March 7, 2025 • 17 mins
In this MGMA Week in Review episode, hosts Daniel Williams and Colleen Luckett tackle key healthcare challenges, including rising workplace violence against healthcare workers, staffing shortages, and setbacks to the No Surprises Act after CCIIO layoffs. They also share insights from HIMSS 2025, discuss findings from the HIMSS Cybersecurity Survey, and highlight the role of leadership development in medical practices. The episode concludes with a preview of upcoming MGMA conferences.
00:00 Introduction and Hosts
01:25 Workplace Violence in Healthcare (Medical Economics)
03:18 Staffing and Salary Survey Insights (Physicians Practice)
07:41 Surprise Medical Bills and the No Surprises Act (Fierce Healthcare)
09:46 HIMSS 2025 Healthcare Cybersecurity Survey (TechTarget)
13:04 Leadership Development in Medical Practices (MGMA Stat)
15:41 Upcoming Conferences and Closing Remarks (MGMA Events)
This episode is brought to you by Zoll Data Systems, software and data solutions for healthcare financial professionals. Zoll AR Boost is the comprehensive automated RCM optimization suite that automatically finds, corrects and verifies patient and payer information to capture more revenue, reduce administrative burden, and improve the patient financial experience. The number one Black Book-rated insurance discovery tool can discover active, billable coverage for more than 40 percent of claims. Visit https://www.zolldata.com/healthcare-financial-data/arboost to learn about the complete Solution suite.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Daniel Williams (00:53):
Well, hi, everyone. I'm Daniel Williams,
senior editor here at MGMA, hostof the MGMA Podcast Network. I
am here with cohost ColleenLuckett, editor and writer at
MGMA. We are back for anotherMGMA week in review podcast, and
there is a lot going on inhealth care this week. So I'm
(01:14):
not even gonna mess around aboutit, Colleen.
I'm gonna turn it over to you.You can share anything you want,
but my gosh, there's a lot goingon.
Colleen Luckett (01:21):
Yeah. It was really hard to choose. There is
so much going on. But let'sstart out with a medical
economics article. So ever feellike your job is stressful?
Imagine trying to save liveswhile dodging workplace
violence. Unfortunately, that isthe reality for many health care
workers today, and it's taking aserious toll on staff morale,
(01:42):
retention, and, mostimportantly, patient care. So,
yeah, this medical economicsarticle was published on March
5, and it's titled workplaceviolence, practice safety, and
patient care. It was with AndreaGreco, SVP of health care safety
at Centagix. And it highlightedjust per how pervasive this
issue is.
So in this q and a with AndreaGreco, she emphasizes that over
(02:06):
eighty percent of nurses haveexperienced workplace violence
in the past year. This kind ofstress doesn't just impact the
nurses themselves. It alsodirectly affects patient safety
and satisfaction, of course. Sowhat can health care leaders do?
Greco underscores the importanceof proactive safety measures,
including staff training,situational awareness, and
(02:27):
layered security protocols.
She stresses that listening toemployees and taking real
action, not just checking a box,makes a huge difference in
retention and workplace culture.One striking takeaway was that
more than 80% of incidents gounreported. So Greco encourages
health care organizations tocreate a zero tolerance policy
(02:50):
and make it easy for staff toreport safety concerns without
fear of retaliation. From clearsignage to visitor management
protocols, small steps can leadto big improvements in workplace
safety. So if you're looking toimprove staff morale, boost
retention, and ensure betterpractice care, this article is
really a must read.
(03:10):
As always, we will drop the linkto the article in the show
notes, so check it out for moreinformation. Okay, Daniel. Over
to you.
Daniel Williams (03:17):
Alright. Thanks for that, Colleen. And our next
article today is titled theshifting landscape in medical
practice staffing. This waspublished by Physicians
Practice, and it is based on the2025 staffing and salary survey,
which reveals the ongoingstruggle practices have to
(03:40):
maintain adequate staffinglevels. This survey sheds light
on the difficulties inrecruiting and retaining
qualified personnel, and it's achallenge that has been
exacerbated in recent years.
