May 14, 2026

What Successful Leaders Do Differently in Their First 90 Days

What Successful Leaders Do Differently in Their First 90 Days
iHeartRadio podcast player iconSpotify podcast player iconYoutube Music podcast player iconAmazon Music podcast player iconApple Podcasts podcast player iconPandora podcast player iconAudible podcast player iconPodchaser podcast player iconAudacy podcast player iconSpreaker podcast player iconDeezer podcast player iconPodcast Addict podcast player iconJioSaavn podcast player iconTuneIn podcast player iconCastbox podcast player iconCastamatic podcast player iconCastro podcast player iconFountain podcast player iconGoodpods podcast player iconOvercast podcast player iconPlayerFM podcast player iconPocketCasts podcast player iconPodimo podcast player iconPodurama podcast player iconPodverse podcast player iconPodyssey podcast player iconRSS Feed podcast player iconYouTube podcast player icon
iHeartRadio podcast player iconSpotify podcast player iconYoutube Music podcast player iconAmazon Music podcast player iconApple Podcasts podcast player iconPandora podcast player iconAudible podcast player iconPodchaser podcast player iconAudacy podcast player iconSpreaker podcast player iconDeezer podcast player iconPodcast Addict podcast player iconJioSaavn podcast player iconTuneIn podcast player iconCastbox podcast player iconCastamatic podcast player iconCastro podcast player iconFountain podcast player iconGoodpods podcast player iconOvercast podcast player iconPlayerFM podcast player iconPocketCasts podcast player iconPodimo podcast player iconPodurama podcast player iconPodverse podcast player iconPodyssey podcast player iconRSS Feed podcast player iconYouTube podcast player icon

In this insightful conversation, Divya Parekh speaks with Neill Marshall and Kurt Mosley of HealthSearch Partners about what separates successful leaders from those who struggle in their first 90 days. They explore how trust, credibility, and momentum are built early through behavior, intentional action, and strong relationships. The discussion reveals why leadership success depends less on titles and more on the signals leaders send from day one.

Beyond Confidence is broadcast live Tuesdays at 10AM ET on W4WN Radio - Women 4 Women Network (www.w4wn.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Beyond Confidence TV Show is viewed on Talk 4 TV (www.talk4tv.com).

Beyond Confidence Podcast is also available on Talk 4 Media (www.talk4media.com), Talk 4 Podcasting (www.talk4podcasting.com), iHeartRadio, Amazon Music, Pandora, Spotify, Audible, and over 100 other podcast outlets.

Become a supporter of this podcast: https://www.spreaker.com/podcast/beyond-confidence--1885197/support.

WEBVTT

1
00:00:00.040 --> 00:00:02.240
The topics and opinions expressed on the following show are

2
00:00:02.279 --> 00:00:04.160
solely those of the hosts and their guests and not

3
00:00:04.200 --> 00:00:07.040
those of W four WN Radio. It's employees are affiliates.

4
00:00:07.240 --> 00:00:10.800
We make no recommendations or endorsement for radio show programs, services,

5
00:00:10.880 --> 00:00:13.919
or products mentioned on air or on our web. No liability,

6
00:00:14.039 --> 00:00:17.199
explicit or implied shall be extended to W four WN Radio.

7
00:00:17.399 --> 00:00:20.120
It's employees are affiliates. Any questions or common should be

8
00:00:20.120 --> 00:00:22.480
directed to those show hosts. Thank you for choosing W

9
00:00:22.559 --> 00:00:23.640
four WN Radio.

10
00:00:25.640 --> 00:00:28.640
This is Beyond Confidence with your host d W Park.

11
00:00:29.000 --> 00:00:31.120
Do you want to live a more fulfilling life? Do

12
00:00:31.160 --> 00:00:34.159
you want to live your legacy and achieve your personal, professional,

13
00:00:34.280 --> 00:00:38.439
and financial goals? Well? Coming up on Dvaparks Beyond Confidence,

14
00:00:38.560 --> 00:00:42.119
you will hear real stories of leaders, entrepreneurs, and achievers

15
00:00:42.159 --> 00:00:45.560
who have stepped into discomfort, shattered their status quo, and

16
00:00:45.640 --> 00:00:48.119
are living the life they want. You will learn how

17
00:00:48.159 --> 00:00:52.000
relationships are the key to achieving your aspirations and financial goals.

18
00:00:52.280 --> 00:00:54.920
Moving your career business forward does not have to happen

19
00:00:54.960 --> 00:00:57.560
at the expense of your personal or family life, or

20
00:00:57.640 --> 00:01:01.920
vice versa. Learn more at www dot Divpork dot com

21
00:01:02.000 --> 00:01:06.200
and you can connect with DVANT contact DANT divpark dot com.

22
00:01:06.480 --> 00:01:10.439
This is beyond confidence and now here's your host div Park.

23
00:01:12.640 --> 00:01:19.120
Good morning listeners and this Tuesday morning is great to

24
00:01:19.120 --> 00:01:22.120
be here with you all. It's a very interesting thing

25
00:01:22.159 --> 00:01:25.920
happened yesterday. One of my clients came to me and said,

26
00:01:27.159 --> 00:01:33.159
I'm doing everything that I can every right thing that

27
00:01:33.400 --> 00:01:38.519
i can think of, and yet I'm stuck because I've

28
00:01:38.519 --> 00:01:41.920
got Slack messages coming in. I've got executives telling me this.

29
00:01:42.760 --> 00:01:47.560
So she is a chief customer officer and her peers

30
00:01:47.560 --> 00:01:49.879
are telling and she's getting a lot of different demands.

31
00:01:50.079 --> 00:01:56.480
And also along with being a chief success officer for customers,

32
00:01:56.879 --> 00:02:03.840
she is also heading adoption for one of the pretty

33
00:02:03.840 --> 00:02:07.200
big companies. And as we were talking, she's like, Okay,

34
00:02:07.239 --> 00:02:10.319
there's so much what could we do? So I said,

35
00:02:10.319 --> 00:02:14.240
how about let me just pull up one of the

36
00:02:14.240 --> 00:02:18.319
frameworks that I talk about and we use the Impact

37
00:02:18.319 --> 00:02:25.719
Feasibility Grid and learn behold within our whole session. She

38
00:02:25.919 --> 00:02:32.280
was absolutely clear. So if you are stuck how to

39
00:02:32.360 --> 00:02:38.319
implement different things, especially adoption, then the AI Agency is

40
00:02:38.360 --> 00:02:40.520
for you. So if you have not got the book,

41
00:02:41.120 --> 00:02:44.520
get it and reach out to me and I'll be

42
00:02:44.520 --> 00:02:47.759
happy to support you. So without further ado, let's bring

43
00:02:47.800 --> 00:02:51.280
in our guests and welcome Kurt.

44
00:02:51.800 --> 00:02:55.120
Great, I dive you a nice to be with you today.

