Hello all. I'm finally feeling very happy, knowing what to share this week, even it's Saturday ka.
Honestly, I was thinking of talking about a musical I saw Thursday but it wasn't as good as expected so I kept wondering what to write about. For me, it's still strange to keep thinking of what to share every week. I guess after over 2 decades of writing literally every week, I'm kind of committed to doing it na ka.
I've been going back and forth to listen to David Novak podcast episode July 6, 2023, interviewing Dr. Bob Grossman M.D. as I'm preparing my talk for one of our medical schools sometime later this year ka. When I first listened to it, what caught my attention was his idea about elevators but I didn't get to read more about him. Anyway, long story short, here's what I've learned from both the podcast show and reading several articles (including Bob Grossman's interview on Forbes back to 2019) ka.
- Be bold earlier on
In this case, Dr. Grossman eliminated a whole level of management, firing 5 people on the first day he assumed office, including the President and Senior Vice President of the Hospital, the Senior Vice President of the School of Medicine, the Senior Vice President of Human Resources, and the Chief Medical Officer.
Far too bold? He was reasoning that they only wanted to maintain the status quo ka. As an insider, he has known who is who!
- Be aspired to inspire
Dr. Bob Grossman wanted to aspire for world class performance so he tried to create a new organization culture of yearning for excellence based on patient-centric approach, accountability, lean, agile and flat organization (open system with no management layers), etc.
He showed it with accountabilitywhen he was a department head of Neuroradiology to turn it around to be one of the best. His past successful records could be why he was chosen even when he didn't really have any business degree ka. I've learned this new keyword ka....'ether of ambiguity' and this is from the Forbes interview, which reads, 'I wanted to eliminate what I call the ether of ambiguity, the data free atmosphere wherein people are not accountable for their performance'.
- Steer directions through the big picture and smaller yet, crucial issues
He mentioned his organization as a 747 without control power to see huge deficits every year while facilities were really old. The story I like goes here ka:
It was about the elevators that became an issue because they were so old that doctors and nurses were reluctant to visit their patients since it could take like 20 minutes one way. When it seemed impossible to have new ones in place inside the buildings, he got some contributions to have new ones installed outside the buildings.
Everyone in the administration would wear two hats, one for the school and one for the hospital. He said, 'treat everyone at the medical center with the same amount of respect, whether it was the CEO, the specialist surgeon, the cafeteria staff, or the custodians.' He brought in only people who wanted to be the best, meaning that mediocrity was unacceptable.
The values are PRIDE -- P-Performance, R-Respect, I-Integrity, D-Diversity, E-Excellence ka.
Let me stop here ka. If you wish to listen, go to How Leaders Lead with David Novak, July 6, 2023 at this link:
Happy weekend na ka. I'm now very happy and so eager to work more on my talk too.
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