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Hard work a key to Sally Hurt-Deitch's quick ascent

By | July 31 st,  2017 | El Paso, Market CEO, Modern Healthcare, Sally Hurt-Deitch, Tenet, Blog, leadership, nursing, the Hospitals of Providence, Top 25 Women in Healthcare | Add A Comment


One in a series of interviews with Modern Healthcare's Top 25 Women in Healthcare for 2017. Furst Group and NuBrick Partners, which comprise the companies of MPI, sponsor the awards.


The career trajectory for Sally Hurt-Deitch was set early – so it’s no surprise to see her as the Market CEO for The Hospitals of Providence, the Tenet Health system that dominates the El Paso market.


At her first job, fresh from earning her bachelor’s degree in nursing, Hurt-Deitch’s boss was close to retirement. So, on top of learning endoscopy and the operating room, and in addition to learning instrumentation and learning how to circulate, her supervisor put her to work on a host of other duties.


“She would come to me and say, ‘Sally, you’re young. You know this stuff. You just graduated from college. Go and do this for me,’ ” Hurt-Deitch remembers.


Her nursing preceptors told the bewildered rookie, “Just go do it.”


Thus, by the end of her first year, in addition to doing cases and being a clinical nurse, Hurt-Deitch got a crash course in how to run every aspect of a department.


“I was doing her payroll and her scheduling,” Hurt-Deitch says. “I’d done her operating budget and her capital budget. I had rewritten all of her policies and procedures. I’d gone through a Joint Commission survey and I was doing all of her Performance Improvement and Quality Improvement.”


An amazing story, yes? It gets better.


When Hurt-Deitch’s boss retired, a group of physicians went to the CEO of the hospital with a request: “We want Sally to be the new director.”


The CEO called her into his office.


“How old are you?”




“I don’t know about this. I’ll tell you what. I’ll give you 6 months. Let’s see what you can do.”


Hurt-Deitch sailed through the tryout. She became the assistant chief nursing office two years later and, by the age of 27, she was the CNO.


“When my nursing boss retired, I never even thought, ‘I want this position.’ ” Hurt-Deitch notes. “It grew very fast.”


Hurt-Deitch was born and raised in the El Paso area and, except for a short period when she left to work in Oklahoma, has watched the region grow from a close-up vantage point. Healthcare is personal to her, an attitude that developed unconsciously when she was a child.


At the age of 10, her mother nearly died from idiopathic thrombocytopenic purpura, an autoimmune disease in which the person’s body destroys its own platelets and thus, the ability for the blood to clot.


“My father was amazing,” Hurt-Deitch says. “He would sneak us up a back staircase at the hospital so we could go see her. He was a football coach and I can remember my mom doing her exercises with my dad coaching her: ‘You’re going to do this. You’re going to come back.’ Watching how he acted around her was very inspiring to me. I had a deep desire to care for people. I think my mother and her experience provided a lot of fuel for that fire, but I think nursing inherently was my calling.”


Hurt-Deitch got to see her mother completely come back from the disease, and her mom has had a front-row view to see her daughter become one of the powerful Latino executives in the country.


The El Paso region is unique in that it is still a border community, one whose economy is still very much based on homeownership as opposed to another economic driver. But Tenet itself has invested more than $1 billion into El Paso in the last 10 years, and Hurt-Deitch says the county has a consumer mindset to healthcare that is no different than the rest of the U.S.


“We are the community choice for healthcare, which is a hugely positive thing – we have about 50 percent of the total market share,” she says. “But people want healthcare in their community. They don’t want to drive 20 or 30 minutes to receive care. They want it right around the corner. The days of having a family physician and going every year for your checkup are disappearing. So, you’re seeing the free-standing ERs and the urgent-care centers proliferating because people are wanting to be treated per health episode, not for their long-term health needs.”


As the Market CEO, Hurt-Deitch oversees the CEOs who lead the three Providence hospitals and one micro-hospital. And, like her early years in healthcare, she utilizes some unorthodox ideas to develop her team.


“We trade positions. One month a year, I will leave and become the CEO of one of our other hospitals. The other CEOs will do the same,” she says. “We can identify a lot of best practices this way. It also helps us to establish stronger relationships with our medical staff and the other directors. At the same time, we may have instances where we need each other to step in and run a meeting for us in our absence.”


In doing so, Hurt-Deitch is infusing her leadership team with the same type of liberty she experienced as a rising star in her 20s.


“I have to be open to listening to them and accepting what they’re saying and allowing them enough freedom to do what they need to do in their hospitals,” she says. “You can look at The Hospitals of Providence and look at the results. What it would show you is a team that is connecting with the community from every standpoint.”



SIDEBAR: Embracing cultural diversity: A personal story



At the recent 2017 Congress presented by the American College of Healthcare Executives, Sally Hurt-Deitch was part of a panel on “Building An Inclusive Culture: Whose Job Is It?”
Her years in El Paso, a predominantly Hispanic region, and her experiences as a healthcare executive gave her plenty of points to ponder.


“El Paso creates this very interesting dynamic because it is a minority-majority community,” she says. “When you’re raised in a minority community, you’re not raised to see color. Your friends were your friends. It was a very inclusive environment, and I was not exposed to anything different until I left El Paso.”


Being looked at differently because of her ethnicity happened when Hurt-Deitch took a job in another state with a large Native American population. At her first meeting with her governing board, one of the directors asked her, “So, what tribe are you from?”


