August 5, 2022 • 28 mins
Let’s move the needle to Don Adamski from Organizational Excellence! He will discuss ProMedica culture, predictive indexes, self-care, and finding purpose.
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Episode Transcript
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Christy (00:18):
So we're back and we have a great guest with us today, Don Adamski
We'll kick it off to you, Don ifyou could just tell us about what
you do for the organization.
Introduce yourself a little bit and
Don (00:28):
sure.
Well, good morning everybody.
And it's great to be here.
Thanks for having me.
I work for organizationalexcellence, which is an arm of HR.
And in my arm, I take care ofa lot of leadership development
components throughout all of thesystem, not just clinical areas,
but finance it and I'm spending alot of time in paramount these days.
And I work with teams.
As teams, but also leaders of teams.
(00:50):
And we've gone through so much transitionhere in the last few years that I
spend a lot of times in networkingand meshing new teams together.
And then the other side of myresponsibilities, I do a lot of
executive coaching with our providers,physicians, nurse practitioners.
And one of the things that I haven'trealized till recently is that we
actually have over 600 apps, which.
(01:10):
Awesome to have for our organization.
So I do a lot of time with one-on-onecoaching with providers of all
natures and they can come to meeither if they're stressed out or
burned out, they also come to me ifthey want to go through a leadership.
Development component.
Also though, if there's strugglingwithin an office or within a floor
or surgical suite, I often getreferred to providers to work with
(01:31):
them as well, to try to find out whatreally we can do to support them.
Christy (01:35):
So when you say apps, you're talking like nurse practitioners,
physician assistants, right?
That's quite a large scope there.
Don (01:41):
Absolutely.
It's just, amazing.
I knew that we had a lot and I think itcan be a win, win, and I think we need
to do a much better job continuing toinvolve and create and support them.
I think it's really awesome.
There have been a great group offolks to work with, and they really
are dedicated to their craft.
No question about it.
Kasper (01:57):
Well, you do an amazing job.
You've helped me personally, in alot of ways, not just with leadership
development, which I continue toneed help with understand that.
But even, you know, personally,professionally burn out all
that stuff, we've had some greattimes and conversations together.
I almost think of you as likemy therapist, to some extent.
And, how'd you get into this, what'syour background, as far as that goes.
Don (02:18):
I have come from years and years, I'm actually a certified
chemical dependency counselor.
And so I started in that world quite.
Some time ago, probably in the ninetieswhere I was actually here at Toledo
at the old alcohol and drug treatmentcenter years ago from 89 to 96.
And then it's transformed fromthere , and I was the EAP for St.
Luke's for 18 years, of my career.
But what I have found, what Ireally enjoy now is it's different.
(02:41):
I don't look at it so muchanymore as counseling.
I look at it much more as.
It's a different piece.
And sometimes when you counsel it maybe a variety of things of emotional
health, but it also may have a lotto do with process and structure.
So I get called often into workwith say a physician, for example,
maybe about a behavior or.
Comments or whatever, but I reallylook at structure of what's going on.
(03:02):
And sometimes I may getcalled in infrastructure,
but it comes out as behavior.
And so a lot of people will justlook at it as counseling them.
I actually look at it a little differentlythan what I used to from knowing both
ends of that spectrum to really tryto do what I can to coach them and
look at some structure and process.
And then it really helps to reduce their.
Now
Kasper (03:20):
Yeah, you do a great job of it.
That's for sure.
We need more of you.
Don (03:22):
Yeah, yeah.
It's a lot.
I thought that maybe actuallyduring the pandemic that it might
slow down a bit because we went somuch to the virtual world that it
actually, the opposite happened.
It exploded even more so.
And I actually remember meetingsome physicians at their house
in the middle of the windstorm,outside 20 feet apart over a Bon.
Anything I could do to provide support,I think we need to do that more often.
(03:44):
We just gotta be and meet peoplewhere they are more often.
Kasper (03:48):
Well, along those same lines with the pandemic, you gave
an analogy to me that I've kind oftaken and used in many leadership
meetings, in discussions about thingsbecause we are starting to see from.
Behavioral perspectives, some moreaggressiveness, whether that's
staff to staff or patient to staff,and you made the analogy to me.
And I, I kind of took it a step furtherand said, it's like a football game.
(04:10):
Right?
You don't see any scuffle during the play.
It's always after the whistleblows and as C has kind of knock
on wood quieted down a little bit.
I think people are starting toreveal some of the stressors and the
burnout that's kind of occurred ofthe intensity of the last two years.
Don (04:26):
Yeah.
There's no question to me that I,hopefully when I knock on wood, As well,
but I definitely have had many, reach outto me, not only providers or physicians,
but also leaders throughout the system.
That for a long time, maybeI really didn't like Dr.
Casper, for the last 18 months,but I haven't said anything because
we have all been 24, 7 dedicatedand all hands on deck for COVID.
(04:47):
And now, as we are beginningto come out, as you say, I hope
more so when people breathe.
Now that they're breathing,all the emotions are coming in.
And so now I'll release that.
I really don't like him,but I just haven't told you
Christy (04:58):
it's like the end of the fight or flight.
So you're all your emotions are settling.
And
Don (05:02):
Yeah.
So I've been asked for a lot ofcalls out Christie for culture
work within the entire system.
Really not just clinical, but we've allbeen affected personally or professionally
with COVID somewhere along the line.
I would.
Christy (05:19):
you know, we hear that a lot culture work well,
we gotta change the culture.
We have to change the culture.
It's a slow moving thing.
And how do we do that?
what are some of the thingsthat you have come across that
helps that culture change?
When you wanna move the needle,
Don (05:31):
during COVID in the middle of COVID, it was really interesting.
The visibility of leadership was massive.
And the nurse, if you can recall, we.
Cars everywhere.
Right?
Honking horns and applaudingnurses from the outside.
And that visibility was huge.
I heard it throughout the nursingranks, as well as the physician
ranks, that visibility of seniorleadership is really, really critical.
And so I think we cannot forget that.
(05:52):
And, we need to continue those piecesthat we can continue to let people know
that we know what they do for sure.
And the other part to that though,is, when you ask people, if
they feel recognized for theirefforts most people in healthcare,
cuz it is a different industry
most people in healthcaresay I don't they don't.
For the recognition, but what's importantis that it's genuine and authentic.
(06:14):
And so we just, can't rubber stamp things.
Sometimes it's really important thatwhatever it is just really a genuine,
thank you, is really what people strivefor because healthcare is not like a job
it's more of a vocation or a passion.
What fills people's buckets inhealthcare primarily is the ability to.
And then, so that's really, those are somereal things in terms of leadership keys.
(06:35):
For me that I have foundreally to be helpful.
And I see leaders find success whenthey keep those things in top of mind.
Kasper (06:42):
Interesting.
It reminds me I we're on a golf trip onceand a buddy asked me, he goes, tell me
about a great surgical save you And Istarted thinking about it and I couldn't
come up with one Lord knows, trust me.
In 20 years, I have had probably a couple,but I couldn't really remember one.
And I said, cuz we focus all the time on.
What could we do differentand what could we do better?
We have morbidity mortality conferencesevery week, and we talk about our
(07:04):
complications and we look back andwith a fine tooth comb go, what could
we have intervened at a differentpoint to change that outcome?
And we never celebrate ourvictories, to your point.
But I think that shows the resilienceof a lot of healthcare workers
that we, we do it, not for therecognition, but we expect to save
people and take great care of them.
And we want to do it all the time.
(07:24):
98% of the time.