So I wanna share some of themain findings from that. The
most glaring statistic from thesurvey is that 41% of
(04:02):
respondents consider themselvesunderstaffed today, and that's
up significantly from 27% whoreported understaffing five
years ago. Paradoxically, 44% ofrespondents say that they have
hired more staff in the pastfive years, indicating that even
a hiring push can fail to keeppace with patient demand,
(04:26):
administrative complexity, anddue to retention in that
revolving door of staffing. Inlooking ahead, the majority or
60% expect their staffing levelsto remain the same in 2025.
Let's think about what thebiggest problem is, and that is
finding qualified people.
(04:47):
When asked about the biggeststaffing challenges out there,
an overwhelming 76% ofrespondents cited finding
qualified staff. All althoughthe labor market's tightness is
less acute than in previousyears, a significant shortage of
skilled professionals continues,particularly in positions
(05:07):
requiring specialized clinicalor administrative knowledge.
Other top concerns includeincreased workload and dual
roles, 37%, high staff turnover,20%, and lack of
professionalism, 22% cited that.These issues echo many of the
(05:28):
soft skill concerns we hearanecdotally from practice
managers. For instance, how tobalance the need for reliable,
congenial team players with thereality that some roles like
billers and coders or medicalassistants are in especially
high demand.
So let's talk about words ofwisdom from the field. One
(05:50):
unique facet this year's surveyincluded was the open ended
advice that administrators andphysician shared. Their
suggestions revolve aroundseveral common themes. Here's
what they had to say in theirown words. Invest in people,
train train new employees, andtreat your staff well
financially, and they will beloyal.
(06:13):
Next quote, don't delay ingetting rid of poor performers.
And if someone is not a good fitor brings negativity, don't wait
to remove them. Next practiceleader said, lead by example,
not intimidation, and build thatteam and continue perfecting it
(06:34):
every day. And our final quotefrom those surveyed, start
getting ready for AI. Controloverhead by limiting staffing to
adequate numbers, and we can'tcover our costs by just seeing
patients.
Let's look ahead. As we headdeeper into twenty twenty five,
(06:55):
the tension between adequatestaffing, compensation, and
practice profitability remainsat the forefront. With a
majority of practices stillrelying on traditional fee for
service reimbursement and only21% blending it with value based
care, controlling overhead ischallenging. Some practitioners
(07:16):
see concierge or direct paymodels as key to solving the
financial puzzle, but these arefar from universal solutions. So
with that said, Colleen, I don'tknow really what else we can
address from this particularsurvey, but I do wanna thank
Chris Mazzaloni for writing thisarticle and bringing this to
(07:38):
light.
Chris is a content vicepresident at MJH Life Sciences.
Colleen, what do you have upnext?
Colleen Luckett (07:48):
Alright. Ever get a surprise medical bill in
the mail and wonder how the heckit's legal? I do all the time.
It's not. At least it wasn'tsupposed to be, but now the very
office that helped enforce theno surprises act just got
gutted, throwing the system intochaos.
According to a fierce healthcare article published on March
(08:10):
5 as well, it's titled Trumpvowed to end surprise medical
bills. The office working onthat just got slashed. The
Center for Consumer Informationand Insurance Oversight or CCIIO
has been hit with major layoffs,cutting 15% of its workforce,
the same people responsible forprotecting patients from
(08:31):
unexpected medical bills. The NoSurprises Act signed into law in
2020 was supposed to protectpatients from out of network
billing nightmares, making surethey didn't get stuck paying
thousands for services at innetwork hospitals, but the
process to resolve billingdisputes has been overwhelmed.
In 2023 alone, more than 650,000disputes were filed.
(08:54):
The c c the CCIIO was working onstreamlining that system, but
those efforts have now beenderailed by the layoffs. Former
CCIIO deputy director, JeffGrant, called the cuts a, quote,
hot mess, warning that patients,hospitals, and insurers alike
will feel the impact. Theconsumer complaint system is
(09:16):
already drowning in cases, andwithout enough staff, disputes
will take longer to resolve, ifthey get resolved at all.
