C-Suite Conversations

What healthcare leaders need to know now

Learning to learn: In times of great change, the best leaders embrace learning agility

By | February 6 th,  2017 | growth, Veronica Schmidt Harvey, VUCA, Blog, change, leadership, learning agility, volatile, learn | Add A Comment




By Veronica Harvey

Senior Consultant

Reprinted with permission from her blog


As we moved into a fresh, shiny New Year last month, many of us set goals and plan for where we hope to be by the end of the year. We anticipate with optimism the benefits that will come to us from choosing to make changes in our life.


What we may give less thought to, however, are those changes that will inevitably be thrust upon us, changes we didn’t plan on, yet must respond to given the VUCA world we live in (Volatile. Unpredictable. Complex. Ambiguous.). For those of you unfamiliar with VUCA, the concept was first introduced by the U.S. military as the Cold War was ending and a multilateral, global landscape was emerging. But more simply, as Scott Berinato noted in Harvard Business Review, it has become another way to say, “Hey … it’s crazy out there!”


While experts differ on the predictability of change, most of us can agree that we will likely be grappling with change on a regular and increasingly accelerated pace.


On a daily, even hourly basis we are bombarded with news on technological change, climate change, social change and most certainly political change. What’s more, we are now forced to discern what accurate information is and what is fake news or propaganda.


When I was growing up in the 1960s, the idea of voices and data traveling through time and space without any wires or physical connections seemed like impossible science fiction. Yet today, few of us could function without our smartphones. And in all likelihood, we’ll soon have technology at our disposal that surpasses what we can even imagine today. If we cannot keep up with change as leaders, how can we expect our employees to do so?


Given the constant of change, a resolution to become more agile at learning and adapting seems less of a luxury and more of an essential.


Throughout history, those men and women who learned new and better ways to do things were more likely to survive, and thrive. Being able to learn a better way, a new approach, a different skill allowed some individuals to better adapt. Learning is ultimately the evolutionary advantage that we can control. What makes learning especially important today is the pace and complexity of change. The world we live in creates a pressing demand for both leaders and organizations that are highly agile and adaptable.


In order to remain agile, leaders must have the capacity to learn at or above the rate of change.


I have had had the privilege of observing, assessing, training and coaching literally hundreds of professionals and leaders. In addition, as a result of both my work and my education in the field of psychology, I have been exposed to numerous thought leaders and researchers in the field of leadership, learning, career development, positive psychology and coaching.


As a result, I am convinced that the most important capability any of us can develop is knowing how to learn.


The idea of “learning to learn” may seem strange. Typically, learning is viewed as a means to an end. We go to elementary school to learn to read, we take a class to gain new knowledge, and we go to university to learn a profession. We learn for purposes of doing something else. But it is relatively rare to find someone who has been taught not only WHAT to learn, but HOW to learn.



Knowing how to learn may be the single most empowering capability you can develop.


Part of what makes us human is the desire and capacity to continually grow and become better. No matter our age or career or life stage, there are always opportunities to expand. For some of us, this may be in our ability to lead others and be effective at work. For others, it may mean learning new mindsets and approaches for interacting with our friends and loved ones. And as we age, it may mean learning to do things in different ways to accommodate our physical limitations. When we stop learning and growing, we start contracting and dying.


While this is the cycle of life, we can take some control, by learning how to learn.


Because learning agility is now viewed by many organizations as a critical aspect of leadership potential there has been considerable focus in recent years on selecting leaders who possess learning agility “traits.” This school of thought emphasizes predicting characteristics that are relatively fixed using formal assessment methods such as tests and assessment centers.


These “fixed” characteristics include things such as cognitive ability along with personality characteristics such as openness to experience, intellectual curiosity and need for achievement. No doubt, these characteristics are important, worthy of assessing and may make it easier for some to learn and adapt.


However, many aspects of learning agility can be learned by all of us.


For example active reflection, feedback seeking, and goal setting have repeatedly been found to facilitate learning the primary focus of my posts will be on behaviors that can be learned and that will allow you to take charge of your life regardless of the traits you were born with or the circumstances that you find yourself in. Even for those blessed with natural learning “instincts,” developing learning skills can dramatically accelerate the learning journey.


Learning is a process of becoming, of choosing who we will be in the future... This learning can happen through trial and error (often at the price of pain and suffering) or by being more strategic in how we learn. At times, learning involves “doing” and at other times “being” will be more important. Some activities involve working independently and at times learning is best done with the wisdom, help and involvement of others.


For many years we have relied extensively on the 70-20-10 formula for learning.


This model, dating to the early 1980s is credited to Morgan McCall, Michael Lombardo, Robert Eichinger and the Center for Creative Leadership (CCL). The premise of the model (which was the focus of my graduate dissertation) is that leaders learn best through means other than formal training and that development should be about 70 percent from on-the-job experiences, 20 percent from feedback and learning from others and 10 percent from courses and reading. The model has certainly served us well in broadening the focus on how leaders learn and in communicating the importance of learning outside of a classroom.


But, the pace of learning needed in today’s world requires more sophisticated approaches yet at the same time, methods that are exceedingly practical.


It is time to start thinking of learning as a three-dimensional process that can happen every day.


The first dimension of learning differentiates between learning that is done independently (internal) versus learning that requires the involvement of others (external). The second dimension focuses on active learning (doing) or focused attention (being).


These two dimensions allow learning approaches to be grouped into four quadrants of 1) Mindfulness (internal/being), 2) Reflection (internal/doing), 3) Connection (external/being) and 4) Action (external/doing). Within these four categories, multiple techniques are possible as noted in the diagram below:




The third dimension of learning differentiates between horizontal and vertical learning and is a more difficult to wrap one’s head around. Horizontal learning involves expansion of knowledge, skills and abilities. Most of the learning we are accustomed to tends to be horizontal.


