August 27, 2025 • 25 mins
On this episode of the MGMA Insights Podcast, host Daniel Williams welcomes Carolyn Bruebaker Moore, MBA, FACMPE, Vice President of Operations at PeaceHealth Medical Group in Oregon. Carolyn will be speaking at the upcoming MGMA Leaders Conference in Orlando (Sept. 28 – Oct. 1, 2025), where her session, "Build Your Own Operational Leadership Development Program," will give practice leaders practical tools to strengthen leadership pipelines.
In this conversation, Carolyn shares her healthcare journey, how she identified a leadership training gap, and how she created an inclusive program that equips supervisors, managers, and directors to grow into stronger, more confident leaders. Listeners will learn about the program’s structure, retreats, challenges, and rewards—and how they can adapt these lessons within their own organizations.
- [04:50] Carolyn’s healthcare journey: Carolyn discusses her 21 years in leadership, her transition from academic medicine to nonprofit care and how MGMA has supported her growth
- [08:22] Identifying a leadership gap: Why existing resources weren’t enough and how she developed a tailored operational leadership program
- [10:10] Program goals: Helping leaders recognize competency gaps, build confidence, and elevate performance across peer groups
- [11:48] Retreat structure: Quarterly half-day training retreats that blend reflection, bonding activities, and peer-to-peer learning
- [17:37] Inclusive participation: All supervisors, managers, and directors are included in the program to build consistency across leadership levels
- [18:54] Overcoming challenges: Time investment, survey design, and building trust through anonymous feedback
- [22:43] Biggest rewards: Promoting leaders from within and seeing measurable growth in confidence, performance, and advancement
- [25:10] Don’t miss Carolyn’s session: "Build Your Own Operational Leadership Development Program" at the MGMA Leaders Conference in Orlando
Resources:
- MGMA Leaders Conference 2025: Learn more and register
- MGMA Membership: Access tools, communities and educational opportunities - Learn more and register
- Connect with Carolyn Bruebaker Moore on LinkedIn
- Visit the PeaceHealth Medical Group website to learn more
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Daniel Williams (00:02):
Well, hi, everyone. I'm Daniel Williams,
senior editor at MGMA and hostof the MGMA Podcast Network.
Today, we are continuing withour coverage of the twenty
twenty five MGMA LeadersConference. If you haven't heard
me say it already, that LeadersConference is gonna be in
Orlando, and it's September 28through October 1. We're so
(00:26):
excited about that.
I hope to see many of you at theshow. Our guest today is going
to be one of the speakers at theshow. Today, we're joined by
Carolyn Brubaker Moore. Carolynhas her MBA. She's also a
fellow, has the FACMPE, and isvice president of operations for
(00:46):
PeaceHealth Medical Group inOregon.
Carolyn was just telling meabout Oregon and giving me some
directional advice where Oregonand some of the cities are
there, so that was very helpful.Carolyn, I'll share one more
thing. We'll be speaking on thesession Build Your Own
Operational LeadershipDevelopment Program. She'll walk
(01:10):
us through some of the keypoints there and hopefully tell
us a little bit about her lifeand her life in healthcare. So
with all that said, Carolyn,welcome to the show.
Carolyn Brubaker Moore (01:20):
Thank you so much, Daniel. I'm excited
to be here.
Daniel Williams (01:23):
Yeah. So you were telling me offline some of
the people who might belistening to this in addition to
our MGMA people are your family.Anybody you wanna say hey to,
throw in a plug so when theyhear this, they're gonna be
shocked that they were mentionedin a podcast.
Carolyn Brubaker Moore (01:39):
I couldn't, be doing what I do
without the support of myfamily, my husband, Dustin, my
parents, my sister, Melissa. I Ihave a fantastic, in law family,
my in laws Dewey and DebbieMoore, my sister-in-law Bridget,
(02:02):
and my four amazing nephews. Sowe are very family orientated,
do a lot of Oregon activitiestogether, and this is the best
time of the year to do it.
Daniel Williams (02:16):
Oh, that is so cool. It was almost like a Oscar
winning acceptance speech whereyou don't want to forget
anybody. So if anybody else popsinto mind, you can drop their
name in a little bit later too,and we'll say hey to them as
well. So can't wait for all ofyou to hear the show as well. So
that is so cool.
Before we get started then,Carolyn, tell me something about
(02:40):
Oregon this time of year. Whatis so amazing about it right
now? Because I wanna get back upthere.
Carolyn Brubaker Moore (02:46):
Oh, my pleasures. This is a beautiful
time of the year to visitOregon. It is virtually sunny
every day. I would say theaverage temperature is usually
in the 80 degrees, mid eighties,and we are very green. We we do
(03:06):
obviously get a reasonableamount of moisture throughout
the rest of the year to keep usin that green space, But we have
absolutely beautiful landscapes.