Meanwhile, health insurers areconcerned these cuts will drive
up costs for patients andemployers. Experts say reforms
to improve dispute resolutionwere this close to being
finalized, but with the officein disarray, those fixes may
(09:37):
never come.
And here's the real kicker, evendeeper cuts could be coming by
March 13. If you thought medicalbilling was frustrating before,
just wait. Yeah. Alright. Lotsof chaos.
Back to you, Daniel.
Daniel Williams (09:52):
Alright. So one of the biggest news items in
health care this week was theHIMSS twenty twenty five Global
Health Conference andExhibition. It was held this
week from March 3 to March 6 inLas Vegas, so maybe some of
y'all were there. And it didfeature a variety of sessions
aimed at addressing currentchallenges and innovations in
(10:15):
health care technology. Itpretty much it's just about the
biggest conference in healthcare.
It's certainly among them. Ourcolleague, Chris Harrop, has
been there this week, and he'sgiven us a couple of reports
along the way. We've been in acouple of virtual meetings with
Chris, and he's been sharingsome really interesting things
from there. Something else thatcame out from HIMSS this week
(10:38):
was the 2024 HIMSS HealthcareCybersecurity Survey. The
information I've got here, itappeared in a publication called
TechTarget.
It appeared on March 5 and waswritten by Jill McKeehan, and it
really does have someinteresting insights about that
particular topic. First off,about 55% of cybersecurity
(11:00):
professionals expect budgetincreases. The report makes it
clear. Bigger budgets meanbetter cybersecurity. We can at
least hope that.
More money means access tostronger tools, experienced
staff, and better overallprotection. On the flip side,
Hospitals and clinics with tightbudgets struggle to keep up with
(11:22):
growing cyber threats, andthat's a real risk for patient
care and data security. Where isthe extra money going? More than
half of respondents say it'llimprove cybersecurity tools.
Nearly half expect betterpolicies, and about a third
think it'll help with hiringmore staff.
That's important becausecybersecurity is only as strong
(11:45):
as the people running it.There's also an interesting
trend. Over 50% of health careIT departments saw overall
budget increases from 2024 to2025. That's good news, but
there is a problem. Morecybersecurity professionals
don't actually know what theirbudget is.
(12:06):
Back in 2020, '18 percent ofrespondents had no idea how much
their organization was spendingon cybersecurity. In 2024, that
number jumped to 23%. Eventhough spending is increasing,
there's a disconnect betweenleadership and the people
managing cybersecurity on theground. Bottom line, health care
(12:29):
organizations are putting moremoney into cybersecurity, but
there's still a long way to go.The report warns that without
proper funding, hospitals andclinics could face serious
disruptions to patient care,loss of trust, and big financial
hits.
It's one thing to have moremoney available. It is entirely
(12:50):
another thing to make sure it'sspent where it's actually
needed. Boy, I'll say, Colleen,I will turn this back to you.
Colleen Luckett (12:58):
That is not uplifting at all. Makes me
really nervous, actually, withall the cybersecurity attacks.
Money is there, and they're notusing it.
Daniel Williams (13:06):
Yep. Yep. That
Colleen Luckett (13:07):
was a great share, Daniel. That's good to
know. Alright. Let's wrap upthis article with this week's
MGMA stat poll in which welooked at leadership development
in medical practices, who'sgetting it, and how
organizations are making ithappen. We asked medical group
leaders which roles in theirorganizations have leadership
development goals, and theresults show that most
(13:29):
leadership training is focusedon managers and above with
nearly 70% of respondents sayingtheir efforts centered on
supervisors, department heads,or executives.
But about a third oforganizations extend leadership
development to nonmanagers aswell. So what does this training
actually look like? For managersand executives, organizations
(13:50):
reported using a mix ofprofessional development
opportunities such asconferences, in house courses,
mentorship programs, and tuitionreimbursement. Many
organizations have structuredleadership academies or training
initiatives designed to helpmanagers grow into more senior
roles. For non managers, someorganizations take a broader
approach by offering mentorship,structured training programs,
(14:12):
and career ladder opportunities.