Vertical learning is about changing the way we make sense of their world, expanding our capacity for meaning-making and transforming or reframing the ways we view reality. Researchers also describe it as “metacognition”, or the ability to reflect on your own thinking processes. If you have ever experienced a transformational learning experience, you’ll often find it was something that changed your entire way of looking at the world. An analogy used is that horizontal development is about adding space to your computer’s hard drive, while vertical learning is about increasing the speed and power of your processor.




To use another metaphor, horizontal learning has been described as pouring water into the same old container (the mind). The mind fills up, but the container doesn’t change. Vertical development is about changing the container. While vertical learning may seem like a futuristic concept, it’s actually not new. Even Jesus in the Bible talks about not using old wineskins for new wine.


In future posts, I will share more details on techniques you and others in your organization can use to accelerate learning “up, down and all around”. But, the first question you will need to answer is whether you will benefit from learning how you can learn better.


A simple test for whether you have a need to LEARN can be answered by two simple questions: 1) Are you as successful as you would like to be? 2) Are you confident you can adapt to changes you are faced with?


Consider this question broadly, from the standpoint of your personal life, professional life, health and emotional well–being. I think there are very few of us who can give a resounding “yes” to both of these questions. (And those that can are either masters of learning or may need to ask if they are deluding themselves!).


It is said that you cannot solve today’s problems with yesterday’s mind. We must evolve just to stay credible and relevant. I hope that you will join me on the quest to become more learning agile, to empower yourself and others to deal with change and thrive in both 2017 and the years ahead. I look forward to the privilege of helping you “learn to learn” and in ways large and small, transform your life and business.


Let’s get GROWING!


©2017 Veronica Schmidt Harvey



Top 25 Minority Executives in Healthcare–Delvecchio Finley: Leaders understand that medical care is only part of the solution to disparities

By | December 29 th,  2016 | Healthcare, public policy, Top 25 Minority Executives in Healthcare, Modern Healthcare, safety net, Atlanta, Blog, CEO, diversity, Duke University, Harbor-UCLA Medical Center, health disparities, leadership, public housing, safety, Alameda Health System, quality | Add A Comment


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


Delvecchio Finley doesn’t shrink back from a challenge.


That’s one of the reasons his last two jobs have been leading California public health organizations with different but significant issues. But as he surveys the changes needed not only within his own health system but throughout the nation as a whole, he is adamant that healthcare is only part of the solution for what ails the U.S.


“Even though access to care and the quality of care is important, access to stable housing, food sources, education and jobs play a greater influence collectively on our overall health,” says Finley, CEO of the Alameda Health System. “I think the evolving research in the field is making it a lot more evident to all of us that those issues are significant social determinants of health.”


The interconnectedness of all those factors makes health disparities harder to eradicate, Finley says, but one way to begin is to address the lack of diversity in healthcare leadership and the healthcare workforce as a whole.


“Making sure that our workforce is representative of the community we serve – that people who are coming to us for care aren’t just the recipients of that care but can also play a major role in providing or facilitating that care – is what starts to provide access to good jobs and stable housing, and in turn begins to build a good economic engine for the community.


“Thus, you’re reinvesting in the community, and that’s how we start to get at the root of this and not just through the delivery of the services.”


Finley has some life experience along those lines. He grew up in public housing in Atlanta, where access to healthcare was poor even though the actual care was excellent when he and his family received it. In his neighborhood, he says, the three fields of employment that offered paths to upward mobility were healthcare, education and law enforcement. He was a strong student, and enjoyed helping people, so he was eyeing a future as a physician during his undergraduate years at Emory University, where he earned his degree in chemistry.


“Upon finishing my degree, I realized that I loved science but wasn’t necessarily as strong in it as I needed to be to become a doctor,” he says. “But I still loved healthcare and wanted that to be something I pursued.”


He explored other avenues and ended up earning his master’s in public policy at Duke University. Finley was the first member of his family to graduate from college and to get a graduate degree as well, but not the last, he is quick to point out.


“The thing that I’m most proud of is that, while I was the first to graduate from college, that achievement has set a path for my cousins, nieces and nephews, who have continued to shatter that ceiling for our family.”


He says it was also within his family – and within public housing – where he first began learning leadership skills that would result in him becoming one of the youngest hospital CEOs in the country.


“I spent a fair amount of my childhood being raised by my aunt, and she was a force of nature,” Finley says with a laugh. “She served as president of the tenant association and she used that position to strongly advocate for reasonable services and humane treatment for people who were in a very challenging circumstance. I learned from her that we have a responsibility to use our gifts – and to use our voice and our station in life – to help people.”


That was certainly the impetus for taking the helm at both Alameda and his previous post as CEO of Harbor-UCLA Medical Center.


“Both of them are safety-net organizations that serve a disproportionately underserved community,” Finley says. “That resonates with me from both a personal and professional standpoint. They have both provided a chance to work with a team to get our hands around some of these issues because of the very important work and role that these organizations play in their communities.”


At Harbor, the bigger challenges were regulatory, not having good, documentable evidence of the quality and safety of the care that was being provided, “which we were able to fortunately surmount and proceed from there,” he says.


The difficulties that Finley and his team at Alameda have had to address are different, he says. “A lot of it was short-term economic hardship combined with the growing pains of going from a historical health system that had grown exponentially through recent acquisitions of two community hospitals. We’re just beginning to stabilize and right-size the ship.”


The elements for achieving lasting change, both for the health system and the community, are within reach, he says. Alameda’s skilled nursing facilities recently outperformed a lot of private organizations in earning a 5-star rating from CMS, something Finley hopes can be replicated systemwide with a new strategic plan that promotes greater “systemness” and a focus on access, quality, patient experience, and innovative approaches to care delivery.