In the state of Oregon, you haveall topography. You've got the
beach. You've got the mountains.You've got the High Desert. So
(03:29):
perhaps, you know, Eugene is oneof the best central places to
live.
I may be a little biased, but Ican get to any one of those,
arenas within a couple of hours.And we also have fantastic
rivers and lakes if you're awater sportsperson, hiking
(03:52):
trails. So, and we are veryanimal friendly. So when you are
out and about enjoying theoutdoors, you are going to see a
lot of furry friends. We do takeour furry friends seriously as
our family members.
Daniel Williams (04:06):
That is so cool. You have sold me. I was
telling you offline that I had abuddy. Oh gosh, it's been twenty
five, thirty years ago, but,lived in Portland. And I made a
lot of excuses to get over toPortland, spend some time with
him.
And you were right. You can bein Portland and just drive a
little bit. You're at the beach,drive in another direction,
(04:27):
you're in the mountains. So alittle bit of everything there.
That is so cool.
So outside of just knowing yourgeography and where you are,
tell us a little bit more aboutyourself. Any highlights in that
health care career you mightwanna share? You've obviously
got that FACMPE. Anything youmight wanna share with us about
(04:48):
that health care journey.
Carolyn Brubaker Moore: Absolutely. So I have been in (04:50):
undefined
health care leadership for morethan twenty one years now and
primarily in academic medicine.I worked for a lot of years at
Oregon Health Science Universityin Portland. And then about four
years ago, transitioned toPeaceHealth, which is a
(05:13):
nonprofit, Catholic health careorganization. And working for a
nonprofit organization is reallyimportant to me because part of
the mission is to provide carefor anyone that needs it.
There is no, discriminationbased on the ability to pay or
(05:34):
based on an insurance carrieryou may have or not have. And I
I would say that, you know, oneof the great things that has
helped me along my journey hasbeen being a part of the MGMA
because I joined when I was adivision manager in surgery. I
(05:56):
was multi specialty surgery. Andin that, I gained a lot of
educational opportunities,taking my CMPE exam. I was part
of a study group, in thePortland area and really got to
know the members of that studygroup and still interact today
(06:19):
using project based work for myfellowship credential and really
just the national networkingopportunities that the MGMA has
had that has helped me as I haveembarked on, you know, different
project process improvementapproaches.
(06:42):
And I really appreciate howthose of us that belong to the
MGMA can really stealshamelessly from each other in
terms of best practices. So it'sreally helped my leadership
journey. And, you know, the thequote iron sharpening iron is a
thing, and we have some amazingleaders that are part of this
(07:04):
organization.
Daniel Williams (07:05):
That is so cool. And I love that you put
that there, that those MGMAmembers can steal shamelessly
from each other and just reallylearn from each other. And that
is such an integral part ofMGMA. I've learned this. I've
been there for seven years now.
And being able to network witheach other, that's one of the
(07:29):
things about the LeadersConference and our other face to
face events. When I wanderaround with a microphone and a
camera and talk to people there,I keep hearing again and again
that they're there to learn forsure in the traditional sense,
but also to network with people,see some of those familiar
(07:49):
faces, learn from each other,help teach each other different
aspects that are working intheir practices, and that is so
cool. So thanks for bringingthat up. Let's get into some of
the things that PeaceHealth isdoing. Y'all have created, let
me get this right, an internaloperational leadership
(08:12):
development program.
Talk about the origins of that.How did that come about? What
did y'all identify where youreally wanted to have that
program put into place?
Carolyn Brubaker Moore (08:22):
The program I'm gonna be sharing
about in Orlando is not actuallya PeaceHealth program Okay. But
one that I've created.
Daniel Williams (08:32):
Wow. Okay.
Carolyn Brubaker Moore (08:33):
Yeah. Many organizations have some
leadership resources, you know,whether they be classes or,
modules or or handouts. Somehave, some, you know, leader one
zero one as you're a brand newleader just joining or just
jumping in. And PeaceHealth is,definitely in that same arena
(08:59):
where we have some resourcesavailable, but there isn't a
specific operational leadershipdevelopment program. And I saw
that as a critical need.
It's something that I did in myprevious organization on a bit
of a smaller scale for the teamsthat reported to me. And when I
(09:20):
joined PeaceHealth, I worked toscale it appropriately for, all
of the teams that blow upthrough me, which is all of our
ambulatory services. So thisprogram, I felt, really
addressed a critical gap andhave had great success, in
(09:45):
running since 2022.
Daniel Williams (09:48):
Give us just an overview then. You can give us
that 30,000 foot view or howeveryou wanna share it with us. But
what is the, I guess, theoverarching goal of this
development program? What areyou looking at? You identified a
need for it.
What are you looking ataccomplishing for people who are
(10:09):
in the program?
