Issue link: https://beckershealthcare.uberflip.com/i/821337
109 PRACTICE MANAGEMENT THOUGHT LEADERSHIP year process, and to take advantage of the fact that we've created separate tracks to allow people to evolve at their own pace. [I would] encourage CMS to continue to provide flexibility, but also keep focus on the goal, which is better patient care — period. If it stops becoming about better pa- tient care, people need to throw in the flag and say, 'This implementation got off track; we need to refocus it.' Q: What accomplishment at CMS are you most proud of? AS: We really began to change the culture at CMS to one that was more engaged with patients, physicians and peo- ple in the real world that were affected by the actions of CMS, and therefore got a lot more participation from the real world in those actions. Rather than picking any one specific policy, that probably helped us make everything we worked on better. Q: What strategies did you use to change that culture? AS: For one, we gave people permission and the tools to reach out and interact much more vigorously before they did the work on any particular regulation, like MACRA, where we engaged literally hundreds of thousands of phy- sicians. We used social media — and I used social media — much more aggressively. We made it culturally OK and even encouraged being very upfront about our challenges [and] exposing the reasoning behind our challenges. Q: What was the greatest lesson you learned during your time in Washington, D.C.? AS: I spent a career in the private sector, and my view is that the public and private sectors are inextricably linked in creating successful healthcare outcomes in this country. There needs to be a greater understanding in D.C. about how the private sector can contribute, and there needs to be a greater understanding in the real world about how policies are made and how to make sure those policies are reality-based. We tried to make sure we didn't make any decisions that didn't have what we call 360-degree input from real world healthcare providers, and we also worked very hard to bring the retail approach to the job — which is to say we didn't spend all our time in D.C., but we spent it around the country meeting with hospitals, physicians, patient ad- vocates and insurance companies. Those are the kinds of things that have to continue to be done to make Washing- ton a successful part of the healthcare system. n 4 Questions With Dignity Health CEO Lloyd Dean By Erin Dietsche L loyd Dean currently serves as presi- dent and CEO of San Francisco-based Dignity Health. Prior to joining Dignity Health in 2000, he served as executive vice president and COO of Downers Grove, Ill.-based Advocate Health Care. Mr. Dean, who has more than 20 years of healthcare operations and lead- ership experience, earned his bachelor's and Masters degrees from Kalamazoo-based Western Michigan University. He also has an honorary doctorate from the University of San Francisco. Question: What's your favorite part of being a CEO of a healthcare system? Lloyd Dean: I love being part of a team. ere is a lot of power in bring- ing people together for a common goal. I especially enjoy talking with our incredible caregivers on the front lines, hearing their stories and sug- gestions about how to best care for our patients. I am also privileged to work with a very talented and diverse leadership team. Combined, we have the opportunity to make a meaningful difference in the communi- ties we serve every day. And for me, there is no better honor than that. Q: Who is someone you consider a role model in your life and why? LD: My mother was a person of great faith and character. She was able to see the positive in anything and with great compassion for everyone. I believe those early life lessons made me into the person I am today. From her inspiration, I strive to see the best in the most difficult of situations. Q: What's the best decision you ever made? What's the worst decision you ever made? LD: Undoubtedly, the best decision I ever made was pursuing the op- portunity to come to Dignity Health (at the time Catholic Healthcare West). I remain as dedicated to our ministry today, if not more, than when I started. Hindsight is always 20/20. Looking back, I think I will always regret that I never ran for public office. But ultimately, my goal has always been to influence lasting and positive change for the health of our com- munities, which I think my current position in healthcare allows me to do. Q: What's one thing hospital leaders should keep top of mind throughout 2017? LD: First, last and always, the top thing hospital leaders need to focus on is the patient — they are at the center of everything we do. Looking ahead, in my experience, the most successful leaders are flexible, nim- ble and always prepared for change. n