Alameda Health System is also a benefactor of the a state Medicaid Waiver called Medi-2020, which is a partnership between CMS and the State of California that aims to promote continued transformation of the safety-net delivery system for Medi-Cal recipients. And, internally, Finley plans to bring more Lean management processes to Alameda in the next fiscal year.


He had begun to explore Lean several years ago when he was at Harbor-UCLA. He and leaders from a number of systems – including Alameda – took trips to watch Lean in operation at ThedaCare in Wisconsin, Virginia Mason in Washington, and Denver Health in Colorado.


“I appreciated that Lean wasn’t just a performance improvement methodology and the flavor of the day, but it was an operating system,” he says. “I think my other takeaway from the trip was that Lean is very hard to do. You’re going to have fits and starts, but if you commit to it, it can lead to some very transformative outcomes for your organization and for the community you serve.”


Transformative outcomes? Finley personally knows a thing or two about that.



Top 25 Minority Executives in Healthcare--Debra Canales: The best leaders put people first in the mission of healthcare

By | December 27 th,  2016 | Debra Canales, Top 25 Minority Executives in Healthcare, Catholic healthcare, chief administrative officer, executive vice president, integrated talent, Modern Healthcare, Providence Health & Services, taking risks, women leaders, Blog, chief people and experience officer, diversity, human resources, leadership, medical assistance, mission, Trinity Health | Add A Comment


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


Shortly before making the move into faith-based healthcare, Debra Canales remembers giving her former boss the business book “Jesus, CEO” by Laurie Beth Jones. He was grateful for the gift – but hid it in a brown paper bag.


“He didn’t feel safe,” Canales remembers now. “It was a pretty revealing moment.”


Years later, Canales is earning bouquets of accolades for her bold, holistic leadership at Providence Health & Services in Seattle, where the spiritual aspect of healthcare and work is welcomed as a natural byproduct of being human.


“What continues to draw me to healthcare is being able to bring my whole self to work as I center myself and think about a bigger purpose,” she says. “Leadership is not just from the neck up.”


Canales’ heartfelt worldview is expressed in very tangible ways at Providence, where in just two years as executive vice president and chief people and experience officer she helped achieve a 50 percent increase in women in senior leadership roles. She also led efforts to provide monetary assistance for employees coping with the high cost of healthcare premiums.


“I came to Providence because, when I talked with Rod Hochman (Providence’s CEO), he put people as the number one pillar of his strategic plan,” she says. “That was significant. It was a deeply rooted commitment, and part of that was shaping our talent strategy to be reflective of our communities.”


The medical assistance program offers free or reduced premiums tied to household income and the federal poverty level. Caregivers (which is what Providence calls all of its employees) who are at less than 250 percent of the federal poverty level pay no premiums or deductibles and are given seed money to cover out-of-pocket costs. Employees at 250 to 400 percent of the federal level get a 50 percent break on coverage.


“When we think about extending and revealing God’s love to the poor and the vulnerable, we need to take care of our own and extend that compassionate service to them as well. There has been an outpouring of gratitude and support, especially from a lot of single mothers and fathers,” Canales says.


On the practical side, she’s seeing reduced turnover levels as staff members choose to stay, as well as the highest level of employee engagement and satisfaction in a number of years.


“It goes back to our integrated talent strategy – we want to lift up our people as one of the most important elements in how we extend our mission,” she says, “We want to continue to build those enduring relationships with our caregivers and take care of what’s important to them so that they can, in turn, extend that experience to all who come through our doors.”


The mission of Providence is key to Canales’ passion.


“Mission is the number one factor for us,” she says. “In our engagement surveys, people say that is what brought them here and what keeps them here. It’s that yearning for something more in terms of spirituality and connectivity – the charisms of mind, body and spirit. That is certainly what differentiates us from a Fortune 50 company.”


Before she became a respected leader in healthcare, Canales had plenty of experience among such corporate heavyweights. She rose through the ranks as a human-resources executive in retail (R.H. Macy’s Inc.), food service (Yum Brands/PepsiCo), and high-tech (Hewlett Packard/Compaq). She moved into healthcare with Centura Health, then spent more than 10 years at Trinity Health, where she rose to chief administrative officer.


She’s become known for leading the charge to make human resources valued as a strategic partner for CEOs, for positioning corporate cultures for change management, and for facilitating resiliency. Yet while taking risks has paid off for her, it was not easy, she allows.


“A lot of my movement in my career has been to volunteer for the opportunities no one wanted to take,” she says. “I’ve worked for some very strong, driven bosses. I was always trying to work toward a shared understanding – that’s been my whole approach throughout my career.”


It’s an approach some would call courageous. In that, she says, she was influenced by her Aunt Trini, the sister of her grandfather, who was the provincial of a convent – a religious woman who had a lot in common with the Sisters of Providence, who began the health system where Canales now works.


“I keep her picture near me as an inspiration,” she says. “When things are hard, I look at her photo and it gives me that confidence to do what’s right. One of my hallmark traits is standing on principle. That’s not always been popular. But for me, that conviction and integrity gives me confidence and self-assurance.”


Canales says the woman she was in her 20s climbing the corporate ladder is far removed from the peace she now experiences, influenced not only by Catholic faith but also by the teachings of Buddhist nun and author Pema Chodron.


“Back then, I couldn’t take as many risks,” she says. “I could not be as vulnerable as I wanted to be. I followed the success pattern to get promoted and, for me, that was what was more important at that time. It was not always authentic. That’s not who I am now.


“In the long run, my wholeness is what I value. It’s a freeing sensation to be able to live life in this way, and to help set others free as well gives me such joy.”