45
00:02:55.159 --> 00:02:58.960
Great to have you. So Kurt brings over thirty five

46
00:02:59.039 --> 00:03:06.319
years of experience in healthcare leadership and executive search, and

47
00:03:06.400 --> 00:03:14.840
he and his partner Neil have partnered with hospital associations, physicians,

48
00:03:14.919 --> 00:03:22.960
organization and healthcare systems. So they have done a lot

49
00:03:23.000 --> 00:03:25.360
of work with executives and that's where we will be

50
00:03:25.479 --> 00:03:30.000
diving in today. So Kurt, tell me, how is it

51
00:03:30.039 --> 00:03:32.000
that you got into this field.

52
00:03:32.680 --> 00:03:34.120
Well, the executive field.

53
00:03:34.120 --> 00:03:37.240
I've been in healthcare for jeez, thirty years or so,

54
00:03:38.919 --> 00:03:43.199
starting in the physician recruitment arena and then transitioning five

55
00:03:43.280 --> 00:03:45.080
years ago to the executive search arena.

56
00:03:45.719 --> 00:03:47.680
It was really a background in.

57
00:03:47.599 --> 00:03:49.599
My family, a lot of people were in healthcare, and

58
00:03:50.159 --> 00:03:53.360
as I advanced in my career, I always thought it

59
00:03:53.400 --> 00:03:55.840
was that the health of our nation is very important.

60
00:03:55.840 --> 00:03:58.879
I remember my grandmother told me one little quote one time.

61
00:03:59.000 --> 00:04:02.960
She said, you know, in your life, Kurt, money is honey,

62
00:04:02.960 --> 00:04:05.240
but health is wealth. And I just I think the

63
00:04:05.280 --> 00:04:07.520
health of our nation is very important right now, and

64
00:04:07.560 --> 00:04:09.680
we can't be a strong nation without being a healthy nation.

65
00:04:09.840 --> 00:04:12.199
So that's how I got into the executive search arena,

66
00:04:12.240 --> 00:04:15.960
finding healthcare at health search partners, finding healthcare leaders that

67
00:04:16.040 --> 00:04:20.600
make a difference. And really the key for us as

68
00:04:20.639 --> 00:04:25.360
a company is very different. It's we look at not

69
00:04:25.399 --> 00:04:28.959
only when we place that candidate in the contract sign.

70
00:04:29.519 --> 00:04:33.240
We believe at health Search Partners that are jobs only

71
00:04:33.279 --> 00:04:37.079
have done you. A good search is only good of

72
00:04:37.079 --> 00:04:39.639
the candidate we recruit for that facility succeeds.

73
00:04:39.759 --> 00:04:41.600
And that's where the ninety D series came out of.

74
00:04:43.199 --> 00:04:47.199
Absolutely, and before you got into this field, were you

75
00:04:48.160 --> 00:04:50.399
in healthcare career yourself?

76
00:04:51.040 --> 00:04:52.199
No, I was.

77
00:04:51.839 --> 00:04:58.680
I was in retail and about for about fifteen sixteen

78
00:04:58.759 --> 00:05:00.680
years with the gap years ago when we got out

79
00:05:00.720 --> 00:05:03.319
of college. That was my first job and got into

80
00:05:03.399 --> 00:05:07.639
leadership and then was promoted up the ranks. And like

81
00:05:07.720 --> 00:05:10.000
I said, when I got to a certain point when

82
00:05:10.160 --> 00:05:14.120
retail was sort of dying out and web web shopping

83
00:05:14.199 --> 00:05:16.319
was coming on, I thought it's time to change careers.

84
00:05:16.319 --> 00:05:18.319
And like I said, thirty years ago, we got into

85
00:05:18.639 --> 00:05:21.639
healthcare and healthcare search and that's kind of my career

86
00:05:21.680 --> 00:05:22.000
to date.

87
00:05:22.920 --> 00:05:28.319
Absolutely, and along the ways, you have worked with a

88
00:05:28.360 --> 00:05:33.639
lot of different executives, you have interviewed different executives. So

89
00:05:35.000 --> 00:05:38.759
in your series you talk a lot about symbolic acts.

90
00:05:39.160 --> 00:05:41.439
What are some examples that have stood out for you?

91
00:05:42.279 --> 00:05:46.920
Well, that's a great question. A symbolic act, we always

92
00:05:46.920 --> 00:05:49.240
look at in the first ninety days is very important

93
00:05:49.240 --> 00:05:52.240
because it sets the stage for your legacy as a leader.

94
00:05:52.879 --> 00:05:56.399
And it just really all started when Neil and I,

95
00:05:56.519 --> 00:05:59.240
as we mentioned before, we probably together we've interviewed our

96
00:05:59.319 --> 00:06:02.120
ten thousand edidates in our careers, and we were talking

97
00:06:02.160 --> 00:06:05.480
to a general named Richard Parks, and he's headed up

98
00:06:05.519 --> 00:06:09.519
a large system in West Texas in Lubbock, and he

99
00:06:09.560 --> 00:06:11.120
had just transitioned and moved to.

100
00:06:11.120 --> 00:06:12.040
This new job.

101
00:06:12.079 --> 00:06:15.839
I mean, we were interviewing him and this wasn't the

102
00:06:15.879 --> 00:06:17.839
point of the interview, but he started telling us. He said,

103
00:06:17.839 --> 00:06:19.480
you know, when I first we said anything you do

104
00:06:19.600 --> 00:06:21.319
in the first ninety days and he said yes, he

105
00:06:21.319 --> 00:06:22.120
said I had moved.

106
00:06:22.000 --> 00:06:22.800
Into the hospital.

107
00:06:23.319 --> 00:06:25.839
And Neil and I looked at each other and we said, okay,

108
00:06:25.879 --> 00:06:28.319
we all work hard, you know everything. He said, no, no, no, no,

109
00:06:28.920 --> 00:06:32.079
I move into the hospital. And we were like, okay,

110
00:06:32.480 --> 00:06:34.959
we have to dig deeper here, said explain that further,

111
00:06:35.040 --> 00:06:37.920
and Richard said, well, my wife stays at home, gets

112
00:06:37.920 --> 00:06:40.199
the kids ready to move, gets the house sold, and

113
00:06:40.240 --> 00:06:44.279
I move into the hospital. And Covenant in Lubbig is

114
00:06:44.319 --> 00:06:47.800
a large medical system. In large hospitals in America have

115
00:06:47.920 --> 00:06:50.839
resident lounges. He moved into the resident lounge for the

116
00:06:50.839 --> 00:06:52.920
first for the first ninety days of his job.

117
00:06:53.000 --> 00:06:54.399
So he was there with.