Don (07:25):
Mm-hmm , it's been really interesting just as a specific group.
I look at anesthesia and all ofanesthesia, CNAs, anesthesiologists,
and the pressure that they'reoften under and, when COVID hit.
they went right up from a reallystressful job where they have minimal
time to be able to actually make contactwith a patient and their family, like,
hello, nice to meet you goodbye.
(07:46):
And they go out.
Right.
But then they went right up to the COVIDunits, intubating patients at that time
who were really struggling for sure.
And that was one unusual piece.
And then the second unusual piece isthey also became surrogate families,
which that's not the norm for.
Because no one was allowed to visit.
people who were really struggl.
They also had to serve that role, thenwhen we came back, live like in the
(08:07):
June or July of that year, I think wewere something like 20,000 cases behind.
So the pressure just then amped up again.
So as two year point, bothof your points, really?
The concept of, I think about them alot, because I sense that there's the,
pressure's a little different there,but it is in all areas, but that one
that sticks out for me a lot because,of the type of work that they actually.
Christy (08:29):
Yeah.
Kasper (08:30):
Well, to your point, I mean the ebbs and flows of elective cases.
On again, off again, then the backlogof that that comes in puts tremendous
pressure on the operating room workflowand case volumes have been very high
and anesthesia had to manage that withtheir own workforce management issues
Christy (08:46):
The supply and medication shortages as well.
Kasper (08:48):
That too.
And I look at what happenedat the beginning of COVID
some of our anesthesia quick caredocs, Marla Atal is one that comes
to mind, just put the armor onand ran head first into that fire.
And Paul paring did an amazing joborganizing and helping coordinate that,
clinical command center that we had.
A lot of CNAs wereworking in there as well.
And they were the ones that were onthe innovation teams on the front.
(09:09):
So really, really courageous.
And obviously it's beengoing on for a long time.
Don (09:13):
For a non-clinical person like myself, I'm in total awe every
day of being around all providers.
But also to the nursing staff and thework that they all have done and continue
to do on a regular basis with the reachouts of leaders like yourselves on a
regular basis, how valuable that has been.
And I just think it's an amazing thingand what stuck and sticks in my mind,
(09:33):
our two thoughts, the first thought iswe need to always be aware to give each
other a little bit more grace, and that'sbeen a guiding word for me through COVID.
And then second part isto know how important it.
To be a team.
We can do a lot of things to take careof ourselves individually, but, I've
never met a bigger stress reducer inmy life than being a team so kudos
to all who have been in healthcare.
(09:53):
Really.
It's been amazing to me.
Kasper (09:55):
I look at Christie when you say that.
Don (09:57):
me too I was too just
have she
Kasper (10:00):
the national guard
Don (10:01):
and,
oh
Kasper (10:01):
pulling that off.
And
Don (10:02):
I hear about it all the time.
Kasper (10:04):
Oh yeah.
Absolutely.
Me too
Don (10:06):
really, really do
Christy (10:07):
well.
It took my team.
It wasn't just me, my team as the onethat helped get all that going together.
So definitely being a part ofteam makes it easier to come to
work every day and do a good job.
Don (10:17):
Just the feel that they brought and through your leadership that they
brought is still reverberating throughall of the hospitals that I'm aware of.
At least for
Kasper (10:26):
for sure.
well done.
Well done.
You
Don (10:29):
Christy That's not even a joke.
That's like, for real,
Kasper (10:31):
can't blush in a podcast.
Christy (10:35):
Thank you very
Don (10:35):
much.
No
Christy (10:36):
a lot.
you said you worked at St.
Luke's for 18 years and you were,counseling, you turn into coaching,
like you're pretty popular.
So everyone knows Donna Dansky.
Tell me some of your most memorablestories or some of the things
that kind of got you in theposition that you're in today?
Don (10:58):
I think a driving principle, honestly, for me and, I liked, pride
myself in being a teammate to be honest,but really is what's important to me is
that I'm effective versus being popular.
And I, I like having fun.
Joking around.
And I think that people do misnomer.
And when you look and do predictiveindex surveys or Hogans or other
different types of surveys, if yousee my extra versions, people would
(11:19):
assume that, I'm off to the righthigh off to the right, with an arrow.
But the truth is I'm deadcenter in the fulcrum.
And I thought and reflected uponthat in my career, honestly.
And I thought what people don'tknow is that most days I eat lunch.
And I think it's really,I thought about it.
Like maybe just, I didn't haveany friends, but I think I
really
Christy (11:36):
need that time to reset.
Like I'm an introvert as well.
Yeah.
Don (11:40):
isn't
Christy (11:40):
most people don't realize that, but you need that alone time to reset.
Don (11:44):
Yeah.
I have done it my whole career.
In particular.
I think back when I was a drugand alcohol counselor here with
adolescents, I always had lunchalone just to kinda gather myself.
And, and I think that's part of itthough, in terms of single success,
I can tell you, not only in thisworld now, but, back in the day, I
remember one time, my wife and I wentto Ralphy's restaurant for dinner
with my daughters and this waitresscame up and she slammed the silver.
(12:08):
on the table and I'm like,what did I, I'm a nice guy.
Like you say, Chrissy, whywould anybody do that to me?
And she came back and sheslammed my drinks on the table.
I'm like to my wife, Michelle,I go, do you know her?
She's like, I don't know her.
And then the third timeI'm like, wait a minute.
Did I.
Do something to you that I don't know, shegoes, you're my therapist 17 years ago.
And you were really toughand I am 17 years sober.
(12:30):
And I just had to give you crapbecause you gave me a bunch of craps.
So I'm
Christy (12:33):
this
Don (12:33):
messing with it.
She started crying and gave me ahug and it was the funniest thing.
And that was.
Definitely humbling Yeah.
For me, for sure.
Christy (12:40):
Yeah.
What a way to get your attention.
Kasper (12:43):
she was
Don (12:43):
got my attention,
Kasper (12:44):
trying to get a reaction outta you.
And She did.
she did.
speaking to your two daughters.
You've got one in Bloomington.
That's my Alma mater
Don (12:57):
Oh wow Yeah, I was there
Kasper (12:59):
little town Were you?
Don (13:00):
Yeah, we just were over there for the weekend.
And that was really interesting too.
My daughter, she had.
pregnancy and her delivery all throughCOVID, which was really challenging.
And then once she was borndifficulty with the food.
And they were dealing with somebody up inIndianapolis way, but it was 24 7 crying.
And there's no help.
There was no doctor.
I mean, there was no daycareeverything was shut down and then
(13:22):
I'm like we gotta do something.
So I found Dr.
Kumar.
I don't know if you know Dr.
Kumar here.
He's one of our pediatric GI
Christy (13:29):
Mm-hmm
Don (13:30):
oh, yeah.
Turned their world, my world around.
He was awesome on a televisit andthere's still patients to this day
and my granddaughter is just awesome.
So yeah, so that one and my other onegot married in August of last year.
Yeah.
So that was really cool.
She.
and about three months ago called me andsaid, dad, I, don't feel special anymore.
And I'm like, pocketbook saysyou were pretty special, so
(13:53):
so yeah, they're really cool.
and to see 'em we always have fun.
Kasper (13:56):
Good
for you and you like to golf
Don (13:58):
I do.
I love to golf.
Kasper (13:59):
We have to play golf
sometimes golf for someI've been known to golf
a little
Don (14:03):
Yeah.
I mean, maybe not.
Christy (14:04):
Uh,
there's golf mentioned on every podcast.
Don (14:07):
I'm not, is that how we connect the dots here?