These efforts help identify anddevelop future leaders early in
their careers. However, notevery organization has the
resources to provide leadershipdevelopment at all levels. Some
reported that staffing shortagesand time constraints limit their
ability to expand these programsbeyond higher level roles. And
(14:33):
why does this matter? Studiesshow that leadership isn't just
about titles.
It's about fostering a culturewhere all team members are
equipped to solve problems andadapt to challenges. Leadership
development at all levels canimprove engagement, strengthen
collaboration, and boostretention. By empowering staff,
whether they're frontlineemployees or seasoned managers,
(14:54):
organizations can create astronger, more agile team that's
prepared for the evolvingdemands of health care.
Developing leadership skillsshouldn't be confined to formal
training programs or justexecutives. Encouraging peer to
peer coaching, mentorship, andopen communication can help
teams function more cohesivelyand build a workplace where
(15:15):
employees feel valued andinvested in the organization's
success.
For more insights, be sure tocheck out the full article,
which, of course, we've includedin the show notes. And, hey,
would you like to share yourinsights on medical leadership
and industry trends? Then goahead and sign up for MGMA stat
by texting stat to 33550, orvisit ngma.com/mgma-stat to
(15:42):
participate in our weekly polls.And that does it for me today,
Daniel. Back to you.
Daniel Williams (15:47):
Oh, alright. So it came to my attention that not
only was there hymns in LasVegas this week, but because I'm
always looking forward, notlooking back, but looking
forward.
Colleen Luckett (15:59):
Nice.
Daniel Williams (16:00):
There was another conference in Vegas this
week, MGMA's operationsconference. And
Colleen Luckett (16:06):
Right on.
Daniel Williams (16:07):
Exactly. And so the interesting thing there is
that we did conduct, I believe,at last count, four interviews
with, either keynote speakers orbreakout session speakers, and
I'm gonna put direct links toall of those interviews. And we
had accompanying articles onMGMA.com. So some really good
(16:32):
takeaways, some tools, and tipsthat were provided there. I have
talked to a couple of the peoplewho were at our show, and they
had a great time there.
It may have been Vegas, may havebeen the show, may have been a
combination, but I definitelywanna make sure that that was
that was on y'all's radar. Thereason that I it totally slipped
my mind earlier was because I'malready interviewing people for
(16:54):
our financial conference, whichis coming up April 13 through
the fifteenth, and we'll be inour nation's capital,
Washington, DC. So I'm alreadyhave financial conference on
Brian. So you're gonna hear alot from that coming podcast
network as well coming up. Sountil then, just wanna thank all
of y'all for being MGMA podcastlisteners.
Colleen Luckett (17:17):
Thanks, everyone. See you next time.
Well, hi, everyone. I'm Daniel Williams,
senior editor here at MGMA, hostof the MGMA Podcast Network. I
am here with cohost ColleenLuckett, editor and writer at
MGMA. We are back for anotherMGMA week in review podcast, and
there is a lot going on inhealth care this week. So I'm
(01:14):
not even gonna mess around aboutit, Colleen.
I'm gonna turn it over to you.You can share anything you want,
but my gosh, there's a lot goingon.
Colleen Luckett (01:21):
Yeah. It was really hard to choose. There is
so much going on. But let'sstart out with a medical
economics article. So ever feellike your job is stressful?
Imagine trying to save liveswhile dodging workplace
violence. Unfortunately, that isthe reality for many health care
workers today, and it's taking aserious toll on staff morale,
(01:42):
retention, and, mostimportantly, patient care. So,
yeah, this medical economicsarticle was published on March
5, and it's titled workplaceviolence, practice safety, and
patient care. It was with AndreaGreco, SVP of health care safety
at Centagix. And it highlightedjust per how pervasive this
issue is.
So in this q and a with AndreaGreco, she emphasizes that over
(02:06):
eighty percent of nurses haveexperienced workplace violence
in the past year. This kind ofstress doesn't just impact the
nurses themselves. It alsodirectly affects patient safety
and satisfaction, of course. Sowhat can health care leaders do?