Carolyn Brubaker Moore (10:10):
What I want to have each of the leaders
that are involved in thisprogram is to be able to
identify where they haveopportunities in their
competencies or tasks. Perhapsthey have less, confidence or
less background in certain areasand being able to address those.
(10:35):
And not uncommon, many of theleaders experience the same
particular competencies or tasksthat they struggle with. So then
there becomes an opportunity ata peer group leader level to
address that and elevate theperformance, the comfort, the
(11:00):
confidence associated with thoseparticular areas. And it also,
you know, allows the leader,that is what they're interested
in, to then continue to grow intheir leadership journey as
well.
Daniel Williams (11:16):
In looking at the program, you've incorporated
several things, a SWOT analysis.You also have put together
quarterly training retreats. Ihave to ask about the quarterly
training retreats. You and I andJames, who's our producer, were
looking at a picture from TheOffice earlier and had Dwight
(11:40):
Schrute on there for any of ouroffice, fans out there. I think
of the office when I think of,like, getaway retreats.
Do y'all do truss falls? Do youdo rope, exercises? What does
the retreat look like?
Carolyn Brubaker Moore (11:54):
Great question. So, yes, I've I've had
questions like that. Are you allgoing to a spa? No. There there
is no spa, involved in theseretreats.
We do go a little bit off-site.And when I say that, I mean that
one of our hospital campusesactually where I'm sitting right
(12:17):
now has a building kind of justbehind it. It was a residence
for, the family that owned theproperty many years ago when
PeaceHealth bought this andbuilt this particular hospital
campus. And we've turned thathouse into a conference space.
(12:42):
So it's on the campus, but itfeels like it's off campus
because it's in its own selfcontained house.
It's got the kitchen. It's got acouple of rooms have been turned
into smaller conference rooms.And then really the main open
space, which we primarily use asa meeting, we have a nice blank
(13:04):
wall to project. And it's justcozy couches and chairs, and it
feels like you've really gottenaway and can focus without
getting away. So that's that'swhat we do.
And with in terms of thequarterly retreat, I'm actually
running one of these everysingle month because I have, a
(13:30):
supervisor group, a managergroup, and then a director
group. So each one of them has aquarterly retreat. But for me,
I'm running one each month andthey are half day. We start at
noon with lunch and minglingbecause that is absolutely
important to have thatconnection. And then once we hit
(13:52):
12:30, we run 12:30 to 04:30with our content.
And, we haven't done trussfalls, or rope walks, but we
always open up with a retreatreflection. And then we do a
leadership bonding activity,which is really geared towards
(14:13):
just furthering the developmentof the relationships of these
peer leaders with each other.And there's always an element of
fun. Sometimes there's anelement of contest with a prize
involved. So, but it's to to geteverybody warmed up and ready to
go as well as connect with eachother.
Daniel Williams (14:33):
That is so cool. So later today, at MGMA,
several of us are going to do ateam bonding activity where
we're going to what they callmonster golf. It's mini golf,
but it's in this facility wherethere's a lot of spooky stuff in
there, a lot of scary thingsjump out at you. So we're going
(14:56):
to have fun there. So fory'all's fun activities, do y'all
do stuff like monster golf, orwhat what do y'all what's a fun
activity at the end of the daythat y'all do?
Carolyn Brubaker Moore (15:05):
With the retreat format specifically,
they're they're smalleractivities where we're we're
staying on-site, and it's in theinterest of time. So we've,
we've done things such as,actually, and I will be leading
a retreat on Thursday this week,actually, with our supervisors.
(15:26):
So I'll tell you what we'regonna be doing, But, we're gonna
be doing a rock paper scissorstournament with prize. So
everybody, it's best out ofthree rounds. Section.
And so we eventually whittle thegroup down until we're down to
(15:48):
the final two. So that's, that'swhat we're planning to do to,
get get things going. We alsoend, our retreat with a team
roundtable where group can bringup any topics, any questions,
any concerns for discussion,any, you know, peer to peer
(16:11):
advice asking as well. So that'syet another avenue where we have
a connection point coming out ofthese retreats.
Daniel Williams (16:22):
That is so cool because we've seen this across
injuries, but we've seen thisacross industries, in
corporations, in organizations,really in a pronounced way since
the pandemic occurred in 2020. Idon't know how it was in your
(16:44):
particular organization. I mean,it is a medical practice, so
maybe y'all have stayed on-sitein many corporations. I've read
lots of articles and studiesabout this where you've got the
remote work, you've got thehybrid work, and it can put some
challenges on there. It seemslike y'all have done some really
(17:06):
cool things that have encouragedengagement, buy in, kind of that
community within the culture.
