learned about the ferry option. Continue reading →

What to expect from your vendors

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You are past the big go live. You and your team are focused on optimization, enhancements, ongoing support issues, and upgrades. So, what should you expect from your vendor in this ongoing relationship?canstockphoto10856287

I have worked with all the major EHR players and many other IT application and infrastructure vendors over the years. I have worked with three of the major EHR vendors just in the last 18 months given my interim CIO engagements.

My post “Keys to successful vendor management“ covered the importance of the product roadmap, service, total cost of ownership, reputation, contract, implementation, and escalation.

It’s time to look at the ongoing vendor relationship that clients should expect. Vendors, take note. I assume most of your clients would share this view. There’s a reason that the KLAS Research reports carry a lot of weight for CIOs, they are vendor evaluations from their peers.

Whether it is a large, proven vendor or a small start-up, here’s what you should expect: Continue reading →