118
00:06:54.519 --> 00:06:57.600
On site residents and living with them, eating with them,

119
00:06:57.600 --> 00:07:00.519
sleeping with them. So it was a great story and

120
00:07:01.120 --> 00:07:03.560
take that one step further, that symbolic act that he

121
00:07:03.639 --> 00:07:06.120
had his first night there, he woke up in one

122
00:07:06.120 --> 00:07:08.560
of the residents said who are you and he said, oh,

123
00:07:08.879 --> 00:07:11.920
I'm the new CEO. And you know, as people my

124
00:07:12.040 --> 00:07:14.600
age do. He looked at him, he said, how do

125
00:07:14.639 --> 00:07:16.879
you guys sleep? And one of the doctors said, you know,

126
00:07:17.319 --> 00:07:20.480
horribly these mattresses are. They're just the worst thing. And

127
00:07:20.519 --> 00:07:23.519
he said, I can fix that, and so he called

128
00:07:23.519 --> 00:07:25.720
the materials manager. He got a po and he said,

129
00:07:25.759 --> 00:07:27.920
we got five trucks and we're heading the costco where

130
00:07:27.959 --> 00:07:30.199
to get all these new mattresses. So they went there

131
00:07:30.199 --> 00:07:32.240
and got the new mattresses, installed them the same day.

132
00:07:32.240 --> 00:07:35.079
And for the rest of his career, his legacy, he

133
00:07:35.160 --> 00:07:37.480
was remembered as what he did that day, that symbolic

134
00:07:37.519 --> 00:07:40.839
act of changing all those resident mattresses so they could

135
00:07:40.879 --> 00:07:42.560
be fresh when they do their rounds and take care

136
00:07:42.600 --> 00:07:44.519
of their patients. And he was remembered for that. That's

137
00:07:44.560 --> 00:07:46.920
how the whole series we weren't looking for We were

138
00:07:46.959 --> 00:07:49.079
sort of rock hutting. We found gold, and that's how

139
00:07:49.120 --> 00:07:49.800
this hole started.

140
00:07:51.199 --> 00:07:54.959
And it's then you tell about that story. So think

141
00:07:55.000 --> 00:07:59.639
about it. These residents are serving patients and absolutely have

142
00:08:00.079 --> 00:08:03.120
they get to sleep because it's a tough time during

143
00:08:03.160 --> 00:08:07.000
those years, they barely get to sleep, they're on their feet.

144
00:08:09.319 --> 00:08:13.439
It is building that trust and fostering that relationship. My

145
00:08:13.560 --> 00:08:14.519
CEO cares.

146
00:08:14.240 --> 00:08:18.079
For me, right, tbe.

147
00:08:18.079 --> 00:08:20.959
I think the most important thing that our leaders when

148
00:08:21.079 --> 00:08:23.519
they come to us and ask us in that first

149
00:08:23.639 --> 00:08:25.920
ninety days. You know, people aren't expecting you to be

150
00:08:26.040 --> 00:08:27.759
right all the time. They're not expecting you to be

151
00:08:27.759 --> 00:08:30.160
a genius. They're expecting to trust you. And that's the

152
00:08:30.199 --> 00:08:32.759
time to build trust in that first ninety days.

153
00:08:33.919 --> 00:08:36.360
Yeah, do you know of any other stories?

154
00:08:36.799 --> 00:08:37.200
Sure?

155
00:08:37.919 --> 00:08:40.720
We had one gentleman Jim Decker, and he wrote a

156
00:08:40.720 --> 00:08:43.519
great book for our listeners would like to look at it.

157
00:08:43.519 --> 00:08:46.559
It's called Reviving the Heart of Leadership. And he was

158
00:08:46.559 --> 00:08:54.120
the CEO, and he said, one of my chief things

159
00:08:54.120 --> 00:08:56.120
that I use when I come in as I use

160
00:08:56.159 --> 00:08:57.559
a twenty five fifty twenty.

161
00:08:57.320 --> 00:08:59.720
Five yearl And I said, okay, what's that. You know,

162
00:09:00.120 --> 00:09:00.639
no idea?

163
00:09:00.960 --> 00:09:03.759
He said, well, he said, Kurt. He said, I sort

164
00:09:03.759 --> 00:09:05.720
of made it up as I went along. And you know,

165
00:09:05.879 --> 00:09:09.480
he was a storyteller. Is I'm a storyteller. And he said, Kurt,

166
00:09:09.519 --> 00:09:11.759
when you come in, twenty five percent of the people

167
00:09:11.799 --> 00:09:13.679
are on your side right away because you're in charge.

168
00:09:13.759 --> 00:09:14.519
If you're a CEO.

169
00:09:15.200 --> 00:09:18.399
He said, twenty five percent aren't He said, they probably

170
00:09:19.120 --> 00:09:23.000
won't be, not that you don't pay attention to him,

171
00:09:23.000 --> 00:09:24.919
but he said, fifty percent of them are in the middle.

172
00:09:25.039 --> 00:09:27.320
He said, what I did was I won the middle.

173
00:09:27.639 --> 00:09:29.399
And he did that in a variety of different ways,

174
00:09:30.240 --> 00:09:34.200
you know, listening to them, meeting with them in that

175
00:09:34.279 --> 00:09:38.559
first ninety days, listening first, and acting later. And I

176
00:09:38.600 --> 00:09:42.159
always say, you know, in the first ninety days, act

177
00:09:42.240 --> 00:09:45.600
quickly to learn, but move deliberately to make changes.

178
00:09:46.120 --> 00:09:47.399
Because again we.

179
00:09:47.399 --> 00:09:49.799
Almost say, if you in the first ninety days. It's

180
00:09:49.840 --> 00:09:52.519
better to do nothing than make the wrong move and

181
00:09:52.639 --> 00:09:55.240
hurt your legacy and hurt that trust that you're trying

182
00:09:55.279 --> 00:09:56.480
to develop during that time.

183
00:09:58.039 --> 00:10:02.039
So many times what happens is than leader, especially executives,

184
00:10:02.039 --> 00:10:06.879
when they're stepping into the role, they have this desire

185
00:10:06.960 --> 00:10:13.080
to establish themselves and established that like, oh, yeah, I'm

186
00:10:13.080 --> 00:10:16.679
bringing value over here, so you had me, here's where

187
00:10:16.720 --> 00:10:19.039
I'm going. So sometimes they do get in a rush

188
00:10:19.279 --> 00:10:22.120
and what are some bitfalls of doing that.

189
00:10:22.799 --> 00:10:28.399
Well, that's one CEO we work with. There was pressure

190
00:10:28.720 --> 00:10:30.960
from day one from the board and this happens, and

191
00:10:32.000 --> 00:10:33.720
I can just take a step back to deba. What

192
00:10:33.759 --> 00:10:38.159
we're talking about is we're healthcare centric, but these leadership

193
00:10:38.200 --> 00:10:41.080
tactics can be applied across the board to any industry.

194
00:10:42.440 --> 00:10:46.480
But he was not pressured, but the board said, your first,

195
00:10:46.679 --> 00:10:49.840
one of your first priorities is established our new strategic plan.