What advice would you give? Imean, you've already shared some
of the things that you're doing,but ongoing the check-in, and I
wanted to follow-up with onepiece of this, for this
(17:27):
leadership development program,are you recruiting people, or do
people put their name in thehat? I mean, how does the
qualification of that occur?
Carolyn Brubaker Moore (17:37):
Oh, good question. I include all of my
leaders.
Daniel Williams (17:41):
Okay.
Carolyn Brubaker Moore (17:42):
So it's, it's, again, all of our
outpatient leaders. So everysingle one of my supervisors,
for example, this Thursday,whether they're operational
supervisors, I also include theclinical supervisors. So these
are individuals that, may have apartial clinical practice while
(18:06):
also serving in both a clinicaland operational leadership role
where they're straddling both.But, I am a 100% inclusive of
all the leaders. And really theonly time we have someone not
attend is if they are onvacation or out sick.
Otherwise, everyone is there.They are committed.
Daniel Williams (18:30):
I love that. So we've heard a lot about the
success. We don't wanna bring inthe negative side of it, but we
wanna help any of our listenershere. You've established this
program, has had a lot ofsuccess. What were the friction
points or challenges in gettingthis off the ground?
So for any of our listeners, ifthey wanna do that, what can
(18:52):
they expect?
Carolyn Brubaker Moore (18:54):
Well, I look at this in two ways. First,
you have to create a strongprogram that sits on the
valuable foundation. And for us,this comes back to our peace
health competencies, that ourambulatory leadership team has
(19:17):
worked collectively with us tocreate for each level of
leadership, supervisor, manager,director. And that's really been
what this program is sitting on.And I did an anonymous survey
for each level of leader to selfrate themselves on their
(19:42):
perception of their experience,their confidence with each of
the areas, the tasks, thecompetencies, and there are
opportunities for free textboxes to be able to say, I'm
would really like to feelstronger in these areas of
(20:02):
competencies.
Also an opportunity to just say,I'd like to know more about
these topics, whether they'relisted in our competencies or
not. And it does take workcertainly to do that and make
sure that each of the leaders iscompleting it. But having it be
anonymous, I feel like helpedthe honesty portion of it
(20:26):
because I couldn't tie anybody'sresponse to a specific person.
And then really taking thatresult and building it into a
program. And each year followingdoing a survey of how the year
went, whether the leaders feltlike it continued to be a value
(20:47):
use of their time.
Do they wanna continue? Whatwould they like to see for the
next year? So, you know, there'sI I would say most of the
leaders really feel stronglythat this is absolutely a value
add for them. But it's importantto note that it's four and a
half hours out of their day oncea quarter. And that can be a
(21:14):
good amount of time away fromthe practices that you are
directly managing.
For me, it's four and a halfhours out of every month plus a
lot of time because I'm I'mprepping and coordinating and
putting together thesetrainings. So the biggest
challenge that I've run intohere has essentially, I think,
(21:39):
been probably on my end becausethere's a lot of time that I
spend investing in this. Andit's, what I would call outside
of traditional work hours if ifyou can say I have traditional
work hours in a twenty fourseven operation. But, it's it's
(22:01):
something that I'm verypassionate about. And I see it
as a huge value add critical toour success engagement of our
leaders and of the teams thatthey are leading that I am
willing to continue to do thisas long as my team continues to
(22:22):
see it as a value add and wantsto continue.
And so, you know, here we are,essentially starting our fourth
fiscal year of this.
Daniel Williams (22:34):
Incredible. What's been the biggest reward
for you personally in seeingthis have success four years
into it?
Carolyn Brubaker Moore (22:43):
You know, I I would say just really
seeing the learning increase,the performance increase across
the individual leaders. We'vehad staff promote into
supervisor roles, seeing themgrow as first time leaders,
(23:05):
promoting supervisors tomanagers, and seeing them, you
know, grow there and managersinto directors and really the
it's absolutely phenomenal to beable to promote from within. And
I I feel like some of thesuccess with that ties back to
(23:27):
this program.
Daniel Williams (23:28):
Yeah. That's gotta be rewarding. So, Carolyn,
I just wanna thank you so muchfor joining us today, and I'm
looking forward to seeing you inOrlando. That's going be great,
so thank you so much.
Carolyn Brubaker Moore (23:42):
My pleasure. Thank you for having
me.
Daniel Williams (23:44):
Before we sign off, I'll have to ask, since
you're going all the way acrossthe country, we'll put your name
in the bucket for longestdistance covered. I think there
may be a couple of people fromHawaii and maybe even Alaska, so
they'll probably have traveledfarther. But as you go to
Orlando, are you an amusementpark person? Are you planning to
(24:07):
go to Disney or any of the otherplaces around there, or will you
just be there in game mode, youknow, planning for your session?