Top 25 Minority Executives in Healthcare--Ketul Patel: A sense of mission fuels the best leaders in healthcare

By | December 22 nd,  2016 | CHI Franciscan Health, chief executive officer, Top 25 Minority Executives in Healthcare, Hackensack University Medical Center, health system, Kenya, Modern Healthcare, SafetyFirst Initiative, Blog, Catholic faith, Catholic Health Initiatives, clinician, collaborative, leadership, mission, safety, Ketul Patel, patient experience, quality | Add A Comment


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


Every month or two, CEO Ketul J. Patel journeys to the convent where the Sisters of St. Francis live and spends some time with the religious women who provide the missional context of the organization Patel leads, CHI Franciscan Health in Tacoma, Wash., part of the Catholic Health Initiatives system.


“I leave energized every single time I go there because of the amount of passion they have for this organization,” he says. “I have always felt that faith-based organizations have an extra touch of focus and mission than others. I couldn’t have asked for a better set of sisters to work with.”


Patel was raised in the Hindu faith but went to Catholic grade schools and high school growing up in Johnstown, Penn., 60 miles east of Pittsburgh. In an earlier role, he also worked for several years at a Catholic hospital in Chicago run by another group called the Sisters of St. Francis, this one based in Indiana.


“The Catholic faith has made a pretty substantial imprint into not only my career, but my life,” he says. “It’s given an extra allure to this type of organization for me.”


It’s also given a sense of urgency to the strides Patel hopes to make in reshaping CHI Franciscan and the other CHI hospitals he oversees as senior vice president of divisional operations for the Pacific Northwest Region. His goal, he says, is to have a top-performing organization with a mission-based focus on quality, safety and patient experience.


“We want to have a system of the most talented providers and innovative services in the Pacific Northwest,” Patel says. “Because of that, we just went through a significant structural reorganization to focus on those areas.”


Chief among the changes is the SafetyFirst Initiative, what Patel calls “a system-wide effort aimed at eliminating all preventable safety events.”


“We’ve branded it throughout the entire CHI system, and we’re seeing declines in serious safety events at all of our hospitals that have implemented SafetyFirst. It’s something our clinical staff is very proud of.”


The sense of service that Patel believes is a necessity for healthcare leaders comes from his parents, he says. Patel was born in Kenya, as were both his parents. His father is a retired physician. His mother, who passed away last year, was a nurse.


“When my father was practicing in Kenya, he would take my mom, brother and me to some remote areas of East Africa and provide care,” Patel remembers. “A lot of it was done under the umbrella of what was then the Lions Club.


“I have some very vivid memories – people who were missing hands, people with significant diseases with no access to care. The impact of that was substantial and that’s what prompted and inspired me to get into this type of role.”


His family moved to the U.S. in 1979 when Patel was eight. His brother went into medicine – he now heads cardiac surgery at the University of Michigan – and Patel started pre-med courses to head down the same path at Johns Hopkins. He also took a job as a research assistant to Nobel laureate Christian Anfinsen and, while it was a wonderful experience, he says, he couldn’t summon the same enthusiasm for it that he had for a couple health administration classes he took. He was reluctant to tell his parents he didn’t want to be a clinician.


“I thought it was going to be one of the toughest conversations I ever had with my father,” Patel says now, chuckling. “Instead, my father said, ‘We’ve been waiting for you to say this. All these years, we didn’t think you wanted to be a doctor.’ ”


The move to the administrative side has been a good fit. Patel got his first VP role at 26 and hasn’t looked back. He came to CHI Franciscan from Hackensack University Health Network and Hackensack University Medical Center in New Jersey, where he served as executive vice president and chief strategy and operations officer.


Patel says his leadership style has evolved in his 20 years in administration. “You have to be a born leader, to some extent, but I think your leadership style and your abilities change as you are exposed to different areas and experienced with varying challenges.”


But one absolute imperative, he says, is to be a collaborative leader.


“People support what they help to create,” he says. “If a staff member feels they’re part of a decision-making process that is helping to move the organization in a certain direction, they’re going to unite behind that.”


He says he especially loves the ideas that come from clinicians. “They’re the ones who are at the bedside.”


Besides, he says, his parents always loved to tease him about the importance of the front-line staff.


“I’d be on the phone with them and my dad would say, ‘By the way, just remember that the only reason you have a job is because doctors bring patients to your doorstep.’ Then my mom would get on the phone and say, ‘Don’t listen to your dad. The only people who know what’s going on with the patients are the nurses.’


“I give them a lot of credit for that.”



2016 Top 25 Minority Executives in Healthcare--Gene Woods: The best leaders reinvent their organizations, and themselves

By | December 16 th,  2016 | American Hospital Association, Top 25 Minority Executives in Healthcare, ACHE, governance, healthcare disparities, Modern Healthcare, Blog, Carolinas HealthCare System, CEO, Christus Health, diversity, Equity of Care Committee, Ernie Sadau, Eugene Woods, Gene Woods, leadership, National Call to Action, safety, quality | Add A Comment


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


It’s the little things that tell you a lot about people.


After CHRISTUS Health nominated Eugene “Gene” Woods, its chief operating officer, for Modern Healthcare’s Top 25 Minority Executives in Healthcare awards, the respected executive took a position as president and CEO of Carolinas HealthCare System. But when Woods was presented the award at a Chicago banquet six months later, two tables of CHRISTUS people, including President and CEO Ernie W. Sadau, flew in to show their appreciation to Woods. It was a classy move that revealed volumes about the character of both CHRISTUS and Woods.


“CHRISTUS Health was honored to support Gene’s acceptance of this award for the same reason we nominated him—because we firmly believe that his time at CHRISTUS had a positive impact on our ministry,” Sadau says. “Our relationship was truly a symbiotic one, and we wanted to honor that and cheer Gene on to his future endeavors.”


