Becker's Hospital Review

21 WOMEN'S LEADERSHIP 21 CEO / STRATEGY had seen all of the harm that had happened to patients in that first surge." 4. Conviction in one truth physicians know well, but the public does not: Science is messy in real time. Dr. Boom and his team communicated this truth at every opportunity. Looking back, it cannot be said enough, and he's unsure the greater public trusts it. "It's re- ally complicated to get population-based, large group answers to a biological question. It's not like you can just do a trial. Doctors are used to that. It's frustrating for physicians. e general public is really not used to it," Dr. Boom said. "We scientifically, medically, the press — we did not do a good job explaining that early on. Data will evolve, new data will emerge, and we need to change our mind with the data. If you lack that nuance, you start losing trust because you see it as flip-flopping. We'll follow the data wherever it goes." 5. e decision to put Houston Methodist's fiscal strength to use. By April 2020, elective, nonurgent procedures at Houston Methodist had been halted for weeks and the system was losing $30 million a week. Dr. Boom and his team took note as health systems around the country issued furloughs or made workforce reductions. "We decided if we are ever going to use our balance sheet, now's the time to use it," Dr. Boom said. In what he calls the deci- sion that felt most instinctive, the system has not issued a single furlough, layoff or pay cut throughout the pandemic. "With the bene- fit of hindsight, and given the staffing issues we're seeing nationally, that was absolutely the right thing to do," he said. "It showed loy- alty to our employees, it showed we are there to protect them, and they were there at higher numbers than they would have been other- wise when we got to a more difficult point [with COVID-19 hospitalizations]." 6. Resistance to binary thinking. In a world seemingly hell-bent on binary oppositions, Dr. Boom is a champion for what he calls "the sacred 'and.'" Nuance is rare today, but he encourages people to embrace it in de- cision-making when appropriate and when time allows for it. "We have a sacred respon- sibility to care for patients with COVID, and patients who don't have COVID, and keep our employees safe," Dr. Boom said. "Poli- ticians had their 'sacred and,' which was to protect people from COVID, and minimize suffering and death, and protect our econ- omy and safely educate our children. Had we had a political realm where people from both parties reached across and said, 'Clear- ly we have to make some best judgments,' and acted like scientists, I think we would have been in a much better place. Instead, we didn't get the 'sacred and.' We oentimes got the 'or.'" n Morgan Health partners with Kaiser: 5 things to know By Ayla Ellison J PMorgan Chase's healthcare venture, Morgan Health, has formed a partnership with Oakland, Calif.-based Kai- ser Permanente. The effort will focus on health disparities. Five things to know about the partnership: 1. Beginning in February, JPMorgan Chase's employees in California have access to Kaiser's coverage and care. Morgan Health and Kaiser will work together to collect and report health equity metrics for those employees, accord- ing to information JPMorgan Chase shared with Becker's Hospital Review. 2. Addressing health equity and disparities requires access to population data across the care continuum, which Kai- ser can provide. In addition to health plan claims data sets, Kaiser can leverage its EHR system to provide analytics and insights, according to JPMorgan. 3. JPMorgan and Kaiser plan to jointly implement perfor- mance guarantees, linked to health equity, on a subset of quality measures for JPMorgan Chase employees in 2023. 4. JPMorgan said the partnership may focus on several clinical areas, including blood pressure control, routine vaccinations and screening for depression. 5. The organizations "share a common belief in account- ability with reducing health disparities, and this is critical to improving overall health outcomes," JPMorgan said in a statement to Becker's. "We collectively envision that other payers, employers and healthcare stakeholders will follow suit in an effort to improve fairness and equity of the overall U.S. healthcare system." n Glassdoor: Best places to work in healthcare for 2022 By Ayla Ellison G lassdoor released its list of "Best Places to Work" in 2022, and four hospitals and health systems made the list. Several healthcare, pharmaceutical and medical device companies also were named to the list of 100 companies. The rankings are based on the input of employees, who voluntarily complete a review of their job, work environ- ment and employer over the past year. Here are the hospitals and health systems that made Glassdoor's annual list, with their accompanying ranking: 48. Houston Methodist 49. St. Jude Children's Research Hospital (Memphis, Tenn.) 86. Mayo Clinic (Rochester, Minn.) 96. Cincinnati Children's Hospital Here are the healthcare, pharmaceutical and biotechnolo- gy companies that made this year's list, with their accom- panying rankings: 29. Intuitive (Sunnyvale, Calif.) 46. Merck (Kenilworth, N.J.) 52. Boston Scientific (Marlborough, Mass.) 74. Roche (Basel, Switzerland) 75. Johnson & Johnson (New Brunswick, N.J.) 79. NIH (Bethesda, Md.) 83. Medtronic (Minneapolis) 89. Exact Sciences (Madison, Wis.) 94. Pfizer (New York City) n

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