Carolyn Brubaker Moore (24:16):
Oh, I take any opportunity I can to
travel and enjoy the localattractions. So I will be headed
there a few days early. Ialready have purchased tickets
for Discovery Cove so that I canswim with dolphins. That's a
(24:36):
bucket list item for me that Ihaven't realized. And I do have
a couple day pass to visitDisney World.
I've never been to Orlando, soI'm very excited to experience
and see what I can see.
Daniel Williams (24:51):
That is incredible. Well, I cannot wait
to catch up with you when I seeyou and hear your story about it
swimming with the dolphins. Isthat correct?
Carolyn Brubaker Moore (25:01):
Correct.
Daniel Williams (25:02):
Yeah. I cannot wait to hear that story.
Alright. So for our listeners, Ijust wanna share one more time.
Do not miss Carolyn's session.
It's build your own operationalleadership development program.
It's gonna be taking placeMonday, September 29 at four p.
M. Eastern Time. And that's atour MGMA Leaders Conference in
(25:24):
Orlando.
So can't wait to see Carolynthere, and can't wait wait to
see y'all there as well. Soy'all take care, and thank you
for being MGMA podcastlisteners.
Well, hi, everyone. I'm Daniel Williams,
senior editor at MGMA and hostof the MGMA Podcast Network.
Today, we are continuing withour coverage of the twenty
twenty five MGMA LeadersConference. If you haven't heard
me say it already, that LeadersConference is gonna be in
Orlando, and it's September 28through October 1. We're so
(00:26):
excited about that.
I hope to see many of you at theshow. Our guest today is going
to be one of the speakers at theshow. Today, we're joined by
Carolyn Brubaker Moore. Carolynhas her MBA. She's also a
fellow, has the FACMPE, and isvice president of operations for
(00:46):
PeaceHealth Medical Group inOregon.
Carolyn was just telling meabout Oregon and giving me some
directional advice where Oregonand some of the cities are
there, so that was very helpful.Carolyn, I'll share one more
thing. We'll be speaking on thesession Build Your Own
Operational LeadershipDevelopment Program. She'll walk
(01:10):
us through some of the keypoints there and hopefully tell
us a little bit about her lifeand her life in healthcare. So
with all that said, Carolyn,welcome to the show.
Carolyn Brubaker Moore (01:20):
Thank you so much, Daniel. I'm excited
to be here.
Daniel Williams (01:23):
Yeah. So you were telling me offline some of
the people who might belistening to this in addition to
our MGMA people are your family.Anybody you wanna say hey to,
throw in a plug so when theyhear this, they're gonna be
shocked that they were mentionedin a podcast.
Carolyn Brubaker Moore (01:39):
I couldn't, be doing what I do
without the support of myfamily, my husband, Dustin, my
parents, my sister, Melissa. I Ihave a fantastic, in law family,
my in laws Dewey and DebbieMoore, my sister-in-law Bridget,
(02:02):
and my four amazing nephews. Sowe are very family orientated,
do a lot of Oregon activitiestogether, and this is the best
time of the year to do it.
Daniel Williams (02:16):
Oh, that is so cool. It was almost like a Oscar
winning acceptance speech whereyou don't want to forget
anybody. So if anybody else popsinto mind, you can drop their
name in a little bit later too,and we'll say hey to them as
well. So can't wait for all ofyou to hear the show as well. So
that is so cool.
Before we get started then,Carolyn, tell me something about
(02:40):
Oregon this time of year. Whatis so amazing about it right
now? Because I wanna get back upthere.
Carolyn Brubaker Moore (02:46):
Oh, my pleasures. This is a beautiful
time of the year to visitOregon. It is virtually sunny
every day. I would say theaverage temperature is usually
in the 80 degrees, mid eighties,and we are very green. We we do
(03:06):
obviously get a reasonableamount of moisture throughout
the rest of the year to keep usin that green space, But we have
absolutely beautiful landscapes.
In the state of Oregon, you haveall topography. You've got the
beach. You've got the mountains.You've got the High Desert. So
(03:29):
perhaps, you know, Eugene is oneof the best central places to
live.
I may be a little biased, but Ican get to any one of those,
arenas within a couple of hours.And we also have fantastic
rivers and lakes if you're awater sportsperson, hiking
(03:52):
trails. So, and we are veryanimal friendly. So when you are
out and about enjoying theoutdoors, you are going to see a
lot of furry friends. We do takeour furry friends seriously as
our family members.
Daniel Williams (04:06):
That is so cool. You have sold me. I was
telling you offline that I had abuddy. Oh gosh, it's been twenty
five, thirty years ago, but,lived in Portland. And I made a
lot of excuses to get over toPortland, spend some time with
him.
And you were right. You can bein Portland and just drive a
little bit. You're at the beach,drive in another direction,
(04:27):
you're in the mountains. So alittle bit of everything there.
That is so cool.