196
00:10:50.960 --> 00:10:53.799
And in a lot of cases, to answer your question,

197
00:10:53.840 --> 00:10:56.360
a lot of times a CEO will concentrate on that

198
00:10:56.399 --> 00:11:00.240
and establish a new strategic plan without really understanding the

199
00:11:00.240 --> 00:11:04.519
culture of the hospital, understanding there's problems and how those

200
00:11:04.559 --> 00:11:07.720
problems were developed before they try to solve them. And

201
00:11:08.159 --> 00:11:11.279
you have to earn that right to either change culture

202
00:11:11.360 --> 00:11:16.279
or change those problems. But he was He said, okay,

203
00:11:16.279 --> 00:11:18.720
I understand. And like week two, they were asking about

204
00:11:18.720 --> 00:11:21.399
the strategic plan. He said, I still have some interviews

205
00:11:21.399 --> 00:11:22.879
to do. And he was walking around the hospital and

206
00:11:22.919 --> 00:11:25.919
he was doing rounds late at night and I came

207
00:11:25.960 --> 00:11:29.000
across across the nursing station and this young nurse came

208
00:11:29.080 --> 00:11:30.440
up to and said, are you are a new CEO?

209
00:11:30.600 --> 00:11:31.000
Says yes.

210
00:11:31.320 --> 00:11:34.240
He said I heard you're putting together our new strategic plan.

211
00:11:34.279 --> 00:11:37.440
He says, yes, one of the one of the tasks

212
00:11:37.480 --> 00:11:40.000
I've been charged with. And she said, you know, may

213
00:11:40.039 --> 00:11:40.960
I make a suggestion?

214
00:11:41.200 --> 00:11:41.720
He said sure.

215
00:11:41.799 --> 00:11:43.879
He said, we don't need a new strategic plan. So

216
00:11:44.039 --> 00:11:46.200
she said, we need IV pumps at work to get

217
00:11:46.200 --> 00:11:48.840
our patients well quicker and get them out of the hospital.

218
00:11:49.080 --> 00:11:51.639
So he took a step back, talked to the board

219
00:11:51.840 --> 00:11:54.279
and they said, you're right. He made that symbolic act

220
00:11:54.279 --> 00:11:58.159
that first day. He didn't move quickly to make a

221
00:11:58.240 --> 00:12:00.759
change right away to change the strategy plan. He looked

222
00:12:00.759 --> 00:12:03.039
at it from a standpoint, this is his symbolic act

223
00:12:03.080 --> 00:12:03.679
that I can make.

224
00:12:04.240 --> 00:12:04.679
He made it.

225
00:12:04.840 --> 00:12:07.440
Change it one day, fixed it, and he was remembering

226
00:12:07.480 --> 00:12:10.759
for the rest of his career on it. And I think,

227
00:12:10.759 --> 00:12:14.320
what's also kind of unique. You can Jim Decker, the

228
00:12:14.320 --> 00:12:17.080
same person I was talking about. He wanted to make

229
00:12:17.120 --> 00:12:19.120
an impression his first day, so he came in I

230
00:12:19.120 --> 00:12:21.799
think there was a dunkin Donuts that just opened.

231
00:12:21.799 --> 00:12:27.000
So his first big board meeting, there's staff meeting.

232
00:12:27.279 --> 00:12:29.159
He brought in donuts and everybody kind of looked at

233
00:12:29.200 --> 00:12:31.600
him and picked at him, and he thought, what's going on?

234
00:12:31.679 --> 00:12:33.480
And luckily he had one of those people that was

235
00:12:33.519 --> 00:12:36.639
on his side, that twenty five percent, and he said,

236
00:12:36.960 --> 00:12:38.960
he said, what I do, and he goes, we've used

237
00:12:38.960 --> 00:12:41.039
the same baker for the last twenty five years. In fact,

238
00:12:41.080 --> 00:12:44.039
the baker was a sponsor of the hospital. So he

239
00:12:44.080 --> 00:12:46.000
owned up that I made a mistake and went to

240
00:12:46.039 --> 00:12:48.039
the banker and told him what happened. The next meeting,

241
00:12:48.600 --> 00:12:50.720
the baker said he needed to get the stop a

242
00:12:50.720 --> 00:12:52.960
donut for this person. This person he had it all fixed,

243
00:12:53.000 --> 00:12:55.919
so owned up to it, said, you know, really misread that.

244
00:12:56.000 --> 00:12:59.039
And it was a small thing, but in some way

245
00:12:59.120 --> 00:13:01.879
deb it was like, you're not listening to us, so

246
00:13:01.919 --> 00:13:02.799
you don't know us yet.

247
00:13:02.879 --> 00:13:04.440
And he said I learned to pick lesson from that.

248
00:13:05.200 --> 00:13:09.960
Yeah. Yeah, no, definitely. So let's say there are executives

249
00:13:09.960 --> 00:13:14.799
out there and sometimes they've just had maybe you know,

250
00:13:16.279 --> 00:13:21.480
one experience of running one company, or they may be

251
00:13:21.600 --> 00:13:25.639
stepping into the new role as a CEO. So can

252
00:13:25.639 --> 00:13:29.679
you outline what are general expectations at the c suite level?

253
00:13:30.960 --> 00:13:35.159
Well, obviously they're expecting you to make decisions in that

254
00:13:35.240 --> 00:13:37.879
first ninety days, which I think is important. But I

255
00:13:37.919 --> 00:13:41.840
think a CEO that treats their first ninety days like

256
00:13:41.879 --> 00:13:46.240
a diagnosis and not a prescription has been successful. And

257
00:13:46.279 --> 00:13:52.279
that's listening, learning, building trust, also making sure that you

258
00:13:52.399 --> 00:13:55.080
understand that you're on stage at all times.

259
00:13:55.360 --> 00:13:58.080
My father gave me. He had a lot of words

260
00:13:58.080 --> 00:13:59.879
of wisdom growing up his father's.

261
00:13:59.600 --> 00:14:02.759
Due, but he told me one time, he said, Kurt,

262
00:14:02.840 --> 00:14:05.240
he said, just remember this when you're going through your

263
00:14:05.240 --> 00:14:07.519
career in your life. He said, it's hard to talk

264
00:14:07.559 --> 00:14:10.840
your way out of something you behave yourself into. And

265
00:14:11.320 --> 00:14:13.360
I always carried that the rest of my life. And

266
00:14:13.399 --> 00:14:16.840
I'm some more CEOs say what would be my first move?

267
00:14:16.840 --> 00:14:20.120
I actually, just watch how you're being perceived. Make sure

268
00:14:20.159 --> 00:14:21.960
that your audio matches.

269
00:14:21.639 --> 00:14:22.559
Your visual.