Woods helped lead CHRISTUS’ international expansion, expanding in Mexico, and establishing flagships in Chile and Colombia, where he was able to use his Spanish fluency (his mother is from Spain) to communicate with the teams there.


“I really enjoyed working with Ernie, the sisters and the whole CHRISTUS team,” Woods says. “We were able to diversify the organization and reposition CHRISTUS internationally. But I’ve always had the goal of serving as the CEO for a large nationally recognized organization committed to being a model for redefining healthcare in the next decade. And that is why I am so excited to be leading Carolinas HealthCare System. It has the depth and breadth of capabilities to chart a new course.”


Carolinas is not a turnaround situation. It’s a historically successful healthcare provider and the second largest public healthcare system in the nation, serving patients through nearly 12 million encounters each year. But, during his interview, Woods says board chair Ed Brown quoted the famous adage that, “What got us here won’t necessarily get us there.”


Woods says his opportunity is to inspire his Carolinas team “to set a bold agenda for change that outpaces the industry and brings true value to individuals and communities.” In so doing, he says, he’ll be following in a tradition of innovation at the system.


“What I appreciate about Carolinas is that there have been a number of pivotal crossroads in our history where leaders could have tried to hold onto the past. Instead, they took the risk of reinventing the organization, and that’s really the reason it’s been so successful.”


Success in leadership has been a staple of Woods’ storied career, from serving as president of the ACHE club at Penn State University, where he earned both bachelor’s and master’s degrees, to his positions with the American Hospital Association, where his term as chair begins in 2017 and where he also serves as chair of the Equity of Care Committee.


But his interest in healthcare actually stems from two childhood incidents that showed him both the promise and the challenge of the healthcare industry.


When he was 10 years old, he was with his mother, sister, aunt and uncle in a car that slammed into a brick wall at a high rate of speed.


“Miraculously, we all survived,” he says. “I don’t remember the impact. I just remember that, as soon as the accident happened, it seemed like everybody was instantly there to care for us. It was just an amazing moment.”


A later encounter with medical care ended tragically.


“One of my aunts died in a hospital of a medication error. She had three young children,” Woods remembers. “It was something that could have and should have been avoided. To this day, I think about what life could have been like for her kids if that didn’t happen to my Aunt Carmen.”


Thus, patient safety has been a key priority for Woods throughout his career—in fact, his first management job in a hospital was as a director of quality. He recognizes the industry still has a long way to go on that front but says the latest AHA statistics show the trends moving in the right direction. Between 2010 and 2014, the AHA says hospital-acquired conditions decreased by 17 percent, saving 87,000 lives and $20 billion in healthcare costs.


“The goal is to reach zero harm, and I believe the field is on the right track in that regard,” he says.


While he also believes much progress is being made in diversifying senior leadership in healthcare, he’s very firm on how that needs to become a bigger priority at the board level.


“Our boards do not reflect the communities we serve,” he says flatly. “One of the biggest levers in diversifying an organization is when the board declares that it’s a priority. That was done at CHRISTUS and again here at Carolinas. I think it is an obligation of governance.”


What gives him optimism is the work of the AHA Equity of Care Committee, where it’s been demonstrated how diversity leads to improving healthcare disparities. In fact, more than 1,000 health systems recently signed the AHA’s National Call to Action pledge to eliminate disparities. Woods says the goal this year is to have 2,000 systems sign the pledge.


“That pledge includes improving collection of race, ethnicity and language preference data so, as we’re studying disparities in care, we have the right data set to use for that,” he says. “The pledge also includes increasing cultural competency training and increasing diversity in governance and leadership. You can’t solve for population health issues without solving for the disparities in care that exist and, in some cases, very dramatic disparities.”


After many years as a leading voice in healthcare, Woods remains bullish on where the industry is headed. In a recent talk to students at his alma mater, he told them the opportunities are brighter than at any time in recent memory.


“It’s an exciting time to be in healthcare because, in some respects, we’re all learning together,” he says. “Young people have an opportunity to bring an innovative spirit to their careers. But we can never forget that it’s about patients and communities. If you’re in it for those reasons, you’ll be successful.”



2016 Top 25 Minority Executives in Healthcare--Patricia Maryland: Taking risks helps leaders grow

By | December 12 th,  2016 | Affordable Care Act, Patricia Maryland, St. John Providence Health system, Top 25 Minority Executives in Healthcare, C-suite, Modern Healthcare, risks, Ascension, Ascension Health, Blog, CEO, chief operating officer, diversity, leadership, Sinai-Grace | Add A Comment


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


Patricia Maryland is talking about her role as chief operating officer for the Ascension Health system, but her message seemingly echoes the philosophy of her entire career: to grow, you must take risks.


“A major part of my role is leading through change,” she says. “The healthcare industry is going through tremendous transformation which requires leaders to challenge the way we deliver care.”


While Maryland has been honored with a number of awards during the four years she has served as COO and president of healthcare operations, she says the arduous role that preceded her promotion stretched her in ways that made her current success possible.


In 2007, Ascension asked her to leave St. Vincent Health in Indiana and move to Detroit to become the CEO of St. John Providence Health System and Ministry Market Leader for Michigan. The recession was just getting started; General Motors and Chrysler were restructuring their debt through bankruptcy. The economic pain that Detroit became famous for was just taking shape. As a result, St. John was hurting too.


“That was the most difficult time,” she says. “A number of our patients who were formerly employed ended up losing their insurance. We had to close hospitals. We had to consolidate programs and centralize services, and that was very risky. I had to lead through the change of reconfiguring the health system to create long-term sustainability given the external factors impacting the region.”


