Becker's Hospital Review

56 56 THOUGHT LEADERSHIP Becker's 11th Annual Meeting Speaker Series: 3 questions with Providence's Kevin Fleming By Virginia Egizio K evin Fleming serves as COO of clin- ical program services for Renton, Wash.-based Providence. Kevin will participate in the panel "e Best Investments and Strategies to Maximize Sup- ply Chain" at the Becker's Hospital Review 11th Annual Meeting, which is taking place virtually. As part of an ongoing series, Beck- er's is talking to healthcare leaders who will speak at the conference or have spoken at it. Question: Share one change brought on by the coronavirus pandemic that you'd like to see stick, especially in healthcare? Kevin Fleming: e change that I have been most encouraged by is the willingness and de- sire to connect in new ways. Whether through the pursuit of new tools to bring teammates together or through the development of new methods to care for our patients and commu- nities, such as remote patient monitoring of over 16,000 COVID-19 patients since March, innovation has become a driving force. In all of 2019, Providence had 70,000 telehealth en- counters. But, by the end of February 2021, we will exceed 2 million telehealth visits over the previous 12 months with a monthly run rate above 202,000 as of January. I believe that the unique imperative for new ways to connect with each other and the patients and families that we serve will drive stronger engagement and better outcomes, long aer the COVID pandemic has passed. Q: What is one essential trait lead- ers need to lead effectively in healthcare today? KF: Now, more than ever, I think it is so important for leaders to be strong listeners. Whether we are listening to those we work with, those that we work for, or those what we have the honor to care for, intentional listening can be such a differentiator. As the types of connections we have with each other have changed so much, leaders should strive to make sure that everyone with whom they connect is truly heard. is can open the door to compassionate and meaningful con- nections, which are essential to lasting and productive relationships. Q: What would you like to see as the defining theme of 2021 for your industry? KF: It seems like a theme for 2021 will be transformation. Healthcare organizations are adapting to new realities, new expectations, and new imperatives to reach those that they serve. I've been so excited by the steps that Providence has been taking to engage our caregivers, our clinicians and our communi- ties in stronger and more meaningful ways. From digital tools to equitable COVID vacci- nation outreach to re-imagined care delivery, I'm excited to see how these and so many oth- er new, transformative ideas positively impact the health of our communities. n cations to our support of our people at home and at work — is on connecting and enabling our caregivers. Q: What is one essential trait leaders need to lead effectively in healthcare today? PB: Crises can make or break a leader. Dealing with crises each and every day for the past year, some leaders have risen to the challenges with a new sense of passion and energy, while other leaders have floundered. The most essential elements in crisis leadership — and everyday leadership — are providing clear direction and trustworthy commu- nications. In times of uncertainty, ambiguity, and misinformation, leaders will have to relay bad news, engage in uncomfortable conversations, encourage healthy conflict, and support others through personal hardships. This requires leadership that fully em- braces and exudes transparency, honesty, empathy and kindness. Q: What would you like to see as the defining theme of 2021 for your industry? PB: The unprecedented glob- al pandemic laid bare deeply rooted disparities in health and healthcare in our communities, especially communities of color. The death of George Floyd and other acts of violence over the last several months have tragical- ly reminded us of the hate, injus- tice, and racism that still exist in our country. The defining theme in 2021 for our industry is an acknowledgment of all these realities in our organi- zations and communities today, because that acknowledgment en- ables us to better understand what we face and to push back when we encounter injustice. It is even more important for our co-work- ers and communities to know that we see them, and we hear them. And we are committed to mean- ingful action with recognition and support, education and develop- ment, governance and leadership, workforce and people systems, health disparities, and broader community impact. n

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