Kasper (14:10):
you wanna talk about addiction, addiction therapy?
Don (14:12):
talking about addiction addiction therapy addiction
Kasper (14:13):
yeah, I could use some of that.
Don (14:15):
I, I do the tin cup typically when I'm around a pond, I just keep
it in and over and over and over,but yeah, and was really neat about
that when I was here from 89 to 90.
At Toledo hospital, my wife and I, and shewas the only woman on the league with us.
We golfed together on a golf leaguehere from todo hospital at Ottawa park.
Kasper (14:32):
Oh,
Don (14:32):
And so that's one thing
Christy (14:33):
can't believe you don't have that up and going Casper
Don (14:36):
come on, let's get on it.
We could do that.
Let's
do that.
It was a great time so manyyears and that's one thing
we've always done together.
And then we still do.
And so she and I do awful lot and it'sjust a way to get away from everything.
We actually shut our phones off.
Cuz if not, Dr.
Casper's will call me and say, Hey,you got a minute, wait a minute.
Let me putt
Kasper (14:56):
Amen.
Don (14:57):
Yeah.
So yeah, we love it.
And it's just, you can do ityoung old to whatever age, you
know, so we do, we do do it.
Kasper (15:02):
Oh that's fun Sure.
You do you golf Christy.
Christy (15:05):
No, I can't even put, put
Kasper (15:08):
I'll teach you happy to, I like teaching.
Christy (15:11):
All right.
Well, I'll take you upon it becauseI feel like I'm missing out.
Cuz we do talk golf onevery single podcast.
That's
Don (15:17):
Watch out for the windmill holes where the windmills going on a
Kasper (15:20):
the clowns mouth.
You mentioned something earlier,Don, which I just wanted to put
a plug out there, the predictive
index and you and I hadhad some conversations.
I know in the past about some of thesepersonality assessments and whatnot and.
You then took my, I say my team,but the management team at jobs
(15:45):
through that, which was awesome,our executive team as we call it.
then we did it with thephysician group, correct as well.
And that took two different groups, but.
You do an amazing job explaining that.
But I think what I found is a hugevalue for that is yes, you learn a lot
about yourself in that and what yourtendencies are, but more importantly,
you learn about your teammate'stendencies and that probably helps
you interact better with them in alot of ways is what I took out of
Don (16:08):
Yeah, for sure.
Since then, and even right in themiddle of that, it's exploded in a lot
of ways, the way I use it, at least.
And I know there's other areasin the system that use it
too, but it is a brief survey.
I've had some, employees,leaders say, Don, I have working
on this thing, this PI thing.
And so how long you've been working on it?
Oh, no.
More than 40 minutes.
And I'm like, that should take you.
So oh, I just wanna do it.
(16:30):
Right.
And so it's really an interesting thing,but that really has been amazing how
I do it with teams and the value thathas come from the team read backs.
So everyone's plotted on four differentquadrants as a team, and it really lets,
you know, are we process oriented orare we relational oriented or are we
focused on other things and, or results.
(16:51):
And it's really interesting tosee how the team, works together.
And once you do.
It makes you realize that wegot a great team for sure.
And we all are needed.
I'll never forget with Dr.
Casper when I was doing itwith his leadership team.
One of the things that his point wasplotted on was justifying and he's
like, This really bothers me that thisis up here, but the thing about the
(17:13):
predictive index is that it's all good.
It's just a snapshot in time.
And then the feedback though, which madeit powerful was the feedback for his team.
And what he meant is tosay if we have a point.
Prove it, and then we'll go forward.
And the feedback that he gotfrom his team was like, this is
exactly where we need you to be.
Thank you for being there.
And not that he got emotional atall in there, but I believe he
(17:34):
did, honestly, because the feedbackfrom your leaders was remarkable.
So yeah, I've continued to do that.
And actually it's been interestingthat I've done it for some teams
twice, because some now have wantedto see how COVID has impacted.
That's
Kasper (17:48):
That's interesting.
Don (17:49):
Yeah.
So it's been really interesting cuzmost times if you take it, it doesn't
change a whole lot, but COVID canbe one of those once in a generation
or once in a century type things.
And it has changed people a bit,I've done it with many leadership
teams throughout our entire system.
At this point,
Kasper (18:03):
I've taken it twice.
That's interesting as part of theleadership development and then
also with, you and the job team.
And I probably did get emotional.
I cry at commercials.
Um,
Don (18:12):
well, it's overwhelming.
I mean, you can see like, God, wereally do care about what's going on.
Cuz you don't always knowhow you're doing as a leader
Kasper (18:19):
well, and you have such a great way of disarming the.
You're getting that.
And it's personal and people, Ithink, look at it , as a, you know,
it's not judgemental in any way andyou have a great way of, I think,
disarming the room about that.
So the feedback starts coming backand I just found it to be really
a great team growth exercise.
And I just can't compliment youenough on how well you do that.
Yeah.
Don (18:39):
Yeah.
And then you can take it literally andthen do strategic planning from it.
And I've done that many timeswith many leadership teams.
he had a variety of hospitals orother leadership teams, and I'm
doing it right now with SDO H andKate Summerfield and her team.
And soon will be doing thestrategic planning piece.
And it's really neat that you canthen what can we focus on now for this
year or for the next couple years?
And it's.
Really valuable, I think to them andit's great to do when people enjoy it.
(19:02):
So I enjoy it.
It's always more fun to do stuff that way.
I don't like talking at people.
I like talking with them.
Christy (19:07):
You do have a way of engaging people and letting them put their,
guard down and getting them to open up.
It's definitely a talent that you have.
Don (19:15):
Could you call my wife and tell
Christy (19:16):
no
Don (19:16):
that nah,
absolutely.
Christy (19:19):
I'm more of a
Don (19:20):
a text
Christy (19:20):
That's that introvert coming out so I can
Don (19:22):
text
her.
Oh, no.
Christy (19:30):
if a leadership team wanted to contact you and render your services
and I'm coming to evaluate their teamand look at how they can build and focus
on strategic plan, how would they do so
Don (19:42):
The easiest way really is emailing me , many already have my cell phone.
So they often text, but emailingme is probably is the best way.
Or they go through their HR ops.
I work very closely with all HR operationfolks, at Toledo or wherever they
are, it could be system or, and nowit's gonna be Barb king a lot with.
The acute cares.
So often then they'll refer as well, butmany leaders also reach out on their own.
(20:06):
And then once we dothat, a lot of 'em will.
that we need some team building andI don't take that for face value.
I, that's why I always like to comein and evaluate myself a little bit
in some way, in a variety of differentways to make sure that's really
what they're looking for or needing.
I don't like putting bandaidson struggles or challenges.
I'd rather make sure that we focus onthe right things and not throw spaghetti
(20:27):
on a wall and see what sticks, butlet's make sure that we're hitting.
Pieces.
And then I think I've done enough over theyears where I can say, okay, let's head
down this path or, what I value, and whatI think people value the most, but they
also don't have the most is their time.
so I never like being too intrusive.
Because people are busy.
Yeah.
You know, and I don't want to createstress by me coming to create stress.
(20:48):
I wanna reduce.
I'm looking always at how can we doa time saver, but really with always
the focus being on what's best forthe patients and how do we get there.
I wanna be more helpful and resourcefulfor, everybody that I work with, not just
the physicians, but all leaders and teams
Christy (21:02):
would you say that you're more targeted at the leadership team of a
certain department or do you expandyour services to the entire team?
Don (21:09):
I like sticking really, because they're one of me, I like trying to do
my best to understand where the leadersare coming from mm-hmm and assimilating
them, especially when there's been.