It was a difficult professional time. But on the personal side, Maryland says she was taking a risk there as well. “My daughter was going into senior year of high school; my son was going into eighth grade. My husband was transitioning his career as well. I knew I had to make sure my family was settled and comfortable back in Michigan after having been away for 4-1/2 years.”


Looking back, Maryland says the sizable risk proved to be more than worth it.


“When I took on the role in Michigan, it was larger and more complex than my previous role, and I was further challenged because it was during the worse of economic times. But I felt like I grew so much from a professional perspective. That role really provided me with the experience I needed to prepare for my current role as chief operating officer. If I didn’t have that kind of experience in leading through change, I don’t think I would be as effective in my role today.”


With success comes confidence, and Maryland is utilizing her voice as one of the most powerful healthcare executives in the country to take aim at healthcare disparities. Through a series of op-eds she’s written, she is candidly and forcefully encouraging healthcare organizations and patients to build on the momentum created by the Affordable Care Act and work toward equity of care.


“Part of what spurred this outreach is that the African-American community has really embraced the ACA,” she says. “I think we’ve made some great progress to expand healthcare access for many minority populations, but we know that coverage alone is not enough to eliminate healthcare disparities.”
To truly be effective, Maryland says, healthcare organizations need to help patients navigate health systems that can be difficult to utilize.


“We must mobilize the newly insured to connect them to preventive care,” she says. “It’s really important that we get them into the appropriate setting right from the beginning. If you can get into a system early enough, see a primary care physician on a routine basis, and comply with your medication requirements, you can have a better outcome.”


Maryland is seeing this prescription for good health lived out in her own family. As the oldest of eight children, she was the primary caregiver for her mother, who passed away from diabetes complications at an early age. Three of her siblings are genetically predisposed to diabetes as well, and they and Maryland are determined that their outcomes will be different.


“They’re working hard to stave off diabetes,” she says. “They’re exercising, following and complying with their medication regimen, and keeping their weight under control. They’re taking personal responsibility to do what they need to do to stay healthy.”


Not every family, of course, has an executive like Maryland to be its advocate. That’s one reason why Maryland also has long been a champion of diversity in the C-suite.


“We definitely need to address the pipeline issues of finding more individuals who represent the type of patient we are treating within our organization,” she says. “But it’s also making sure that those who are in leadership roles have the cultural competency to be able to manage populations to which they are providing care.”


Such leaders, though, need to have the attributes of servant leadership, Maryland adds.


“The nature of our work requires humility,” she says. “The fact that we are taking care of people at their most vulnerable state, when they are entrusting their lives to us, requires a different kind of leader.”


Maryland says her mentors Tony Tersigni (President and CEO of Ascension) and Bob Henkel (President and CEO of Ascension Health) have been her role models for servant leadership. In fact, it was Tersigni who identified her as a potential CEO leader within Ascension after observing her leadership style at DMC Sinai-Grace Hospital. Sinai-Grace also was where she’d unknowingly caught the attention of authors James Kouzes and Barry Posner, who ultimately featured her in their book “The Leadership Challenge” because of the work she did in transforming Sinai-Grace by challenging the process of how care is delivered. During this time, she was able to effectively garner the support from the Jewish community to assist in the transformation.


“You never know who’s paying attention to you,” Maryland says. “So always do your best – and do it with grace.”



2016 Top 25 Minority Executives in Healthcare--Tauana McDonald: Leaders remove roadblocks so their people can succeed

By | December 8 th,  2016 | change management, SVP, Top 25 Minority Executives in Healthcare, bundled payments, C-suite, Catholic healthcare, electronic health records, IBM, ICD-10, Modern Healthcare, Rometty, Tauana McDonald, Blog, leadership, Trinity Health | Add A Comment


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


She paved the way for the ICD-10 project at Trinity Health in Michigan. She led the move to electronic health records. She mastered meaningful use. Now, she’s wrapping up bundled payments.


If you need a major project orchestrated correctly at Trinity Health, you inevitably turn to Tauana McDonald, senior vice president of clinical business operations for the Catholic health system.


“I know that I am not a clinician,” she says. “I identify the strategy needs and develop the plans. I lead the work from the corporate office so our clinicians don’t have to focus on operational issues and they can do the work they do best, which is taking care of patients.”


From the standpoint of organizational mission and personal satisfaction, it’s a role that McDonald says is a good fit for her.


“I think some of the projects I lead are making very positive change,” she adds. “That’s how I get to impact both the patients and the caregivers.”


McDonald came close to becoming a physician herself. Both of her mother’s sisters were nurses – one in the operating room and one in pediatrics. She remembers them both as being very nurturing people.


“People in the community looked to them during their most vulnerable times and there was something about that quality that really appealed to me,” she says.



So she completed four years of college as a pre-med, but the doubts about whether it was a good fit for her intensified as she sat down to apply to medical school.


“I called my parents and said, ‘I don’t think I want to be a doctor.’ And they said, ‘That’s fine. You just need to do something that is going to make you happy and contributes to society.’ ”


Giving back is a crucial part of McDonald’s ethics, a trait that she says was instilled by her parents. “In our household, we were always taught to serve because we were blessed and we should use our gifts and talent to help other people,” she says. “I thought healthcare was a great way to do that.”


After deciding to pursue a different future than medicine, she enrolled in the University of Michigan graduate school, where she earned a master’s in health administration. “From the first day in the first class, I knew I had landed in the right spot for me. That’s what got me started on my healthcare journey.”


Her path had several key stops along the way – IBM, where she was hired by future CEO Ginny Rometty; Deloitte, where she spent seven years doing strategy and operations consulting with healthcare organizations around the country; and motherhood – she stayed home for several years after her children were born.