So outside of just knowing yourgeography and where you are,
tell us a little bit more aboutyourself. Any highlights in that
health care career you mightwanna share? You've obviously
got that FACMPE. Anything youmight wanna share with us about
(04:48):
that health care journey.
Carolyn Brubaker Moore: Absolutely. So I have been in (04:50):
undefined
health care leadership for morethan twenty one years now and
primarily in academic medicine.I worked for a lot of years at
Oregon Health Science Universityin Portland. And then about four
years ago, transitioned toPeaceHealth, which is a
(05:13):
nonprofit, Catholic health careorganization. And working for a
nonprofit organization is reallyimportant to me because part of
the mission is to provide carefor anyone that needs it.
There is no, discriminationbased on the ability to pay or
(05:34):
based on an insurance carrieryou may have or not have. And I
I would say that, you know, oneof the great things that has
helped me along my journey hasbeen being a part of the MGMA
because I joined when I was adivision manager in surgery. I
(05:56):
was multi specialty surgery. Andin that, I gained a lot of
educational opportunities,taking my CMPE exam. I was part
of a study group, in thePortland area and really got to
know the members of that studygroup and still interact today
(06:19):
using project based work for myfellowship credential and really
just the national networkingopportunities that the MGMA has
had that has helped me as I haveembarked on, you know, different
project process improvementapproaches.
(06:42):
And I really appreciate howthose of us that belong to the
MGMA can really stealshamelessly from each other in
terms of best practices. So it'sreally helped my leadership
journey. And, you know, the thequote iron sharpening iron is a
thing, and we have some amazingleaders that are part of this
(07:04):
organization.
Daniel Williams (07:05):
That is so cool. And I love that you put
that there, that those MGMAmembers can steal shamelessly
from each other and just reallylearn from each other. And that
is such an integral part ofMGMA. I've learned this. I've
been there for seven years now.
And being able to network witheach other, that's one of the
(07:29):
things about the LeadersConference and our other face to
face events. When I wanderaround with a microphone and a
camera and talk to people there,I keep hearing again and again
that they're there to learn forsure in the traditional sense,
but also to network with people,see some of those familiar
(07:49):
faces, learn from each other,help teach each other different
aspects that are working intheir practices, and that is so
cool. So thanks for bringingthat up. Let's get into some of
the things that PeaceHealth isdoing. Y'all have created, let
me get this right, an internaloperational leadership
(08:12):
development program.
Talk about the origins of that.How did that come about? What
did y'all identify where youreally wanted to have that
program put into place?
Carolyn Brubaker Moore (08:22):
The program I'm gonna be sharing
about in Orlando is not actuallya PeaceHealth program Okay. But
one that I've created.
Daniel Williams (08:32):
Wow. Okay.
Carolyn Brubaker Moore (08:33):
Yeah. Many organizations have some
leadership resources, you know,whether they be classes or,
modules or or handouts. Somehave, some, you know, leader one
zero one as you're a brand newleader just joining or just
jumping in. And PeaceHealth is,definitely in that same arena
(08:59):
where we have some resourcesavailable, but there isn't a
specific operational leadershipdevelopment program. And I saw
that as a critical need.
It's something that I did in myprevious organization on a bit
of a smaller scale for the teamsthat reported to me. And when I
(09:20):
joined PeaceHealth, I worked toscale it appropriately for, all
of the teams that blow upthrough me, which is all of our
ambulatory services. So thisprogram, I felt, really
addressed a critical gap andhave had great success, in
(09:45):
running since 2022.
Daniel Williams (09:48):
Give us just an overview then. You can give us
that 30,000 foot view or howeveryou wanna share it with us. But
what is the, I guess, theoverarching goal of this
development program? What areyou looking at? You identified a
need for it.
What are you looking ataccomplishing for people who are
(10:09):
in the program?
Carolyn Brubaker Moore (10:10):
What I want to have each of the leaders
that are involved in thisprogram is to be able to
identify where they haveopportunities in their
competencies or tasks. Perhapsthey have less, confidence or
less background in certain areasand being able to address those.
(10:35):
And not uncommon, many of theleaders experience the same
particular competencies or tasksthat they struggle with. So then
there becomes an opportunity ata peer group leader level to
address that and elevate theperformance, the comfort, the
(11:00):
confidence associated with thoseparticular areas. And it also,
you know, allows the leader,that is what they're interested
in, to then continue to grow intheir leadership journey as
well.
Daniel Williams (11:16):
In looking at the program, you've incorporated
several things, a SWOT analysis.You also have put together
quarterly training retreats. Ihave to ask about the quarterly
training retreats. You and I andJames, who's our producer, were
looking at a picture from TheOffice earlier and had Dwight
(11:40):
Schrute on there for any of ouroffice, fans out there. I think
of the office when I think of,like, getaway retreats.