So many leadership changes at times thatmake sure that those teams mesh, because
if they can be aligned all the leaders.
Then, it's gonna be able to impacttheir employees or their staff better.
(21:29):
Not that I never workwith all staff either.
I mean, sometimes when I finallypresent it's not just to the leadership
team, but it really is to all stafftoo, and maybe sometimes I'll even
start there, but it just depends.
I wanna make sure that I.
To make sure I'm givingpeople what they need.
What I care about is that you feelfulfilled in what you're doing.
And so I don't, I tryto dig a little deeper.
(21:50):
Happiness will come from that obviously,but I try to dig a little deeper
to make sure it's worth valuable.
And it's really benefits.
Not only you, but your patientsthan everyone that we touch
and all the caregivers.
That may hope.
That made sense.
Okay
Christy (22:03):
Makes sense.
Don (22:05):
my moon's aligned eventually.
Kasper (22:08):
that fulfillment thing
is so important Obviouslywe talk about it.
I say that fulfillment thing,but no fulfillment in your work
and your home life, everything.
do you use Kama Uhhuh?
Yeah, me too.
I found that to be
pretty
good.
from a purposeful
Don (22:22):
Yeah It helps me When I get stressed, I don't typically get angry.
Some people get short tempered.
I know when I'm kind of hitting mypoint when I'll leave for work in
the morning and my wife will runout and say, where are you going?
And I'm like, I'm going to work.
And she'll do that.
She'll ask me that three times.
And she's like, well, Don'tyou like need your keys.
So when that happens to me or somethinglike that happens to me two or three
(22:45):
times in a short period of time,I know that I need to reevaluate.
And that's where KU and resourcewill have helped me out quite a bit.
Just to recalibrate, just tobring it back down a little bit.
Christy (22:55):
Do you wanna give our listeners an overview of what that is?
Don (22:58):
So it's an app that I have and I was on the pilot originally.
And you can check in every day and it'sall about wellness and understanding.
What is your purpose each day?
Actually, I look at it as each day, butit does then overall look for a period
of time and really what your purposeoverall, and not only just in work but
your life and make sure you're headingin directions that you really want ahead.
(23:19):
And if you see some things and younotice it as you do it each day, you, I.
Not every day, I'll be honest, buta lot of days just to make sure I'm
doing those things that really, centerme, cuz that's important for me to
be able to be helpful to you that I'mcentered mm-hmm , you know, so I take
it seriously and I always have, and justtrying to look for those things that
help me feel fulfilled and purposed.
(23:41):
I don't like just to do, to do.
I don't like to do that because everyoneand myself are included are in business.
So I wanna make sure it's fora reason and for the right
Christy (23:49):
Yep.
And is this app available for everyone?
Don (23:51):
Mm, I think it is now,
Kasper (23:53):
Yeah.
It's a partnership with ProMedicaand Kimo, which is, with Vic
Strecker, who's a PhD psychologistup the university of Michigan.
Yep.
Who's helped develop this.
Don (24:02):
and it's just really recently, expanding.
And I think last week was wellnessweek or my wellbeing week or whatever.
And it was really cool, the podcastand all the different, lunch and
learns that were out there for theweek were really, very variable.
And we're getting great feedback about it.
Christy (24:16):
Good.
Kasper (24:17):
It works.
Don (24:18):
it does.
Christy (24:18):
I get the emails every day, but I don't know if all the staff know
about it or it's been very publicized.
I would say, I know the pilot group wasvery small mm-hmm and then it expanded.
Don (24:29):
Yeah.
So I think they're reallyfocusing on that now.
Really?
Mm-hmm to try to make sure that.
Our employees really begin to know what wedo offer in terms of support on a regular
basis, you know, and I think it's reallyimportant that we continue to improve.
may feel like you're doing well, butthink often about the, the nurses at
the bedside, how hard is it sometimesfor them to get on an email when
they're at the bedside all day?
(24:49):
And then at the end ofthe day, they're tired.
So I think that's why they'retrying to make it much more
portable and on your own time.
And when you feel free and then helpsreally address your purpose as well.
So I think that there's definiteefforts out there to try to
get it more well publicized andnot only what it is, but why.
And I think that's where theconnections really are being made.
Now,
Kasper (25:09):
wanna think those things, you know are reflective of the highest levels
of our organization, understanding theimportance of that for the workforce,
and also understanding the difficultiesand the stresses that certainly all
of our employees are under, not justduring the pandemic, but in daily life.
And what we do for a living healthcareis not the least stressful environment.
We deal with some prettysignificant things.
Don (25:29):
Well you know and right now, as we were talking earlier, The whole concept
of hopefully coming out of COVID.
I really believe that really just on thetip of the iceberg right now of a mental
health and emotional issues related to it.
So I think this is really the besttiming of all for the purposeful and
resourceful and every other kind ofsupport our EAP has done an amazing
job, program for all our employees.
(25:49):
But I think right now is when we'reall really concerned the most.
I think we're.
Even though we know there's beena lot, we're just hitting the tip
outta the iceberg with a lot of that.
So right now the timing of increasedadvertising and availability
and access for all employees islike really the perfect time.
Kasper (26:04):
Well, I think you're right.
You look at our pediatric population andcertainly everybody's kids and whatnot
going through COVID that isolation,that lack of inter social interaction.
I don't think we've yet to see what theimpact of that is long term, for sure.
Don (26:19):
You know, I did a lot of virtual things during COVID and I can remember
with a whole group of like 40 physicians,I did something virtual and talked.
I call it, get a grip is thename of the program that I do.
And in that it has two orthree slides talking about.
Isolation, paying attention to isolationand you're, if you're isolating or Dr.
Casper, you're finding yourself isolating.
And I talk about it.
(26:39):
And after I did that, I had like 12phone calls, like I'm, I'm doing it.
And so then I was ableto refer them to EAP.
And I think I would challengeeverybody out there right now is
a really important time if you seecoworkers or if, or even family
members, and you notice that they're.
Hey, just ask it's okay toask, and I think if we can do
that, we're gonna help a lot.
We're gonna help each other out.
(26:59):
And it will actually beginto really galvanize teams
that maybe are not even more.
So I do that every time.
Now, when I speak, I talk aboutisolating ourselves and it's really
important that we pay attention
Christy (27:11):
agreed
easily done and it's kind of slowmoving, so you don't really recognize it.
Don (27:16):
Right.
Right.
We included for sure.
Christy (27:18):
thank you for being with us today.
It is, you're definitely, a valuableresource for proa and we just wanted
to give an opportunity for more peopleto know who you are and what you do.
And, you have any like closing remarksthat you want our audience to know?
Don (27:31):
I just appreciate this, honestly, that you're doing this
and humbled to be asked for sure.
the one thing that is running throughmy head literally right now is that I
feel like I often walk around with adust pan and a broom and all, I really
think employees want each and everyday is to be able to come to work.
And if there are eggshells on thefloor, How do we sweep them up?
Because I think all people want is justto be able to come in and do their thing.
(27:54):
That's the first thing.
And then secondly, for me, I wanteverybody to be able to go home if it's
nighttime to enjoy your evening, ifit's in the daytime to enjoy your So
whenever you're not working to find away to enjoy that as compared to worrying
about work every second of the more wecan do that and the more we all support.
And you do both of you, Dr.
Casper and Chris, you dosuch a great job of that.
But I think we need to continueto do it more for all of us.
(28:16):
I mean, it's a, it's amazingwork that you all do.
So I'm glad just to be a part.