The traveling that came with the Deloitte job was more than she wanted as she balanced family responsibilities, but her former employer Deloitte helped her find a good match at Trinity Health, where she gravitated to the system’s mission that echoed her mother’s advice that “to whom much is given, much is required.”


“A few days after I joined Trinity Health, I was in a meeting and we had to make a tough decision,” McDonald remembers. “The CEO leading the meeting said, ‘Can we bow our heads in prayer? Lord, let us put the patient first and ourselves last. Let us do the best thing for our patients.’ At that moment, I understood what it meant to be part of a faith-based organization. It really resonated with me. It still does.”


She says she also appreciates the diversity of the ministries that Trinity Health offers.


“If there is any kind of work you want to do in healthcare, you should be able to do it at Trinity Health,” she says. “Because we’re so big, there are so many different experiences. If you want to work in a large urban environment or an academic setting, you can work with our Loyola system. If you want to work in a small space, you can do that too. If you are interested in advocacy, we have a huge advocacy team.”


The diversity of the staff is of utmost importance to McDonald as well.


“Developing diverse leaders is really my passion, and I am intentional about it every day, looking at people in our organization who have a lot of talent that other people may not see right away,” she says.


“I believe that having a diverse workforce as well as a diverse leadership team helps us serve our patients better, because we’re bringing those same perspectives. We look like the patients we serve.”
As healthcare continues to evolve, the need for new ideas is critical, and a diversity of experiences can catalyze that, McDonald says.


“I take every opportunity that I can to help people with different perspectives share their voice and get a place at the table that allows them to do that.”


As the leader of so many key initiatives at a major American health system, McDonald is highly sought after as a mentor. Yet she says many of her key takeaways in leadership come not from another healthcare executive but from Florence Ferguson, her 102-year-old grandmother.


One key lesson Ferguson taught her repeatedly was, “You need to begin with the end in mind.”
“She said that a lot,” McDonald recalls. “She said that you need to think about where you want to end up because, as you’re going down that path, you need to be very thoughtful in order to get the results you want.”


Ferguson’s other key concept echoed the best leadership experts in her own less-fancy words.


“We always hear people talk about the shadow of the leader,” she says. “In her words, my grandmother would say, ‘Tauana, your actions are speaking so loudly that I cannot hear your words.’ If you speak things and your actions go in a different way, I don’t think you’re credible as a leader. So I try to have my actions support what I say – and I learned that from my grandmother.”



2016 Top 25 Minority Executives in Healthcare--Trent Haywood: Clinical leaders essential in move to value-based care

By | December 6 th,  2016 | Blue Cross Blue Shield Association, chief medical officer, Community Health Management, population health, Top 25 Minority Executives in Healthcare, Trent Haywood, Modern Healthcare, Blog, Centers for Medicare and Medicaid Services, health disparities, healthcare costs, leadership, physician executive, Lawton, VHA | Add A Comment


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


Trent Haywood has multiple titles after his name – an MD as well as a JD. But to find respect and cohesion among his leadership-team peers as he moved into a role as a physician executive, he says his biggest lesson was to check his degrees at the door.


“Someone gave me advice early on that, if you’re going to transition away from the bedside, you have to become comfortable no longer being called ‘Dr. Haywood’ but just ‘Trent,’ ” says the chief medical officer of the Blue Cross Blue Shield Association. “Being viewed as ‘the doctor’ has great social capital, but it prevents other executives from really getting to know you and sharing with you as a peer.”


But make no mistake – Haywood says he believes that more clinician executives are needed precisely because of their unique qualifications to bring the value to value-based care and to balance patients’ needs and concerns with healthcare finances.


“The business is evolving,” he says. “The model used to be ‘the suits and the scrubs.’ The suits did their thing, and the rest of us in scrubs did our thing. It was very siloed, and as long as you stayed on your side of the fence, it worked well.


“The model is changing. You have a new generation of clinicians who are going back and getting additional degrees. I think it’s going to continue to be the norm where you’re going to have many more clinicians in leadership roles.”



Haywood says his experience was easier than a lot of physician executives because he was able to wear both hats on a weekly basis for a seven-year period while he worked at the Centers for Medicare and Medicaid Services.


“On the weekends, all I was doing was focusing on individual patients as they came through the door of the ER. Then, during the week, I would be back at CMS flying all around the country trying to make a difference on a national level. My situation was unique; I was fortunate.”


Haywood’s own influences in leadership included his parents. His father Stanley, who recently passed away, had the longest tenure on the Lawton, Okla., city council in history. His mother Charlotte led the young people’s program for many years at the church the family attended.


“I learned early on from my mother that if you want maximum output, you have to take the time to invest in people,” he says. “You also have to delineate which people you are going to invest your time in.”


Haywood’s father coached him in athletics and impressed upon him the importance of teamwork over individual accolades. “If everyone showed up for practice, they were going to get into the ballgame, regardless of ability,” he remembers. “He put the onus on the team to think beyond ourselves and how we were going to approach the game in a team-based manner.”


In the same way, Haywood notes, payers and providers are going to need to work together as a team to help renovate the U.S. healthcare system. As someone who has worked as the deputy chief medical officer for the government (CMS), and chief medical officer for a major provider association (VHA) before coming to BCBSA, he thinks the convergence can’t happen soon enough.


“You’re going to see more and more collaboration across the board within a population-based framework,” Haywood says. “If I want to manage a population, then I need to understand more acutely where that population is going in terms of specialists and which ones are performing better for my population.”


But the talk between payers and providers needs to evolve beyond healthcare delivery, he says. Affordability is critical when many families live paycheck to paycheck with little savings, and that is reflected in BCBSA’s push for transparency in healthcare costs, Haywood adds.