Do y'all do truss falls? Do youdo rope, exercises? What does
the retreat look like?
Carolyn Brubaker Moore (11:54):
Great question. So, yes, I've I've had
questions like that. Are you allgoing to a spa? No. There there
is no spa, involved in theseretreats.
We do go a little bit off-site.And when I say that, I mean that
one of our hospital campusesactually where I'm sitting right
(12:17):
now has a building kind of justbehind it. It was a residence
for, the family that owned theproperty many years ago when
PeaceHealth bought this andbuilt this particular hospital
campus. And we've turned thathouse into a conference space.
(12:42):
So it's on the campus, but itfeels like it's off campus
because it's in its own selfcontained house.
It's got the kitchen. It's got acouple of rooms have been turned
into smaller conference rooms.And then really the main open
space, which we primarily use asa meeting, we have a nice blank
(13:04):
wall to project. And it's justcozy couches and chairs, and it
feels like you've really gottenaway and can focus without
getting away. So that's that'swhat we do.
And with in terms of thequarterly retreat, I'm actually
running one of these everysingle month because I have, a
(13:30):
supervisor group, a managergroup, and then a director
group. So each one of them has aquarterly retreat. But for me,
I'm running one each month andthey are half day. We start at
noon with lunch and minglingbecause that is absolutely
important to have thatconnection. And then once we hit
(13:52):
12:30, we run 12:30 to 04:30with our content.
And, we haven't done trussfalls, or rope walks, but we
always open up with a retreatreflection. And then we do a
leadership bonding activity,which is really geared towards
(14:13):
just furthering the developmentof the relationships of these
peer leaders with each other.And there's always an element of
fun. Sometimes there's anelement of contest with a prize
involved. So, but it's to to geteverybody warmed up and ready to
go as well as connect with eachother.
Daniel Williams (14:33):
That is so cool. So later today, at MGMA,
several of us are going to do ateam bonding activity where
we're going to what they callmonster golf. It's mini golf,
but it's in this facility wherethere's a lot of spooky stuff in
there, a lot of scary thingsjump out at you. So we're going
(14:56):
to have fun there. So fory'all's fun activities, do y'all
do stuff like monster golf, orwhat what do y'all what's a fun
activity at the end of the daythat y'all do?
Carolyn Brubaker Moore (15:05):
With the retreat format specifically,
they're they're smalleractivities where we're we're
staying on-site, and it's in theinterest of time. So we've,
we've done things such as,actually, and I will be leading
a retreat on Thursday this week,actually, with our supervisors.
(15:26):
So I'll tell you what we'regonna be doing, But, we're gonna
be doing a rock paper scissorstournament with prize. So
everybody, it's best out ofthree rounds. Section.
And so we eventually whittle thegroup down until we're down to
(15:48):
the final two. So that's, that'swhat we're planning to do to,
get get things going. We alsoend, our retreat with a team
roundtable where group can bringup any topics, any questions,
any concerns for discussion,any, you know, peer to peer
(16:11):
advice asking as well. So that'syet another avenue where we have
a connection point coming out ofthese retreats.
Daniel Williams (16:22):
That is so cool because we've seen this across
injuries, but we've seen thisacross industries, in
corporations, in organizations,really in a pronounced way since
the pandemic occurred in 2020. Idon't know how it was in your
(16:44):
particular organization. I mean,it is a medical practice, so
maybe y'all have stayed on-sitein many corporations. I've read
lots of articles and studiesabout this where you've got the
remote work, you've got thehybrid work, and it can put some
challenges on there. It seemslike y'all have done some really
(17:06):
cool things that have encouragedengagement, buy in, kind of that
community within the culture.
What advice would you give? Imean, you've already shared some
of the things that you're doing,but ongoing the check-in, and I
wanted to follow-up with onepiece of this, for this
(17:27):
leadership development program,are you recruiting people, or do
people put their name in thehat? I mean, how does the
qualification of that occur?
Carolyn Brubaker Moore (17:37):
Oh, good question. I include all of my
leaders.
Daniel Williams (17:41):
Okay.
Carolyn Brubaker Moore (17:42):
So it's, it's, again, all of our
outpatient leaders. So everysingle one of my supervisors,
for example, this Thursday,whether they're operational
supervisors, I also include theclinical supervisors. So these
are individuals that, may have apartial clinical practice while
(18:06):
also serving in both a clinicaland operational leadership role
where they're straddling both.But, I am a 100% inclusive of
all the leaders. And really theonly time we have someone not
attend is if they are onvacation or out sick.
Otherwise, everyone is there.They are committed.
Daniel Williams (18:30):
I love that. So we've heard a lot about the
success. We don't wanna bring inthe negative side of it, but we
wanna help any of our listenershere. You've established this
program, has had a lot ofsuccess. What were the friction
points or challenges in gettingthis off the ground?
