Issue link: https://beckershealthcare.uberflip.com/i/821337
46 Executive Briefing Words From the C-Suite: Advice From 4 Executives By Alyssa Rege 'Even Physicians Aren't Aware of Their Own Biases Sometimes' S ometimes the most insignificant moments can change the way a physician relates to his or her patients. In an interview for an ongoing American Medical Association feature series, Fatima Stanford, MD, an obesity medicine physician at Bos- ton-based Massachusetts General Hospital, discussed the moment she recognized she was meant to be a physician. As a resident in obesity medicine, Dr. Stanford recognized that sometimes physicians are obliv- ious to their own personal biases about patients' consumption habits and their weight. As a result, she decided to work even harder to break- down those preconceived notions and help her patients achieve their health goals. "When I was a resident physician, I cared for a 45-year-old wom- an who struggled with severe obesity. I had been working with her for approximately three years and we never could make any major strides as it related to her weight through behavioral means. Once, I ran into her in the grocery store and took it upon myself to survey her grocery cart to check for the quality of food. It was at this time that I recognized the significant weight bias that I and others har- bored toward persons with excess weight as it related to their food intake. Her grocery cart was one of the most virtuous I have seen: lots of lean protein, vegetables, whole grains and occasional fruit. is was one of the defining moments that led me to a career in obesity medicine." n In a Potential M&A Deal, 'Culture Trumps All' A prominent factor to consider when analyzing the merits of a potential merger or acquisition is how well an institution's cul- ture compliments the environment a partner would cultivate. In an interview with Becker's Hospital Review, Neil de Crescenzo, pres- ident and CEO of revenue cycle soware and analytics solutions pro- vider Change Healthcare, discussed the company's recent merger with McKesson Corp., and how leaders from each organization pursued the venture. According to Mr. Crescenzo, organizations involved in any M&A agreement must think about the kind of culture their com- bined entity will have and how that culture will motivate employees to come into work every day. "Aer announcing the acquisition last year, we spent a lot of time really understanding the strengths of each organization and how to take the best of both cultures and create a new culture based on existing tenets but appropriate for a company that is a leader in the field. Basically, culture trumps all. When you get involved in mergers or acquisitions, it's tempting to get caught up in the finances and regulatory approvals. All those things are incredibly important, but equally important is the focus on culture. What kind of new and exciting culture are you creat- ing in a merger to get people excited about coming to work and serving customers at the new company?" n 'Show Employees How They Con- tribute to the Bigger Picture' E mployee engagement presents a continued challenge in the healthcare industry and is exacerbated by generational divisions within its workforce. Michael Dowling, president and CEO of New Hyde Park, N.Y.- based Northwell Health, commented on the differences between baby boomers, Gen-Xers and millennials and how each group contributes to an organization's goals overall. When it comes down to it, every individual at a company wants to feel they matter and are capable of making a meaningful difference. "People of all ages want to be more than a cog in the machine; they want to see and understand how their role contributes to the orga- nization's overall goals. ey want to know that each day they are making a meaningful difference in some way. is is true across many industries, but I think it's especially relevant in healthcare, where all providers share the same goals of providing high-quali- ty care and improving the health of the community. As leaders, it's critical that we clearly articulate the organization's vision and goals. If you do this right, you'll attract the kinds of people who share a commitment to that vision. You must appeal to their hearts and their heads." n 'We Must Continue to Innovate' Amid Potential Changes to US Healthcare J ohnson & Johnson's CEO said he believes pharmaceutical, med- ical technology and healthcare companies should continue to emphasize innovation amid challenges that may arise from poten- tial changes to the ACA. In an interview with Med Device Online, Alex Gorsky, chairman and CEO of Johnson & Johnson, said legislators must continue to make a concerted effort to support companies developing health- care products intended to help average Americans live healthier lives. "I think what's important is to make sure obviously that we continue to innovate, that we bring out products that can cure Alzheimer's, that can cure cancer, that we price responsibly, that we work on some of the reimbursement mechanisms be it Medicare, be it Medicaid or through private insurance. And I think [there are] ways to do that that can help contain overall costs, make sure that we continue to have an innovative environment that can take on new diseases and be part frankly of a reform of the entire healthcare system." n 46