Greco underscores the importanceof proactive safety measures,
including staff training,situational awareness, and
(02:27):
layered security protocols.
She stresses that listening toemployees and taking real
action, not just checking a box,makes a huge difference in
retention and workplace culture.One striking takeaway was that
more than 80% of incidents gounreported. So Greco encourages
health care organizations tocreate a zero tolerance policy
(02:50):
and make it easy for staff toreport safety concerns without
fear of retaliation. From clearsignage to visitor management
protocols, small steps can leadto big improvements in workplace
safety. So if you're looking toimprove staff morale, boost
retention, and ensure betterpractice care, this article is
really a must read.
(03:10):
As always, we will drop the linkto the article in the show
notes, so check it out for moreinformation. Okay, Daniel. Over
to you.
Daniel Williams (03:17):
Alright. Thanks for that, Colleen. And our next
article today is titled theshifting landscape in medical
practice staffing. This waspublished by Physicians
Practice, and it is based on the2025 staffing and salary survey,
which reveals the ongoingstruggle practices have to
(03:40):
maintain adequate staffinglevels. This survey sheds light
on the difficulties inrecruiting and retaining
qualified personnel, and it's achallenge that has been
exacerbated in recent years.
So I wanna share some of themain findings from that. The
most glaring statistic from thesurvey is that 41% of
(04:02):
respondents consider themselvesunderstaffed today, and that's
up significantly from 27% whoreported understaffing five
years ago. Paradoxically, 44% ofrespondents say that they have
hired more staff in the pastfive years, indicating that even
a hiring push can fail to keeppace with patient demand,
(04:26):
administrative complexity, anddue to retention in that
revolving door of staffing. Inlooking ahead, the majority or
60% expect their staffing levelsto remain the same in 2025.
Let's think about what thebiggest problem is, and that is
finding qualified people.
(04:47):
When asked about the biggeststaffing challenges out there,
an overwhelming 76% ofrespondents cited finding
qualified staff. All althoughthe labor market's tightness is
less acute than in previousyears, a significant shortage of
skilled professionals continues,particularly in positions
(05:07):
requiring specialized clinicalor administrative knowledge.
Other top concerns includeincreased workload and dual
roles, 37%, high staff turnover,20%, and lack of
professionalism, 22% cited that.These issues echo many of the
(05:28):
soft skill concerns we hearanecdotally from practice
managers. For instance, how tobalance the need for reliable,
congenial team players with thereality that some roles like
billers and coders or medicalassistants are in especially
high demand.
So let's talk about words ofwisdom from the field. One
(05:50):
unique facet this year's surveyincluded was the open ended
advice that administrators andphysician shared. Their
suggestions revolve aroundseveral common themes. Here's
what they had to say in theirown words. Invest in people,
train train new employees, andtreat your staff well
financially, and they will beloyal.
(06:13):
Next quote, don't delay ingetting rid of poor performers.
And if someone is not a good fitor brings negativity, don't wait
to remove them. Next practiceleader said, lead by example,
not intimidation, and build thatteam and continue perfecting it
(06:34):
every day. And our final quotefrom those surveyed, start
getting ready for AI. Controloverhead by limiting staffing to
adequate numbers, and we can'tcover our costs by just seeing
patients.
Let's look ahead. As we headdeeper into twenty twenty five,
(06:55):
the tension between adequatestaffing, compensation, and
practice profitability remainsat the forefront. With a
majority of practices stillrelying on traditional fee for
service reimbursement and only21% blending it with value based
care, controlling overhead ischallenging. Some practitioners
(07:16):
see concierge or direct paymodels as key to solving the
financial puzzle, but these arefar from universal solutions. So
with that said, Colleen, I don'tknow really what else we can
address from this particularsurvey, but I do wanna thank
Chris Mazzaloni for writing thisarticle and bringing this to
(07:38):
light.
Chris is a content vicepresident at MJH Life Sciences.
Colleen, what do you have upnext?