So for any of our listeners, ifthey wanna do that, what can
(18:52):
they expect?
Carolyn Brubaker Moore (18:54):
Well, I look at this in two ways. First,
you have to create a strongprogram that sits on the
valuable foundation. And for us,this comes back to our peace
health competencies, that ourambulatory leadership team has
(19:17):
worked collectively with us tocreate for each level of
leadership, supervisor, manager,director. And that's really been
what this program is sitting on.And I did an anonymous survey
for each level of leader to selfrate themselves on their
(19:42):
perception of their experience,their confidence with each of
the areas, the tasks, thecompetencies, and there are
opportunities for free textboxes to be able to say, I'm
would really like to feelstronger in these areas of
(20:02):
competencies.
Also an opportunity to just say,I'd like to know more about
these topics, whether they'relisted in our competencies or
not. And it does take workcertainly to do that and make
sure that each of the leaders iscompleting it. But having it be
anonymous, I feel like helpedthe honesty portion of it
(20:26):
because I couldn't tie anybody'sresponse to a specific person.
And then really taking thatresult and building it into a
program. And each year followingdoing a survey of how the year
went, whether the leaders feltlike it continued to be a value
(20:47):
use of their time.
Do they wanna continue? Whatwould they like to see for the
next year? So, you know, there'sI I would say most of the
leaders really feel stronglythat this is absolutely a value
add for them. But it's importantto note that it's four and a
half hours out of their day oncea quarter. And that can be a
(21:14):
good amount of time away fromthe practices that you are
directly managing.
For me, it's four and a halfhours out of every month plus a
lot of time because I'm I'mprepping and coordinating and
putting together thesetrainings. So the biggest
challenge that I've run intohere has essentially, I think,
(21:39):
been probably on my end becausethere's a lot of time that I
spend investing in this. Andit's, what I would call outside
of traditional work hours if ifyou can say I have traditional
work hours in a twenty fourseven operation. But, it's it's
(22:01):
something that I'm verypassionate about. And I see it
as a huge value add critical toour success engagement of our
leaders and of the teams thatthey are leading that I am
willing to continue to do thisas long as my team continues to
(22:22):
see it as a value add and wantsto continue.
And so, you know, here we are,essentially starting our fourth
fiscal year of this.
Daniel Williams (22:34):
Incredible. What's been the biggest reward
for you personally in seeingthis have success four years
into it?
Carolyn Brubaker Moore (22:43):
You know, I I would say just really
seeing the learning increase,the performance increase across
the individual leaders. We'vehad staff promote into
supervisor roles, seeing themgrow as first time leaders,
(23:05):
promoting supervisors tomanagers, and seeing them, you
know, grow there and managersinto directors and really the
it's absolutely phenomenal to beable to promote from within. And
I I feel like some of thesuccess with that ties back to
(23:27):
this program.
Daniel Williams (23:28):
Yeah. That's gotta be rewarding. So, Carolyn,
I just wanna thank you so muchfor joining us today, and I'm
looking forward to seeing you inOrlando. That's going be great,
so thank you so much.
Carolyn Brubaker Moore (23:42):
My pleasure. Thank you for having
me.
Daniel Williams (23:44):
Before we sign off, I'll have to ask, since
you're going all the way acrossthe country, we'll put your name
in the bucket for longestdistance covered. I think there
may be a couple of people fromHawaii and maybe even Alaska, so
they'll probably have traveledfarther. But as you go to
Orlando, are you an amusementpark person? Are you planning to
(24:07):
go to Disney or any of the otherplaces around there, or will you
just be there in game mode, youknow, planning for your session?
Carolyn Brubaker Moore (24:16):
Oh, I take any opportunity I can to
travel and enjoy the localattractions. So I will be headed
there a few days early. Ialready have purchased tickets
for Discovery Cove so that I canswim with dolphins. That's a
(24:36):
bucket list item for me that Ihaven't realized. And I do have
a couple day pass to visitDisney World.
I've never been to Orlando, soI'm very excited to experience
and see what I can see.
Daniel Williams (24:51):
That is incredible. Well, I cannot wait
to catch up with you when I seeyou and hear your story about it
swimming with the dolphins. Isthat correct?
Carolyn Brubaker Moore (25:01):
Correct.
Daniel Williams (25:02):
Yeah. I cannot wait to hear that story.
Alright. So for our listeners, Ijust wanna share one more time.
Do not miss Carolyn's session.
It's build your own operationalleadership development program.
It's gonna be taking placeMonday, September 29 at four p.
M. Eastern Time. And that's atour MGMA Leaders Conference in
(25:24):
Orlando.
So can't wait to see Carolynthere, and can't wait wait to
see y'all there as well. Soy'all take care, and thank you
for being MGMA podcastlisteners.
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