“We don’t want families paying for waste in the system, and so that’s led to the issue of transparency. And the purpose is affordability – how can we make healthcare affordable for a family?”
Haywood has been using BCBSA’s new Community Health Management hub tool to take a deep dive into the data that affects healthcare consumers at the ZIP code level. For example, he recently dug into the statistics to show how something that many people take for granted – access to a car – affects population health, with many people in struggling neighborhoods unable to maintain nutritional health because they lack transportation.


“We need to get into the communities and do a better job of population health at the community level,” he says. “We need to find answers to questions like: What are the characteristics of a population? What are the environments in which we find those populations? And what are the behavior patterns of those communities?”


Like his father, the city councilman, Haywood hopes to make a difference on the local level – by guiding BCBSA policy on a national scale.


“Most healthcare decisions happen outside the four walls of a clinical setting,” Haywood says. “I’m excited that we’re going to transition to more of a preventive healthcare model instead of a disease-based model.”



2016 Top 25 Minority Executives in Healthcare: After a complex merger, Ruth Brinkley works to build a new culture at KentuckyOne Health

By | November 28 th,  2016 | merger, Top 25 Minority Executives in Healthcare, Modern Healthcare, Ruth Brinkley, Blog, Catholic Health Initiatives, CEO, CHI, diversity, leadership, Louisville | Add A Comment


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


Mergers and acquisitions are complicated equations when just two organizations are involved. But three? That’s a daunting challenge for anyone. Small wonder that Catholic Health Initiatives turned to a veteran CEO like Ruth Brinkley to choreograph the complicated venture and lead the new KentuckyOne Health system.


Brinkley, who revamped the sprawling organization to survive and thrive under reform, says the bumps in the road are beginning to get fewer and farther between. “I’m a big believer in culture and the impact of culture on strategy and on building excellence,” she says. “One of the things we have consciously worked on since the very beginning was to shape a desired culture. I would say we’re 60 to 70 percent of the way there.”


KentuckyOne Health is comprised of the former Saint Joseph Health System, the former Jewish Hospital & St. Mary’s HealthCare, and the University of Louisville Hospital and James Graham Brown Cancer Center. It is a complicated arrangement. Catholic Health Initiatives is a majority owner of KentuckyOne. The other owner is Louisville-based Jewish Heritage Fund for Excellence. But the individual hospitals that were Jewish hospitals are still Jewish; the Catholic ones are still Catholic; and the university hospital remains secular. The partnership with the university was held up by former Kentucky Gov. Steve Beshear, who initially challenged a full three-way merger over concern that the public university hospital would be required to follow the Ethical and Religious Directives of the U.S. Conference of Catholic Bishops. And that, in turn, slowed down the process and the culture work by about a year.


Daunting? Absolutely. But Brinkley’s eyes were wide open from the beginning.


“I did expect this to be a big job, a big bite, so to speak,” says Brinkley, who left Carondelet Health in Tucson, Ariz., to return to Louisville and CHI. “I believe in the merger, in the vision of what we set out to do. When the days or the issues get tough, I go back to the belief in that vision.”


Brinkley had already achieved much in her career as a CEO and a lauded leader in Catholic healthcare for many years. Her resume was full. But the prospect of the merger energized her, moved her geographically closer to her children and grandchildren, and brought her back to her what she calls her extended family at CHI.



“The real draw was the excitement of the vision for this merger and what it was to accomplish. And it felt familiar. It felt good coming back to CHI. It’s always been a wonderful place to work. You see the mission come alive, and you see the values in people’s hearts.”


While the work of the merger more than filled her days, and many of her evenings, it was a temporary diversion from a personal tragedy.


“I had experienced a big loss in my life; my husband passed away when I was in Arizona,” she says. “Time is a great healer and work is a great healer, if you use it correctly. But I will also tell you that we all eventually have to pay the debt of grief. I like to say that grief can be delayed, but it won’t be denied. The work gave me something to focus on, but we each have to go back and deal with the issues we need to deal with, and I did that as well.”


Brinkley’s career has taken her from rural Georgia, where her grandparents raised her, to urban Chicago as a student and a nursing leader, to a number of other settings. So she is well-versed in the many types of populations that KentuckyOne serves, from Appalachia to Louisville. “The needs are very different across the state,” Brinkley says. “We try our very best to represent and reflect the communities we serve.


“We know that healthcare does not begin and end inside the walls of a hospital, so we’ve developed outreach programs to decrease the use of the emergency room for routine care, and to decrease readmissions. We’re starting to focus more on the social determinants of health.”


Brinkley says she learned many key lessons on leadership from her grandmother, who encouraged her to become a nurse, as she was growing up in Georgia – in fact, in 2009, she wrote a children’s book called “Grandma Said” to honor the woman who shaped her early life. But in Georgia, Brinkley also saw the sad results of those aforementioned social determinants, as family and friends dealt with suffering brought on by health disparities. Thus, she makes it a key priority to move her organizations upstream into the communities whenever possible.


“We know that a hospital only impacts 20 or 25 percent of health status,” she says. “The rest are social determinants. So, for example, at our St. Mary’s facility in west Louisville, we are starting a community garden. It’s a somewhat challenged area with a lot of immigrants. The city is leasing us 4 or 5 acres of land. We are going to engage the community and staff and hopefully be able to help people grow their own vegetables, because we had found through our community health assessment that this was a real need.”


Another need that Brinkley has been talking about for a number of years is the push to increase diverse leadership at the highest levels of healthcare organizations. Patients, she says, benefit greatly from diversity.


“It’s where our greatest opportunity is to serve the community,” she says. “It’s so important for our patients to have people in leadership who look like them and can relate to them. We have a lot more work to do, but we’ve made a good start at KentuckyOne.


“You have to let people know through word and deed that you understand their experience.”
With a wealth of experiences to draw from, Brinkley is trying to do just that.



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.