Kasper (28:21):
Don.
Christy (28:22):
Yes,
Thank you so much.
It was great.
We really appreciate it.
So we're back and we have a great guest with us today, Don Adamski
We'll kick it off to you, Don ifyou could just tell us about what
you do for the organization.
Introduce yourself a little bit and
Don (00:28):
sure.
Well, good morning everybody.
And it's great to be here.
Thanks for having me.
I work for organizationalexcellence, which is an arm of HR.
And in my arm, I take care ofa lot of leadership development
components throughout all of thesystem, not just clinical areas,
but finance it and I'm spending alot of time in paramount these days.
And I work with teams.
As teams, but also leaders of teams.
(00:50):
And we've gone through so much transitionhere in the last few years that I
spend a lot of times in networkingand meshing new teams together.
And then the other side of myresponsibilities, I do a lot of
executive coaching with our providers,physicians, nurse practitioners.
And one of the things that I haven'trealized till recently is that we
actually have over 600 apps, which.
(01:10):
Awesome to have for our organization.
So I do a lot of time with one-on-onecoaching with providers of all
natures and they can come to meeither if they're stressed out or
burned out, they also come to me ifthey want to go through a leadership.
Development component.
Also though, if there's strugglingwithin an office or within a floor
or surgical suite, I often getreferred to providers to work with
(01:31):
them as well, to try to find out whatreally we can do to support them.
Christy (01:35):
So when you say apps, you're talking like nurse practitioners,
physician assistants, right?
That's quite a large scope there.
Don (01:41):
Absolutely.
It's just, amazing.
I knew that we had a lot and I think itcan be a win, win, and I think we need
to do a much better job continuing toinvolve and create and support them.
I think it's really awesome.
There have been a great group offolks to work with, and they really
are dedicated to their craft.
No question about it.
Kasper (01:57):
Well, you do an amazing job.
You've helped me personally, in alot of ways, not just with leadership
development, which I continue toneed help with understand that.
But even, you know, personally,professionally burn out all
that stuff, we've had some greattimes and conversations together.
I almost think of you as likemy therapist, to some extent.
And, how'd you get into this, what'syour background, as far as that goes.
Don (02:18):
I have come from years and years, I'm actually a certified
chemical dependency counselor.
And so I started in that world quite.
Some time ago, probably in the ninetieswhere I was actually here at Toledo
at the old alcohol and drug treatmentcenter years ago from 89 to 96.
And then it's transformed fromthere , and I was the EAP for St.
Luke's for 18 years, of my career.
But what I have found, what Ireally enjoy now is it's different.
(02:41):
I don't look at it so muchanymore as counseling.
I look at it much more as.
It's a different piece.
And sometimes when you counsel it maybe a variety of things of emotional
health, but it also may have a lotto do with process and structure.
So I get called often into workwith say a physician, for example,
maybe about a behavior or.
Comments or whatever, but I reallylook at structure of what's going on.
(03:02):
And sometimes I may getcalled in infrastructure,
but it comes out as behavior.
And so a lot of people will justlook at it as counseling them.
I actually look at it a little differentlythan what I used to from knowing both
ends of that spectrum to really tryto do what I can to coach them and
look at some structure and process.
And then it really helps to reduce their.
Now
Kasper (03:20):
Yeah, you do a great job of it.
That's for sure.
We need more of you.
Don (03:22):
Yeah, yeah.
It's a lot.
I thought that maybe actuallyduring the pandemic that it might
slow down a bit because we went somuch to the virtual world that it
actually, the opposite happened.
It exploded even more so.
And I actually remember meetingsome physicians at their house
in the middle of the windstorm,outside 20 feet apart over a Bon.
Anything I could do to provide support,I think we need to do that more often.
(03:44):
We just gotta be and meet peoplewhere they are more often.
Kasper (03:48):
Well, along those same lines with the pandemic, you gave
an analogy to me that I've kind oftaken and used in many leadership
meetings, in discussions about thingsbecause we are starting to see from.
Behavioral perspectives, some moreaggressiveness, whether that's
staff to staff or patient to staff,and you made the analogy to me.
And I, I kind of took it a step furtherand said, it's like a football game.
(04:10):
Right?
You don't see any scuffle during the play.
It's always after the whistleblows and as C has kind of knock
on wood quieted down a little bit.
I think people are starting toreveal some of the stressors and the
burnout that's kind of occurred ofthe intensity of the last two years.
Don (04:26):
Yeah.
There's no question to me that I,hopefully when I knock on wood, As well,
but I definitely have had many, reach outto me, not only providers or physicians,
but also leaders throughout the system.
That for a long time, maybeI really didn't like Dr.
Casper, for the last 18 months,but I haven't said anything because
we have all been 24, 7 dedicatedand all hands on deck for COVID.
(04:47):
And now, as we are beginningto come out, as you say, I hope
more so when people breathe.
Now that they're breathing,all the emotions are coming in.
And so now I'll release that.
I really don't like him,but I just haven't told you
Christy (04:58):
it's like the end of the fight or flight.
So you're all your emotions are settling.
And
Don (05:02):
Yeah.
So I've been asked for a lot ofcalls out Christie for culture
work within the entire system.
Really not just clinical, but we've allbeen affected personally or professionally
with COVID somewhere along the line.
I would.
Christy (05:19):
you know, we hear that a lot culture work well,
we gotta change the culture.
We have to change the culture.
It's a slow moving thing.
And how do we do that?
what are some of the thingsthat you have come across that
helps that culture change?
When you wanna move the needle,
Don (05:31):
during COVID in the middle of COVID, it was really interesting.
The visibility of leadership was massive.
And the nurse, if you can recall, we.
Cars everywhere.
Right?
Honking horns and applaudingnurses from the outside.
And that visibility was huge.
I heard it throughout the nursingranks, as well as the physician
ranks, that visibility of seniorleadership is really, really critical.
And so I think we cannot forget that.
(05:52):
And, we need to continue those piecesthat we can continue to let people know
that we know what they do for sure.
And the other part to that though,is, when you ask people, if
they feel recognized for theirefforts most people in healthcare,
cuz it is a different industry
most people in healthcaresay I don't they don't.
For the recognition, but what's importantis that it's genuine and authentic.
(06:14):
And so we just, can't rubber stamp things.
Sometimes it's really important thatwhatever it is just really a genuine,
thank you, is really what people strivefor because healthcare is not like a job
it's more of a vocation or a passion.
What fills people's buckets inhealthcare primarily is the ability to.
And then, so that's really, those are somereal things in terms of leadership keys.
(06:35):
For me that I have foundreally to be helpful.
And I see leaders find success whenthey keep those things in top of mind.
Kasper (06:42):
Interesting.
It reminds me I we're on a golf trip onceand a buddy asked me, he goes, tell me
about a great surgical save you And Istarted thinking about it and I couldn't
come up with one Lord knows, trust me.
In 20 years, I have had probably a couple,but I couldn't really remember one.
And I said, cuz we focus all the time on.
What could we do differentand what could we do better?
We have morbidity mortality conferencesevery week, and we talk about our
(07:04):
complications and we look back andwith a fine tooth comb go, what could
we have intervened at a differentpoint to change that outcome?
And we never celebrate ourvictories, to your point.
But I think that shows the resilienceof a lot of healthcare workers
that we, we do it, not for therecognition, but we expect to save
people and take great care of them.
And we want to do it all the time.
(07:24):
98% of the time.
Don (07:25):
Mm-hmm , it's been really interesting just as a specific group.