270
00:14:24.080 --> 00:14:30.840
M yes, that is that's such a profound statement that

271
00:14:30.919 --> 00:14:36.720
your father gave and anybody can take that and run

272
00:14:36.759 --> 00:14:43.879
with it. So as you talk about that, the expectations

273
00:14:43.960 --> 00:14:50.679
how to make decisions now. But contrary to making decisions,

274
00:14:50.720 --> 00:14:55.759
sometimes they need to get the buy enough people. Sometimes

275
00:14:56.080 --> 00:14:58.600
they need to understand the culture. Sometimes they need to

276
00:14:58.679 --> 00:15:01.480
know who are the stakeholders, where the chips lie, what's

277
00:15:01.519 --> 00:15:06.000
the landscape looking like. So given all of that, what

278
00:15:06.039 --> 00:15:10.039
are some of the strategies that you have seen that

279
00:15:10.159 --> 00:15:13.600
have worked for the leaders in the first thirty days,

280
00:15:13.720 --> 00:15:15.759
sixty days, ninety days.

281
00:15:16.720 --> 00:15:21.080
Jay Robinson was a CEO at Kaiser in northern California,

282
00:15:21.679 --> 00:15:24.600
and when we interviewed him, we asked him the same thing,

283
00:15:25.039 --> 00:15:27.279
first ninety days, and he came up with a really

284
00:15:27.360 --> 00:15:31.080
unique plan. He met with all two hundred and forty

285
00:15:31.080 --> 00:15:33.039
two of his people that he worked with, and I

286
00:15:33.080 --> 00:15:35.279
don't want to say subordins, but just coworkers.

287
00:15:35.919 --> 00:15:38.720
And what thing was unique about it. He didn't meet

288
00:15:38.720 --> 00:15:39.639
them in his office.

289
00:15:39.679 --> 00:15:42.240
He went to their office, whether it was a maintenance worker,

290
00:15:42.279 --> 00:15:44.600
where it was cafeteria, whether it was nursing, he went

291
00:15:44.639 --> 00:15:47.639
to their office. But most importantly when he met with him,

292
00:15:47.679 --> 00:15:50.799
he sat down and said, listen, if we're successful in

293
00:15:50.840 --> 00:15:52.919
this first ninety days, what is it going to look like?

294
00:15:53.879 --> 00:15:55.720
How are we going to know that we're successful And

295
00:15:55.759 --> 00:15:58.720
took their input and put all that together and came

296
00:15:58.799 --> 00:16:00.679
up with a plan of what he was going to

297
00:16:00.679 --> 00:16:04.080
try to accomplish the first ninety days. Symbolic acts, things

298
00:16:04.120 --> 00:16:06.360
that need to change in right away, but it meant

299
00:16:06.399 --> 00:16:07.919
a lot of them, and said, I care about you.

300
00:16:07.960 --> 00:16:09.120
I'm coming to your office.

301
00:16:09.159 --> 00:16:10.720
You don't have to come to mind, and I want

302
00:16:10.720 --> 00:16:12.960
your opinion, and we're going to put it all together

303
00:16:13.480 --> 00:16:15.279
and my decisions are going to be made on what

304
00:16:15.360 --> 00:16:17.240
you've told me. What the lay of the land is,

305
00:16:17.279 --> 00:16:20.440
what's the morale like here, what's the culture like?

306
00:16:20.559 --> 00:16:21.039
What are the.

307
00:16:21.000 --> 00:16:25.519
Immediate problems that need to be fixed, you know, this week?

308
00:16:26.159 --> 00:16:29.759
So I always always like that. We've had other leaders

309
00:16:29.759 --> 00:16:35.320
that one CEO pulled up to the hospital and his

310
00:16:35.440 --> 00:16:38.159
parking spot, Debby was right next to the hospital, and

311
00:16:38.200 --> 00:16:40.399
he looked at it and it was executive parking for

312
00:16:40.440 --> 00:16:43.360
all the leaders. And he went to his first meeting

313
00:16:43.360 --> 00:16:45.919
and he sat down, he said, what's our number one priority?

314
00:16:46.360 --> 00:16:48.159
And when somebody popped up and said our people, he

315
00:16:48.159 --> 00:16:49.559
said exactly. He said, you know we're going to do

316
00:16:49.600 --> 00:16:51.480
from now on, and they said what he says. We're

317
00:16:51.480 --> 00:16:53.600
going to take the executive parking and we're going to

318
00:16:53.639 --> 00:16:55.519
give it to the employees as the months, and we're

319
00:16:55.519 --> 00:16:57.559
going to park at the farthest end of the parking

320
00:16:57.559 --> 00:17:00.799
lot and as we walk in morning, we're going to

321
00:17:00.799 --> 00:17:02.519
meet and read people and get to know them. That's

322
00:17:02.559 --> 00:17:04.519
going to be our way to show them that we

323
00:17:04.640 --> 00:17:05.880
understand how important they are.

324
00:17:05.960 --> 00:17:07.880
The success of our organization.

325
00:17:10.000 --> 00:17:16.599
Very profound. And you talk about the criticality, So why

326
00:17:16.640 --> 00:17:20.279
do we say that those ninety days are critical to

327
00:17:20.400 --> 00:17:21.440
a CEO's success.

328
00:17:22.920 --> 00:17:27.079
Well, it lays the foundation of your whole legacy.

329
00:17:27.960 --> 00:17:31.480
Like I said, people they're looking to trust you, you're

330
00:17:31.480 --> 00:17:35.839
looking to establish trust. And like I said, a lot

331
00:17:35.839 --> 00:17:37.680
of things you do in those first ninety days, like

332
00:17:37.680 --> 00:17:43.920
for example, culture is really the multiplier And people say,

333
00:17:43.960 --> 00:17:46.680
what are you're talking about? I say, well, it's sometimes misreading.

334
00:17:46.720 --> 00:17:49.039
It is ten times negative to what you're trying to do.

335
00:17:49.119 --> 00:17:51.880
You could have ten symbolic acts that everybody love, but

336
00:17:51.960 --> 00:17:54.240
misreading the culture and it wipes it all out. So

337
00:17:54.279 --> 00:17:58.279
it's very important to understand that first ninety days Before

338
00:17:58.319 --> 00:18:01.720
you earn the right, earned authority to change the culture,

339
00:18:01.799 --> 00:18:04.200
you have to understand it. You can only understand it

340
00:18:04.240 --> 00:18:06.319
by getting to know the people you work with, and

341
00:18:06.640 --> 00:18:09.720
not just to people within your organization. You know, hospitals

342
00:18:09.759 --> 00:18:13.119
are supported by many people in the community and many supporters,

343
00:18:13.160 --> 00:18:15.960
many foundations. People is getting to know them first in

344
00:18:16.000 --> 00:18:18.880
that first ninety days, because that first ninety days, like

345
00:18:18.920 --> 00:18:21.160
I said, that people aren't expecting you to be a

346
00:18:21.200 --> 00:18:24.160
genius or do the right thing all the time, be

347
00:18:24.279 --> 00:18:27.039
perfectly expecting to trust you. And that's how you build trust.