Everyone in the room was a bit stunned and Hurt-Deitch managed to say, “Excuse me?”


“Yeah,” the trustee went on. “Are you Cherokee? Choctaw? Chippewa?”


“There was no malice in it,” Hurt-Deitch says. “He wasn’t trying to malign me in any way. And I laughed and said, ‘I’m from the tribe of Mexicans. We’re from way south of here.’ But there was also a part of me that thought, ‘Who says something like that?’


“I don’t think I ever fully embraced the true meaning of cultural diversity until that point in time.”



2016 Top 25 Minority Executives in Healthcare: Nicholas Tejeda responds to healthcare's need for younger leaders

By | November 21 st,  2016 | academic medical center, El Paso, Top 25 Minority Executives in Healthcare, C-suite, Modern Healthcare, Tenet, Blog, CEO, leadership, the Hospitals of Providence, Transmountain | Add A Comment


Classic content: One in a series of interviews with Modern Healthcare's Top 25 Minority Executives in Healthcare for 2016.


When Nicholas Tejeda got his first CEO post at the ripe old age of 32, he made a running bet with his assistant.


“Every time someone new would come into my office and meet me for the first time, our bet was, ‘How long will it take for the person to make a comment about my youth?’ Almost inevitably, it would be seconds, not minutes,” Tejeda remembers.


Now, two promotions later within the Tenet organization, the 36-year-old Tejeda is the CEO of a hospital that hasn’t even opened yet, the Transmountain Campus of The Hospitals of Providence in El Paso, Texas. The comments keep coming, albeit less frequently, and he sees it primarily as a function of working in healthcare.


“Certainly, no one is commenting in the Bay Area on anyone in technology being young when they’re 36,” says Tejeda, a student of history. “Quite the opposite – they’re considered quite aged for the industry at 36. But if you look back in time at what Thomas Jefferson was able to accomplish by the time he was in his early 30s, or Albert Einstein and his miracle year that he had well before his 30s, you realize that it’s a unique function of hospitals to look at youth that way.”


Tejeda says he finds that large health systems are more open to younger leaders than community hospitals or small systems.


“I find that independent hospitals and smaller systems don’t appear to have the luxury or the comfort with taking a risk on people who might be younger,” he says, “and it’s for a couple legitimate reasons. One is that they question the experience relative to the other people who are willing to come there. The other thing that the hospitals question is the young executive’s willingness to remain in the organization for a sustained period of time.”



Some in the industry have questioned whether the changes engendered by the Affordable Care Act have deterred organizations from hiring or promoting young C-suite leaders, but Tejeda doesn’t see that as an impediment.


“I don’t think the ACA has been at all harmful to younger leaders,” he says. “In fact, I believe it has reinforced the need and the recognition by boards of trustees that a different talent set and a new sense of energy and curiosity is needed in leadership to adapt and understand the ACA. What has worked in the past might not work going forward, and so that’s given those in governance a reason to look at new types of leaders.”


A new approach is certainly what Tenet has in mind with the Transmountain Campus which, when finished in 2017, will be the fourth acute care hospital in The Hospitals of Providence health system in El Paso. The new facility is a teaching hospital developed through an academic affiliation agreement with the Texas Tech University Health Sciences Center. El Paso is sorely lacking physicians and the new venture will play a major role in solving this challenge.


“This hospital is a large step in helping address that shortage,” he says. “Studies have shown that physicians are more likely to remain where they train. The relationship between Tenet and Texas Tech is very strong, and I’m intrigued by what we can do in this market.”


Although he left a non-profit system (Catholic Health West, now Dignity) to join for-profit Tenet, he says the differences between the two types of organizations are exaggerated.


“Both want to strengthen clinical quality and safety, improve the patient experience, and remain a financially viable partner for the community. At the end of the day, healthcare is a physician or nurse taking care of a patient, and they don’t care if the parent company has bondholders or shareholders.”


Tejeda has only been in El Paso for about a year. He has moved several times in response to career opportunities.


“I often get asked by early careerists, ‘How have you had such success?’ ” Tejeda says. “There is no shortcut to hard work, diligence, risk-taking and luck. But one thing I can’t overemphasize is mobility, and for me, mobility comes with a strong supporting partner, my wife. We have moved several times.


“We just moved from California, where we lived next to her parents – and we have their only grandchildren. Yet she supported the move to a community that we didn’t know, where we’d never been, and where we didn’t have any family because she knew this was a wonderful opportunity for us.”


As to hard work and luck, Tejeda grew up in Wichita, Kan., and he and his siblings worked in his father’s pharmacy from a young age.


“It was my dad’s expectation that my sisters and I would know the customers’ names by the third time they came in. He’d remind us that the customers never wanted to be in the pharmacy, because they were sick and sometimes grumpy. But he said, ‘Imagine what you’ve won if they leave the pharmacy with a smile because of how you’ve treated them.’ I’ve never forgotten that.”


Luck intervened when the college-age Tejeda found a university and a part-time job close to his girlfriend Elena, who is now his wife. He stumbled into a job working in patient registration at St. Rose Hospital in Hayward, Calif. It was there that he had a chance encounter with the hospital CEO, Michael Mahoney. The two had an instant connection, as St. Rose was owned by a parent company in Wichita, Tejeda’s home town. They spent an hour talking, with Mahoney telling him to look him up after college if he wanted a job. Tejeda did.


The rest, of course, is history, albeit a short history. He is, after all, just 36.



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