I look at anesthesia and all ofanesthesia, CNAs, anesthesiologists,
and the pressure that they'reoften under and, when COVID hit.
they went right up from a reallystressful job where they have minimal
time to be able to actually make contactwith a patient and their family, like,
hello, nice to meet you goodbye.
(07:46):
And they go out.
Right.
But then they went right up to the COVIDunits, intubating patients at that time
who were really struggling for sure.
And that was one unusual piece.
And then the second unusual piece isthey also became surrogate families,
which that's not the norm for.
Because no one was allowed to visit.
people who were really struggl.
They also had to serve that role, thenwhen we came back, live like in the
(08:07):
June or July of that year, I think wewere something like 20,000 cases behind.
So the pressure just then amped up again.
So as two year point, bothof your points, really?
The concept of, I think about them alot, because I sense that there's the,
pressure's a little different there,but it is in all areas, but that one
that sticks out for me a lot because,of the type of work that they actually.
Christy (08:29):
Yeah.
Kasper (08:30):
Well, to your point, I mean the ebbs and flows of elective cases.
On again, off again, then the backlogof that that comes in puts tremendous
pressure on the operating room workflowand case volumes have been very high
and anesthesia had to manage that withtheir own workforce management issues
Christy (08:46):
The supply and medication shortages as well.
Kasper (08:48):
That too.
And I look at what happenedat the beginning of COVID
some of our anesthesia quick caredocs, Marla Atal is one that comes
to mind, just put the armor onand ran head first into that fire.
And Paul paring did an amazing joborganizing and helping coordinate that,
clinical command center that we had.
A lot of CNAs wereworking in there as well.
And they were the ones that were onthe innovation teams on the front.
(09:09):
So really, really courageous.
And obviously it's beengoing on for a long time.
Don (09:13):
For a non-clinical person like myself, I'm in total awe every
day of being around all providers.
But also to the nursing staff and thework that they all have done and continue
to do on a regular basis with the reachouts of leaders like yourselves on a
regular basis, how valuable that has been.
And I just think it's an amazing thingand what stuck and sticks in my mind,
(09:33):
our two thoughts, the first thought iswe need to always be aware to give each
other a little bit more grace, and that'sbeen a guiding word for me through COVID.
And then second part isto know how important it.
To be a team.
We can do a lot of things to take careof ourselves individually, but, I've
never met a bigger stress reducer inmy life than being a team so kudos
to all who have been in healthcare.
(09:53):
Really.
It's been amazing to me.
Kasper (09:55):
I look at Christie when you say that.
Don (09:57):
me too I was too just
have she
Kasper (10:00):
the national guard
Don (10:01):
and,
oh
Kasper (10:01):
pulling that off.
And
Don (10:02):
I hear about it all the time.
Kasper (10:04):
Oh yeah.
Absolutely.
Me too
Don (10:06):
really, really do
Christy (10:07):
well.
It took my team.
It wasn't just me, my team as the onethat helped get all that going together.
So definitely being a part ofteam makes it easier to come to
work every day and do a good job.
Don (10:17):
Just the feel that they brought and through your leadership that they
brought is still reverberating throughall of the hospitals that I'm aware of.
At least for
Kasper (10:26):
for sure.
well done.
Well done.
You
Don (10:29):
Christy That's not even a joke.
That's like, for real,
Kasper (10:31):
can't blush in a podcast.
Christy (10:35):
Thank you very
Don (10:35):
much.
No
Christy (10:36):
a lot.
you said you worked at St.
Luke's for 18 years and you were,counseling, you turn into coaching,
like you're pretty popular.
So everyone knows Donna Dansky.
Tell me some of your most memorablestories or some of the things
that kind of got you in theposition that you're in today?
Don (10:58):
I think a driving principle, honestly, for me and, I liked, pride
myself in being a teammate to be honest,but really is what's important to me is
that I'm effective versus being popular.
And I, I like having fun.
Joking around.
And I think that people do misnomer.
And when you look and do predictiveindex surveys or Hogans or other
different types of surveys, if yousee my extra versions, people would
(11:19):
assume that, I'm off to the righthigh off to the right, with an arrow.
But the truth is I'm deadcenter in the fulcrum.
And I thought and reflected uponthat in my career, honestly.
And I thought what people don'tknow is that most days I eat lunch.
And I think it's really,I thought about it.
Like maybe just, I didn't haveany friends, but I think I
really
Christy (11:36):
need that time to reset.
Like I'm an introvert as well.
Yeah.
Don (11:40):
isn't
Christy (11:40):
most people don't realize that, but you need that alone time to reset.
Don (11:44):
Yeah.
I have done it my whole career.
In particular.
I think back when I was a drugand alcohol counselor here with
adolescents, I always had lunchalone just to kinda gather myself.
And, and I think that's part of itthough, in terms of single success,
I can tell you, not only in thisworld now, but, back in the day, I
remember one time, my wife and I wentto Ralphy's restaurant for dinner
with my daughters and this waitresscame up and she slammed the silver.
(12:08):
on the table and I'm like,what did I, I'm a nice guy.
Like you say, Chrissy, whywould anybody do that to me?
And she came back and sheslammed my drinks on the table.
I'm like to my wife, Michelle,I go, do you know her?
She's like, I don't know her.
And then the third timeI'm like, wait a minute.
Did I.
Do something to you that I don't know, shegoes, you're my therapist 17 years ago.
And you were really toughand I am 17 years sober.
(12:30):
And I just had to give you crapbecause you gave me a bunch of craps.
So I'm
Christy (12:33):
this
Don (12:33):
messing with it.
She started crying and gave me ahug and it was the funniest thing.
And that was.
Definitely humbling Yeah.
For me, for sure.
Christy (12:40):
Yeah.
What a way to get your attention.
Kasper (12:43):
she was
Don (12:43):
got my attention,
Kasper (12:44):
trying to get a reaction outta you.
And She did.
she did.
speaking to your two daughters.
You've got one in Bloomington.
That's my Alma mater
Don (12:57):
Oh wow Yeah, I was there
Kasper (12:59):
little town Were you?
Don (13:00):
Yeah, we just were over there for the weekend.
And that was really interesting too.
My daughter, she had.
pregnancy and her delivery all throughCOVID, which was really challenging.
And then once she was borndifficulty with the food.
And they were dealing with somebody up inIndianapolis way, but it was 24 7 crying.
And there's no help.
There was no doctor.
I mean, there was no daycareeverything was shut down and then
(13:22):
I'm like we gotta do something.
So I found Dr.
Kumar.
I don't know if you know Dr.
Kumar here.
He's one of our pediatric GI
Christy (13:29):
Mm-hmm
Don (13:30):
oh, yeah.
Turned their world, my world around.
He was awesome on a televisit andthere's still patients to this day
and my granddaughter is just awesome.
So yeah, so that one and my other onegot married in August of last year.
Yeah.
So that was really cool.
She.
and about three months ago called me andsaid, dad, I, don't feel special anymore.
And I'm like, pocketbook saysyou were pretty special, so
(13:53):
so yeah, they're really cool.
and to see 'em we always have fun.
Kasper (13:56):
Good
for you and you like to golf
Don (13:58):
I do.
I love to golf.
Kasper (13:59):
We have to play golf
sometimes golf for someI've been known to golf
a little
Don (14:03):
Yeah.
I mean, maybe not.
Christy (14:04):
Uh,
there's golf mentioned on every podcast.
Don (14:07):
I'm not, is that how we connect the dots here?
Kasper (14:10):
you wanna talk about addiction, addiction therapy?
Don (14:12):
talking about addiction addiction therapy addiction
Kasper (14:13):
yeah, I could use some of that.