348
00:18:27.200 --> 00:18:28.680
And that first ninety days is key.

349
00:18:29.759 --> 00:18:33.000
And I really like what you've mentioned about earning the

350
00:18:33.160 --> 00:18:36.319
right to change the culture. Because you have proven yourself,

351
00:18:36.359 --> 00:18:42.039
you build a trust. Now that said, the lending cannot

352
00:18:42.039 --> 00:18:46.279
be perfect at all times, right, what would happen if,

353
00:18:46.680 --> 00:18:49.079
let's say, in the first thirty days or sixty days

354
00:18:49.160 --> 00:18:53.079
or even later down the road, they take an alls dive,

355
00:18:53.920 --> 00:18:56.480
they make mistakes? You know, people are human beings. How

356
00:18:56.480 --> 00:18:57.640
can they recover from that?

357
00:18:58.680 --> 00:19:01.440
Well, first of all, own up to the mistake. That's

358
00:19:01.519 --> 00:19:07.400
very important. Admit it it happened, apologize for it. Most importantly,

359
00:19:07.480 --> 00:19:11.519
make sure you're not disingenuous about that apology because people

360
00:19:11.559 --> 00:19:14.000
are looking at you, they're looking at your behavior, and

361
00:19:14.039 --> 00:19:15.920
then find out how you're going to correct it. And

362
00:19:16.000 --> 00:19:18.400
like I said, own up to it, mention you made

363
00:19:18.440 --> 00:19:20.440
a mistake, share it with everybody.

364
00:19:20.400 --> 00:19:22.839
Yeah, the people you work with. If it was a.

365
00:19:22.799 --> 00:19:24.960
Mistake with a group, let them know, let the board know,

366
00:19:25.680 --> 00:19:29.920
be transparent about it, and move on. Say, my father

367
00:19:30.039 --> 00:19:31.599
used to say a lot of things like I mentioned,

368
00:19:31.599 --> 00:19:34.359
but he said, Kurt, you never lose, you learn, learn

369
00:19:34.400 --> 00:19:35.279
from it, and move on.

370
00:19:36.960 --> 00:19:40.920
Absolutely. And here's the thing that by doing that, they're

371
00:19:40.920 --> 00:19:44.839
also exhibiting that leaders can fail and it's okay to

372
00:19:44.920 --> 00:19:50.000
fail because and they're also setting that rule model example

373
00:19:50.200 --> 00:19:52.599
as to that, Okay, if you have made a mistake,

374
00:19:52.680 --> 00:19:54.920
what is it that you can do? How can you

375
00:19:55.680 --> 00:20:00.519
have a comeback from that? It's really important, Absolutely, it's

376
00:20:00.599 --> 00:20:01.640
so important.

377
00:20:01.920 --> 00:20:05.119
We had a we had a CEO that moved into

378
00:20:05.200 --> 00:20:11.680
his new career and there was a tension point when

379
00:20:11.720 --> 00:20:13.759
one of the one of the co workers he was

380
00:20:13.759 --> 00:20:18.599
working with, and it started right away, and within that

381
00:20:18.640 --> 00:20:21.319
first ninety days he let that person go and it

382
00:20:21.400 --> 00:20:23.640
probably it was probably the right move when you look

383
00:20:23.680 --> 00:20:27.079
back on it, but little did he know. Somebody came

384
00:20:27.160 --> 00:20:29.200
up to him and said, you know it's your job

385
00:20:29.240 --> 00:20:31.640
to hire and fire. Let people go, he said, But

386
00:20:32.400 --> 00:20:34.160
the general he let go was one of the most

387
00:20:34.200 --> 00:20:36.359
popular and influential people at hospital.

388
00:20:36.920 --> 00:20:38.759
So move, the move was right.

389
00:20:38.920 --> 00:20:41.000
Timing was wrong. You know, we should he should have

390
00:20:41.039 --> 00:20:43.920
waited and got counseled. I mean, eventually the person had

391
00:20:43.960 --> 00:20:47.039
to go. But it's one of those things where you know, again,

392
00:20:47.319 --> 00:20:49.240
the move was right. He did everything right, but the

393
00:20:49.279 --> 00:20:53.359
timing was wrong. And it's hard to get understand. First,

394
00:20:53.559 --> 00:20:56.559
like I said, and people, when people say, let first

395
00:20:56.640 --> 00:21:02.480
ninety days, let's move, you're not slowing down your dysyncrency,

396
00:21:02.599 --> 00:21:04.720
your speed, you know, you just you know, you've got

397
00:21:04.759 --> 00:21:06.960
to take things in stride. You can't accomplish everything that

398
00:21:07.000 --> 00:21:10.319
first ninety days, but you can lose trust and confidence

399
00:21:10.359 --> 00:21:12.400
in a first ninety age. That's why we stress the

400
00:21:12.440 --> 00:21:13.160
importance of it.

401
00:21:14.400 --> 00:21:19.400
Absolutely so not coming from the board perspective. The board

402
00:21:20.119 --> 00:21:26.119
is looking for someone executives who can make the hospital's

403
00:21:26.160 --> 00:21:29.920
wible because yes, hospitals are there to serve, but at

404
00:21:29.920 --> 00:21:34.640
the same token that sustainability and profitability does come into play.

405
00:21:34.759 --> 00:21:37.839
So given from that perspective. What are they looking for

406
00:21:37.880 --> 00:21:38.599
in a candidate.

407
00:21:39.680 --> 00:21:45.039
Well, they're looking to somebody that fits their required.

408
00:21:46.359 --> 00:21:51.519
Needs. That could be certifications, you know, certain past experience,

409
00:21:51.519 --> 00:21:55.440
and then desired would be personality traits. But most importantly,

410
00:21:55.480 --> 00:22:00.000
they're looking for somebody that's open to accepting this new opportunit.

411
00:22:00.039 --> 00:22:02.480
And there's a great book out there. I think we

412
00:22:02.519 --> 00:22:04.319
talked about it maybe in our pre call, but it's

413
00:22:04.319 --> 00:22:06.559
called What Got You Here, Won't Get You There by

414
00:22:07.359 --> 00:22:10.119
Marshall Goldsmith. And they're looking at somebody to come in

415
00:22:10.160 --> 00:22:13.240
and say I have the job, I'm in charge. They're

416
00:22:13.240 --> 00:22:15.119
looking for somebody to come in and say I was

417
00:22:15.160 --> 00:22:18.440
successful in my last job, but as the board helped

418
00:22:18.440 --> 00:22:23.480
me to be successful in this job. And we always

419
00:22:23.480 --> 00:22:28.279
caution boards to help their new CEO succeed by looking

420
00:22:28.319 --> 00:22:33.079
at it from a standpoint, not necessarily like a ninety

421
00:22:33.200 --> 00:22:35.640
day plan, but looking at.