Colleen Luckett (07:48):
Alright. Ever get a surprise medical bill in
the mail and wonder how the heckit's legal? I do all the time.
It's not. At least it wasn'tsupposed to be, but now the very
office that helped enforce theno surprises act just got
gutted, throwing the system intochaos.
According to a fierce healthcare article published on March
(08:10):
5 as well, it's titled Trumpvowed to end surprise medical
bills. The office working onthat just got slashed. The
Center for Consumer Informationand Insurance Oversight or CCIIO
has been hit with major layoffs,cutting 15% of its workforce,
the same people responsible forprotecting patients from
(08:31):
unexpected medical bills. The NoSurprises Act signed into law in
2020 was supposed to protectpatients from out of network
billing nightmares, making surethey didn't get stuck paying
thousands for services at innetwork hospitals, but the
process to resolve billingdisputes has been overwhelmed.
In 2023 alone, more than 650,000disputes were filed.
(08:54):
The c c the CCIIO was working onstreamlining that system, but
those efforts have now beenderailed by the layoffs. Former
CCIIO deputy director, JeffGrant, called the cuts a, quote,
hot mess, warning that patients,hospitals, and insurers alike
will feel the impact. Theconsumer complaint system is
(09:16):
already drowning in cases, andwithout enough staff, disputes
will take longer to resolve, ifthey get resolved at all.
Meanwhile, health insurers areconcerned these cuts will drive
up costs for patients andemployers. Experts say reforms
to improve dispute resolutionwere this close to being
finalized, but with the officein disarray, those fixes may
(09:37):
never come.
And here's the real kicker, evendeeper cuts could be coming by
March 13. If you thought medicalbilling was frustrating before,
just wait. Yeah. Alright. Lotsof chaos.
Back to you, Daniel.
Daniel Williams (09:52):
Alright. So one of the biggest news items in
health care this week was theHIMSS twenty twenty five Global
Health Conference andExhibition. It was held this
week from March 3 to March 6 inLas Vegas, so maybe some of
y'all were there. And it didfeature a variety of sessions
aimed at addressing currentchallenges and innovations in
(10:15):
health care technology. Itpretty much it's just about the
biggest conference in healthcare.
It's certainly among them. Ourcolleague, Chris Harrop, has
been there this week, and he'sgiven us a couple of reports
along the way. We've been in acouple of virtual meetings with
Chris, and he's been sharingsome really interesting things
from there. Something else thatcame out from HIMSS this week
(10:38):
was the 2024 HIMSS HealthcareCybersecurity Survey. The
information I've got here, itappeared in a publication called
TechTarget.
It appeared on March 5 and waswritten by Jill McKeehan, and it
really does have someinteresting insights about that
particular topic. First off,about 55% of cybersecurity
(11:00):
professionals expect budgetincreases. The report makes it
clear. Bigger budgets meanbetter cybersecurity. We can at
least hope that.
More money means access tostronger tools, experienced
staff, and better overallprotection. On the flip side,
Hospitals and clinics with tightbudgets struggle to keep up with
(11:22):
growing cyber threats, andthat's a real risk for patient
care and data security. Where isthe extra money going? More than
half of respondents say it'llimprove cybersecurity tools.
Nearly half expect betterpolicies, and about a third
think it'll help with hiringmore staff.
That's important becausecybersecurity is only as strong
(11:45):
as the people running it.There's also an interesting
trend. Over 50% of health careIT departments saw overall
budget increases from 2024 to2025. That's good news, but
there is a problem. Morecybersecurity professionals
don't actually know what theirbudget is.
(12:06):
Back in 2020, '18 percent ofrespondents had no idea how much
their organization was spendingon cybersecurity. In 2024, that
number jumped to 23%. Eventhough spending is increasing,
there's a disconnect betweenleadership and the people
managing cybersecurity on theground. Bottom line, health care
(12:29):
organizations are putting moremoney into cybersecurity, but
there's still a long way to go.The report warns that without
proper funding, hospitals andclinics could face serious
disruptions to patient care,loss of trust, and big financial
hits.