Don (14:15):
I, I do the tin cup typically when I'm around a pond, I just keep
it in and over and over and over,but yeah, and was really neat about
that when I was here from 89 to 90.
At Toledo hospital, my wife and I, and shewas the only woman on the league with us.
We golfed together on a golf leaguehere from todo hospital at Ottawa park.
Kasper (14:32):
Oh,
Don (14:32):
And so that's one thing
Christy (14:33):
can't believe you don't have that up and going Casper
Don (14:36):
come on, let's get on it.
We could do that.
Let's
do that.
It was a great time so manyyears and that's one thing
we've always done together.
And then we still do.
And so she and I do awful lot and it'sjust a way to get away from everything.
We actually shut our phones off.
Cuz if not, Dr.
Casper's will call me and say, Hey,you got a minute, wait a minute.
Let me putt
Kasper (14:56):
Amen.
Don (14:57):
Yeah.
So yeah, we love it.
And it's just, you can do ityoung old to whatever age, you
know, so we do, we do do it.
Kasper (15:02):
Oh that's fun Sure.
You do you golf Christy.
Christy (15:05):
No, I can't even put, put
Kasper (15:08):
I'll teach you happy to, I like teaching.
Christy (15:11):
All right.
Well, I'll take you upon it becauseI feel like I'm missing out.
Cuz we do talk golf onevery single podcast.
That's
Don (15:17):
Watch out for the windmill holes where the windmills going on a
Kasper (15:20):
the clowns mouth.
You mentioned something earlier,Don, which I just wanted to put
a plug out there, the predictive
index and you and I hadhad some conversations.
I know in the past about some of thesepersonality assessments and whatnot and.
You then took my, I say my team,but the management team at jobs
(15:45):
through that, which was awesome,our executive team as we call it.
then we did it with thephysician group, correct as well.
And that took two different groups, but.
You do an amazing job explaining that.
But I think what I found is a hugevalue for that is yes, you learn a lot
about yourself in that and what yourtendencies are, but more importantly,
you learn about your teammate'stendencies and that probably helps
you interact better with them in alot of ways is what I took out of
Don (16:08):
Yeah, for sure.
Since then, and even right in themiddle of that, it's exploded in a lot
of ways, the way I use it, at least.
And I know there's other areasin the system that use it
too, but it is a brief survey.
I've had some, employees,leaders say, Don, I have working
on this thing, this PI thing.
And so how long you've been working on it?
Oh, no.
More than 40 minutes.
And I'm like, that should take you.
So oh, I just wanna do it.
(16:30):
Right.
And so it's really an interesting thing,but that really has been amazing how
I do it with teams and the value thathas come from the team read backs.
So everyone's plotted on four differentquadrants as a team, and it really lets,
you know, are we process oriented orare we relational oriented or are we
focused on other things and, or results.
(16:51):
And it's really interesting tosee how the team, works together.
And once you do.
It makes you realize that wegot a great team for sure.
And we all are needed.
I'll never forget with Dr.
Casper when I was doing itwith his leadership team.
One of the things that his point wasplotted on was justifying and he's
like, This really bothers me that thisis up here, but the thing about the
(17:13):
predictive index is that it's all good.
It's just a snapshot in time.
And then the feedback though, which madeit powerful was the feedback for his team.
And what he meant is tosay if we have a point.
Prove it, and then we'll go forward.
And the feedback that he gotfrom his team was like, this is
exactly where we need you to be.
Thank you for being there.
And not that he got emotional atall in there, but I believe he
(17:34):
did, honestly, because the feedbackfrom your leaders was remarkable.
So yeah, I've continued to do that.
And actually it's been interestingthat I've done it for some teams
twice, because some now have wantedto see how COVID has impacted.
That's
Kasper (17:48):
That's interesting.
Don (17:49):
Yeah.
So it's been really interesting cuzmost times if you take it, it doesn't
change a whole lot, but COVID canbe one of those once in a generation
or once in a century type things.
And it has changed people a bit,I've done it with many leadership
teams throughout our entire system.
At this point,
Kasper (18:03):
I've taken it twice.
That's interesting as part of theleadership development and then
also with, you and the job team.
And I probably did get emotional.
I cry at commercials.
Um,
Don (18:12):
well, it's overwhelming.
I mean, you can see like, God, wereally do care about what's going on.
Cuz you don't always knowhow you're doing as a leader
Kasper (18:19):
well, and you have such a great way of disarming the.
You're getting that.
And it's personal and people, Ithink, look at it , as a, you know,
it's not judgemental in any way andyou have a great way of, I think,
disarming the room about that.
So the feedback starts coming backand I just found it to be really
a great team growth exercise.
And I just can't compliment youenough on how well you do that.
Yeah.
Don (18:39):
Yeah.
And then you can take it literally andthen do strategic planning from it.
And I've done that many timeswith many leadership teams.
he had a variety of hospitals orother leadership teams, and I'm
doing it right now with SDO H andKate Summerfield and her team.
And soon will be doing thestrategic planning piece.
And it's really neat that you canthen what can we focus on now for this
year or for the next couple years?
And it's.
Really valuable, I think to them andit's great to do when people enjoy it.
(19:02):
So I enjoy it.
It's always more fun to do stuff that way.
I don't like talking at people.
I like talking with them.
Christy (19:07):
You do have a way of engaging people and letting them put their,
guard down and getting them to open up.
It's definitely a talent that you have.
Don (19:15):
Could you call my wife and tell
Christy (19:16):
no
Don (19:16):
that nah,
absolutely.
Christy (19:19):
I'm more of a
Don (19:20):
a text
Christy (19:20):
That's that introvert coming out so I can
Don (19:22):
text
her.
Oh, no.
Christy (19:30):
if a leadership team wanted to contact you and render your services
and I'm coming to evaluate their teamand look at how they can build and focus
on strategic plan, how would they do so
Don (19:42):
The easiest way really is emailing me , many already have my cell phone.
So they often text, but emailingme is probably is the best way.
Or they go through their HR ops.
I work very closely with all HR operationfolks, at Toledo or wherever they
are, it could be system or, and nowit's gonna be Barb king a lot with.
The acute cares.
So often then they'll refer as well, butmany leaders also reach out on their own.
(20:06):
And then once we dothat, a lot of 'em will.
that we need some team building andI don't take that for face value.
I, that's why I always like to comein and evaluate myself a little bit
in some way, in a variety of differentways to make sure that's really
what they're looking for or needing.
I don't like putting bandaidson struggles or challenges.
I'd rather make sure that we focus onthe right things and not throw spaghetti
(20:27):
on a wall and see what sticks, butlet's make sure that we're hitting.
Pieces.
And then I think I've done enough over theyears where I can say, okay, let's head
down this path or, what I value, and whatI think people value the most, but they
also don't have the most is their time.
so I never like being too intrusive.
Because people are busy.
Yeah.
You know, and I don't want to createstress by me coming to create stress.
(20:48):
I wanna reduce.
I'm looking always at how can we doa time saver, but really with always
the focus being on what's best forthe patients and how do we get there.
I wanna be more helpful and resourcefulfor, everybody that I work with, not just
the physicians, but all leaders and teams
Christy (21:02):
would you say that you're more targeted at the leadership team of a
certain department or do you expandyour services to the entire team?
Don (21:09):
I like sticking really, because they're one of me, I like trying to do
my best to understand where the leadersare coming from mm-hmm and assimilating
them, especially when there's been.
So many leadership changes at times thatmake sure that those teams mesh, because
if they can be aligned all the leaders.