422
00:22:35.480 --> 00:22:37.759
It strategically, what strategically.

423
00:22:37.200 --> 00:22:41.079
Has to be done, and also if there's any really

424
00:22:41.160 --> 00:22:45.000
important decisions to make, Like we had a situation where

425
00:22:46.200 --> 00:22:49.640
a gentleman was coming into opportunity and the nurse's salaries

426
00:22:49.640 --> 00:22:53.200
were low and they had to be changed and it

427
00:22:53.240 --> 00:22:54.680
was going to affect a lot of different people.

428
00:22:54.759 --> 00:22:57.200
It's a big payroll item. But he went he.

429
00:22:58.920 --> 00:23:02.599
Negotiated it to give me, negotiated his position on that

430
00:23:02.680 --> 00:23:04.720
and said, you make the change before I get there,

431
00:23:04.759 --> 00:23:06.480
so I'm not the bad guy on the board and

432
00:23:06.519 --> 00:23:08.319
said we get that now. So they had to make

433
00:23:08.359 --> 00:23:11.240
that change, so they did it beforehand, which I think

434
00:23:11.319 --> 00:23:13.440
was a really smart move to set him up for success.

435
00:23:14.119 --> 00:23:17.920
And we always caution caution. We always advise our new

436
00:23:18.000 --> 00:23:21.599
CEOs to negotiate your first win prior to you getting there,

437
00:23:21.920 --> 00:23:24.720
you know, prior to you actually accepting the role. And

438
00:23:24.759 --> 00:23:27.799
I think that's that helps them step over so they're

439
00:23:27.799 --> 00:23:29.680
not hitting the landmines at day one, you.

440
00:23:29.599 --> 00:23:36.680
Know, absolutely, And that's such a powerful thing to have

441
00:23:36.839 --> 00:23:41.880
under your toolkit because if you're negotiating your win, then

442
00:23:41.920 --> 00:23:47.960
you've already formed that foundation. Are you're walking in with

443
00:23:48.119 --> 00:23:54.400
an achievement. So as you're searching, how do you look

444
00:23:54.440 --> 00:23:59.160
out for the CEOs as well as lookout for the board,

445
00:23:59.519 --> 00:24:04.759
because it's a two edged, double ed sword. If you

446
00:24:04.799 --> 00:24:06.920
were to say, right like, you've got to satisfy the boat,

447
00:24:07.000 --> 00:24:09.119
so they are going to bring you back in again.

448
00:24:09.160 --> 00:24:13.799
And at the same time, you got to support your

449
00:24:14.039 --> 00:24:17.960
CEO so that they succeed and then they can refer you.

450
00:24:18.240 --> 00:24:20.359
So I mean that's the referral part is just one thing,

451
00:24:20.400 --> 00:24:22.839
but it's the key thing. Is like, as you're building

452
00:24:22.839 --> 00:24:26.559
that reputation, which you have done for thirty years, how

453
00:24:26.559 --> 00:24:27.640
do you balance those.

454
00:24:27.400 --> 00:24:33.759
Two Well, I think most importantly, you know, we when

455
00:24:33.759 --> 00:24:36.480
a candidate starts, our job is not done. It's only

456
00:24:36.519 --> 00:24:38.759
half done, as I mentioned earlier, and our job is

457
00:24:38.759 --> 00:24:43.000
to make sure that candidate succeeds. So we develop a

458
00:24:43.200 --> 00:24:46.119
internal plan for them to succeed in that first ninety

459
00:24:46.160 --> 00:24:47.839
days and share it with the board and make sure

460
00:24:47.839 --> 00:24:49.759
that they're both in sync and both are on the

461
00:24:49.759 --> 00:24:53.119
same page, as opposed to having somebody come in and say, well,

462
00:24:53.160 --> 00:24:55.960
give me ninety days and I'll tell you what I've learned. Well,

463
00:24:56.039 --> 00:24:59.920
let's develop a plan from day one. Understand what you're

464
00:25:00.119 --> 00:25:03.599
what you're coming into, what's your expectations, and at the

465
00:25:03.599 --> 00:25:08.000
same time making sure that our candidate knows everything good

466
00:25:08.039 --> 00:25:12.279
and bad about this opportunity going in. You know, one

467
00:25:12.279 --> 00:25:14.799
of the big things now with the Internet, everybody's going

468
00:25:14.839 --> 00:25:16.000
to know if you're going in a new.

469
00:25:15.839 --> 00:25:17.680
Opportunity what your company is.

470
00:25:17.720 --> 00:25:20.960
There's there's information about the company, there's information for people

471
00:25:20.960 --> 00:25:22.680
at work for that company, So we share that with

472
00:25:22.759 --> 00:25:25.480
our board and our candidates to make sure that they

473
00:25:25.559 --> 00:25:27.839
understand what we know with the public knows, so there's

474
00:25:27.839 --> 00:25:31.440
no surprises. Transparency is really key during that first ninety

475
00:25:31.480 --> 00:25:34.519
days m and.

476
00:25:34.799 --> 00:25:37.480
You mentioned that you have a plan that you share,

477
00:25:37.599 --> 00:25:40.799
like an internal plan for ninety days. Are what are

478
00:25:40.839 --> 00:25:42.359
some success strategies from it?

479
00:25:43.319 --> 00:25:48.720
Well, I think, like I said, listening first, getting to know,

480
00:25:49.160 --> 00:25:54.720
getting to know everybody that you work with. Also just understanding,

481
00:25:54.960 --> 00:26:00.559
you know, the facility that you're in, Understanding the financial

482
00:26:00.599 --> 00:26:03.839
situation of what you're walking into. As you said, you know,

483
00:26:04.079 --> 00:26:07.440
boards or UPPERA hospitals running on very thin margins nowadays,

484
00:26:07.480 --> 00:26:09.880
and it's it's very important to make sure that you

485
00:26:10.519 --> 00:26:13.880
surround yourself with people. I know that one CEO we

486
00:26:13.920 --> 00:26:17.880
work with said, you know, he understood the workings of

487
00:26:17.920 --> 00:26:20.480
the hospital financially, but he really wanted to meet with

488
00:26:20.519 --> 00:26:23.079
the CFO first because that's the person that kind of

489
00:26:23.319 --> 00:26:25.839
the CFO is a very powerful position at that hospital.

490
00:26:25.920 --> 00:26:27.519
So he spent a lot of time with him and

491
00:26:27.519 --> 00:26:30.319
said he said, when I dug in, he said, I.

492
00:26:30.400 --> 00:26:31.640
Really found out a lot about it.

493
00:26:31.640 --> 00:26:34.519
He said, all the road, all the telltale signs were

494
00:26:34.519 --> 00:26:36.960
there in the financial part of the hospital, and I

495
00:26:37.039 --> 00:26:40.200
knew that, and that affected every decision I made going forward,

496
00:26:40.200 --> 00:26:43.359
and any feedback I had to the board was really

497
00:26:43.359 --> 00:26:46.680
directed through that support that CFO gave him. So again,

498
00:26:47.200 --> 00:26:50.599
understanding that the monetary situation in the hospital was key,

499
00:26:50.640 --> 00:26:52.799
he went to the right person and surrounded himself with

500
00:26:52.880 --> 00:26:54.240
people that helped him.