It's one thing to have moremoney available. It is entirely
(12:50):
another thing to make sure it'sspent where it's actually
needed. Boy, I'll say, Colleen,I will turn this back to you.
Colleen Luckett (12:58):
That is not uplifting at all. Makes me
really nervous, actually, withall the cybersecurity attacks.
Money is there, and they're notusing it.
Daniel Williams (13:06):
Yep. Yep. That
Colleen Luckett (13:07):
was a great share, Daniel. That's good to
know. Alright. Let's wrap upthis article with this week's
MGMA stat poll in which welooked at leadership development
in medical practices, who'sgetting it, and how
organizations are making ithappen. We asked medical group
leaders which roles in theirorganizations have leadership
development goals, and theresults show that most
(13:29):
leadership training is focusedon managers and above with
nearly 70% of respondents sayingtheir efforts centered on
supervisors, department heads,or executives.
But about a third oforganizations extend leadership
development to nonmanagers aswell. So what does this training
actually look like? For managersand executives, organizations
(13:50):
reported using a mix ofprofessional development
opportunities such asconferences, in house courses,
mentorship programs, and tuitionreimbursement. Many
organizations have structuredleadership academies or training
initiatives designed to helpmanagers grow into more senior
roles. For non managers, someorganizations take a broader
approach by offering mentorship,structured training programs,
(14:12):
and career ladder opportunities.
These efforts help identify anddevelop future leaders early in
their careers. However, notevery organization has the
resources to provide leadershipdevelopment at all levels. Some
reported that staffing shortagesand time constraints limit their
ability to expand these programsbeyond higher level roles. And
(14:33):
why does this matter? Studiesshow that leadership isn't just
about titles.
It's about fostering a culturewhere all team members are
equipped to solve problems andadapt to challenges. Leadership
development at all levels canimprove engagement, strengthen
collaboration, and boostretention. By empowering staff,
whether they're frontlineemployees or seasoned managers,
(14:54):
organizations can create astronger, more agile team that's
prepared for the evolvingdemands of health care.
Developing leadership skillsshouldn't be confined to formal
training programs or justexecutives. Encouraging peer to
peer coaching, mentorship, andopen communication can help
teams function more cohesivelyand build a workplace where
(15:15):
employees feel valued andinvested in the organization's
success.
For more insights, be sure tocheck out the full article,
which, of course, we've includedin the show notes. And, hey,
would you like to share yourinsights on medical leadership
and industry trends? Then goahead and sign up for MGMA stat
by texting stat to 33550, orvisit ngma.com/mgma-stat to
(15:42):
participate in our weekly polls.And that does it for me today,
Daniel. Back to you.
Daniel Williams (15:47):
Oh, alright. So it came to my attention that not
only was there hymns in LasVegas this week, but because I'm
always looking forward, notlooking back, but looking
forward.
Colleen Luckett (15:59):
Nice.
Daniel Williams (16:00):
There was another conference in Vegas this
week, MGMA's operationsconference. And
Colleen Luckett (16:06):
Right on.
Daniel Williams (16:07):
Exactly. And so the interesting thing there is
that we did conduct, I believe,at last count, four interviews
with, either keynote speakers orbreakout session speakers, and
I'm gonna put direct links toall of those interviews. And we
had accompanying articles onMGMA.com. So some really good
(16:32):
takeaways, some tools, and tipsthat were provided there. I have
talked to a couple of the peoplewho were at our show, and they
had a great time there.
It may have been Vegas, may havebeen the show, may have been a
combination, but I definitelywanna make sure that that was
that was on y'all's radar. Thereason that I it totally slipped
my mind earlier was because I'malready interviewing people for
(16:54):
our financial conference, whichis coming up April 13 through
the fifteenth, and we'll be inour nation's capital,
Washington, DC. So I'm alreadyhave financial conference on
Brian. So you're gonna hear alot from that coming podcast
network as well coming up. Sountil then, just wanna thank all
of y'all for being MGMA podcastlisteners.
Colleen Luckett (17:17):
Thanks, everyone. See you next time.
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