Then, it's gonna be able to impacttheir employees or their staff better.
(21:29):
Not that I never workwith all staff either.
I mean, sometimes when I finallypresent it's not just to the leadership
team, but it really is to all stafftoo, and maybe sometimes I'll even
start there, but it just depends.
I wanna make sure that I.
To make sure I'm givingpeople what they need.
What I care about is that you feelfulfilled in what you're doing.
And so I don't, I tryto dig a little deeper.
(21:50):
Happiness will come from that obviously,but I try to dig a little deeper
to make sure it's worth valuable.
And it's really benefits.
Not only you, but your patientsthan everyone that we touch
and all the caregivers.
That may hope.
That made sense.
Okay
Christy (22:03):
Makes sense.
Don (22:05):
my moon's aligned eventually.
Kasper (22:08):
that fulfillment thing
is so important Obviouslywe talk about it.
I say that fulfillment thing,but no fulfillment in your work
and your home life, everything.
do you use Kama Uhhuh?
Yeah, me too.
I found that to be
pretty
good.
from a purposeful
Don (22:22):
Yeah It helps me When I get stressed, I don't typically get angry.
Some people get short tempered.
I know when I'm kind of hitting mypoint when I'll leave for work in
the morning and my wife will runout and say, where are you going?
And I'm like, I'm going to work.
And she'll do that.
She'll ask me that three times.
And she's like, well, Don'tyou like need your keys.
So when that happens to me or somethinglike that happens to me two or three
(22:45):
times in a short period of time,I know that I need to reevaluate.
And that's where KU and resourcewill have helped me out quite a bit.
Just to recalibrate, just tobring it back down a little bit.
Christy (22:55):
Do you wanna give our listeners an overview of what that is?
Don (22:58):
So it's an app that I have and I was on the pilot originally.
And you can check in every day and it'sall about wellness and understanding.
What is your purpose each day?
Actually, I look at it as each day, butit does then overall look for a period
of time and really what your purposeoverall, and not only just in work but
your life and make sure you're headingin directions that you really want ahead.
(23:19):
And if you see some things and younotice it as you do it each day, you, I.
Not every day, I'll be honest, buta lot of days just to make sure I'm
doing those things that really, centerme, cuz that's important for me to
be able to be helpful to you that I'mcentered mm-hmm , you know, so I take
it seriously and I always have, and justtrying to look for those things that
help me feel fulfilled and purposed.
(23:41):
I don't like just to do, to do.
I don't like to do that because everyoneand myself are included are in business.
So I wanna make sure it's fora reason and for the right
Christy (23:49):
Yep.
And is this app available for everyone?
Don (23:51):
Mm, I think it is now,
Kasper (23:53):
Yeah.
It's a partnership with ProMedicaand Kimo, which is, with Vic
Strecker, who's a PhD psychologistup the university of Michigan.
Yep.
Who's helped develop this.
Don (24:02):
and it's just really recently, expanding.
And I think last week was wellnessweek or my wellbeing week or whatever.
And it was really cool, the podcastand all the different, lunch and
learns that were out there for theweek were really, very variable.
And we're getting great feedback about it.
Christy (24:16):
Good.
Kasper (24:17):
It works.
Don (24:18):
it does.
Christy (24:18):
I get the emails every day, but I don't know if all the staff know
about it or it's been very publicized.
I would say, I know the pilot group wasvery small mm-hmm and then it expanded.
Don (24:29):
Yeah.
So I think they're reallyfocusing on that now.
Really?
Mm-hmm to try to make sure that.
Our employees really begin to know what wedo offer in terms of support on a regular
basis, you know, and I think it's reallyimportant that we continue to improve.
may feel like you're doing well, butthink often about the, the nurses at
the bedside, how hard is it sometimesfor them to get on an email when
they're at the bedside all day?
(24:49):
And then at the end ofthe day, they're tired.
So I think that's why they'retrying to make it much more
portable and on your own time.
And when you feel free and then helpsreally address your purpose as well.
So I think that there's definiteefforts out there to try to
get it more well publicized andnot only what it is, but why.
And I think that's where theconnections really are being made.
Now,
Kasper (25:09):
wanna think those things, you know are reflective of the highest levels
of our organization, understanding theimportance of that for the workforce,
and also understanding the difficultiesand the stresses that certainly all
of our employees are under, not justduring the pandemic, but in daily life.
And what we do for a living healthcareis not the least stressful environment.
We deal with some prettysignificant things.
Don (25:29):
Well you know and right now, as we were talking earlier, The whole concept
of hopefully coming out of COVID.
I really believe that really just on thetip of the iceberg right now of a mental
health and emotional issues related to it.
So I think this is really the besttiming of all for the purposeful and
resourceful and every other kind ofsupport our EAP has done an amazing
job, program for all our employees.
(25:49):
But I think right now is when we'reall really concerned the most.
I think we're.
Even though we know there's beena lot, we're just hitting the tip
outta the iceberg with a lot of that.
So right now the timing of increasedadvertising and availability
and access for all employees islike really the perfect time.
Kasper (26:04):
Well, I think you're right.
You look at our pediatric population andcertainly everybody's kids and whatnot
going through COVID that isolation,that lack of inter social interaction.
I don't think we've yet to see what theimpact of that is long term, for sure.
Don (26:19):
You know, I did a lot of virtual things during COVID and I can remember
with a whole group of like 40 physicians,I did something virtual and talked.
I call it, get a grip is thename of the program that I do.
And in that it has two orthree slides talking about.
Isolation, paying attention to isolationand you're, if you're isolating or Dr.
Casper, you're finding yourself isolating.
And I talk about it.
(26:39):
And after I did that, I had like 12phone calls, like I'm, I'm doing it.
And so then I was ableto refer them to EAP.
And I think I would challengeeverybody out there right now is
a really important time if you seecoworkers or if, or even family
members, and you notice that they're.
Hey, just ask it's okay toask, and I think if we can do
that, we're gonna help a lot.
We're gonna help each other out.
(26:59):
And it will actually beginto really galvanize teams
that maybe are not even more.
So I do that every time.
Now, when I speak, I talk aboutisolating ourselves and it's really
important that we pay attention
Christy (27:11):
agreed
easily done and it's kind of slowmoving, so you don't really recognize it.
Don (27:16):
Right.
Right.
We included for sure.
Christy (27:18):
thank you for being with us today.
It is, you're definitely, a valuableresource for proa and we just wanted
to give an opportunity for more peopleto know who you are and what you do.
And, you have any like closing remarksthat you want our audience to know?
Don (27:31):
I just appreciate this, honestly, that you're doing this
and humbled to be asked for sure.
the one thing that is running throughmy head literally right now is that I
feel like I often walk around with adust pan and a broom and all, I really
think employees want each and everyday is to be able to come to work.
And if there are eggshells on thefloor, How do we sweep them up?
Because I think all people want is justto be able to come in and do their thing.
(27:54):
That's the first thing.
And then secondly, for me, I wanteverybody to be able to go home if it's
nighttime to enjoy your evening, ifit's in the daytime to enjoy your So
whenever you're not working to find away to enjoy that as compared to worrying
about work every second of the more wecan do that and the more we all support.
And you do both of you, Dr.
Casper and Chris, you dosuch a great job of that.
But I think we need to continueto do it more for all of us.
(28:16):
I mean, it's a, it's amazingwork that you all do.
So I'm glad just to be a part.
Kasper (28:21):
Don.
Christy (28:22):
Yes,
Thank you so much.
It was great.
We really appreciate it.
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