501
00:26:54.079 --> 00:27:01.839
Make those decisions absolutely. And so how do you go

502
00:27:01.920 --> 00:27:07.039
about in your churches, meaning I'm sorry, how do you

503
00:27:07.079 --> 00:27:09.640
go about like searching your c suite leaders?

504
00:27:10.160 --> 00:27:13.799
Well, it really depends depends on where part of the

505
00:27:13.839 --> 00:27:18.200
country is. We don't have a we don't have a

506
00:27:18.240 --> 00:27:21.039
static list, but we have a list of people. Like

507
00:27:21.039 --> 00:27:23.960
to say, for example, if we accept a CEO position,

508
00:27:24.640 --> 00:27:27.559
we're going to contact everybody within that state that's as

509
00:27:27.559 --> 00:27:30.839
CEO within that arena and then see what the interest

510
00:27:30.920 --> 00:27:33.359
we have, and then move out to or three states away,

511
00:27:34.319 --> 00:27:36.720
then move out two or three states away from that,

512
00:27:36.839 --> 00:27:42.200
and then search eventually goes nationwide. We feature on our website,

513
00:27:42.519 --> 00:27:45.599
we have internal sourcing for it. We send out a

514
00:27:45.599 --> 00:27:49.079
position description to prospective candidates that we've talked to in

515
00:27:49.119 --> 00:27:52.559
the past. And again we don't start from scratch, but

516
00:27:52.599 --> 00:27:54.559
we don't start from a static list either. We have

517
00:27:54.680 --> 00:27:57.519
people that we know and then we also know the

518
00:27:58.279 --> 00:28:01.119
We know the people that show up every time, and

519
00:28:01.160 --> 00:28:03.000
that doesn't mean we don't talk to them, but we're

520
00:28:03.000 --> 00:28:06.119
aware of them. We'll look at their backgrounds, and most

521
00:28:06.160 --> 00:28:10.160
importantly we're first interviewing these candidates, we want to know

522
00:28:10.160 --> 00:28:13.279
how many times they move in their career. Because healthcare

523
00:28:13.319 --> 00:28:15.519
CEO it's probably moved maybe two or three times in

524
00:28:15.559 --> 00:28:17.799
their career. So if we have somebody four or five,

525
00:28:17.880 --> 00:28:19.720
that doesn't mean we don't work with them that's moved

526
00:28:19.720 --> 00:28:21.319
four or five times, but we want to find out

527
00:28:21.359 --> 00:28:23.920
why what happened. Could be the hospital closesed, could be

528
00:28:24.279 --> 00:28:26.920
the system was changing, but we want to know their

529
00:28:26.960 --> 00:28:28.039
past track record.

530
00:28:28.640 --> 00:28:30.960
And then what we do is we narrow it.

531
00:28:30.880 --> 00:28:34.799
Down to say eight candidates that will will either present

532
00:28:34.880 --> 00:28:36.720
to the search committee if there's a search committee, or

533
00:28:36.759 --> 00:28:39.200
the board if the board's in charge of that, and

534
00:28:39.240 --> 00:28:42.000
then from that we'll narrow it down to probably after

535
00:28:42.000 --> 00:28:44.759
we present all eight of them, we'll get the board feedback,

536
00:28:45.519 --> 00:28:49.559
narrow it down to two maybe three. They're are finalists

537
00:28:49.960 --> 00:28:53.000
and then they usually do at that time they've done

538
00:28:53.079 --> 00:28:55.359
zoom meetings, we've got feedback. At that time, they'll do

539
00:28:55.400 --> 00:28:58.279
a face to face with those three and then we're

540
00:28:58.359 --> 00:29:01.680
usually there making sure that we understand how the interview

541
00:29:01.680 --> 00:29:05.480
goes and where they're taking notes and feedback, and then

542
00:29:05.720 --> 00:29:08.319
the search committee end or the board will make that selection.

543
00:29:08.680 --> 00:29:11.839
So the process could be anywhere from four to six months,

544
00:29:11.960 --> 00:29:16.480
just depending on the criteria. Time of the year is

545
00:29:16.480 --> 00:29:18.640
a very important also, and we set out one of

546
00:29:18.680 --> 00:29:23.200
the key things that a lot of our clients like.

547
00:29:23.359 --> 00:29:27.000
We set out a complete time frame with dates, solid dates,

548
00:29:27.000 --> 00:29:29.160
so the search doesn't get out of hand, and we

549
00:29:29.240 --> 00:29:31.599
gain committed from the people that are making a decision,

550
00:29:31.680 --> 00:29:33.759
making sure they're account we're accountable.

551
00:29:34.079 --> 00:29:35.200
So we have a complete.

552
00:29:34.920 --> 00:29:39.599
Timeline from day one to estimated fill date, and we

553
00:29:39.640 --> 00:29:42.000
follow that to the as much as we can, depending

554
00:29:42.039 --> 00:29:46.160
on holidays, depending on vacations, things like that. We follow

555
00:29:46.240 --> 00:29:48.680
that almost to the letter, and that helps us succeed.

556
00:29:49.279 --> 00:29:51.759
And the idea is not to get the search done

557
00:29:51.759 --> 00:29:54.000
as quick as possible, but get the candidate, the right

558
00:29:54.039 --> 00:29:57.240
candidate in there at a good time frame and at

559
00:29:57.279 --> 00:29:59.160
the same time making sure that everybody's on board.

560
00:29:59.279 --> 00:29:59.839
We make those.

561
00:30:01.200 --> 00:30:04.119
Yeah, I know it sounds like such a well thought

562
00:30:04.160 --> 00:30:07.279
out in systematic search where you are putting in a

563
00:30:07.319 --> 00:30:10.160
lot of effort. You mentioned about the time of the

564
00:30:10.240 --> 00:30:13.680
year is critical. How does that play into it.

565
00:30:14.160 --> 00:30:19.319
Well, it's just time of years. It's the seasons.

566
00:30:19.400 --> 00:30:22.319
You know. People look at A lot of moves are

567
00:30:22.359 --> 00:30:24.680
made in the spring, which is right now because people

568
00:30:24.680 --> 00:30:26.079
are saying if I'm going to make a move or

569
00:30:26.079 --> 00:30:30.000
I'm going to make a career change, it's May school,

570
00:30:30.079 --> 00:30:32.319
depending on what part of the country, schools wrapping up.

571
00:30:33.359 --> 00:30:35.559
I want to have my children start, you know, in

572
00:30:35.599 --> 00:30:37.200
the fall at a new school.

573
00:30:37.279 --> 00:30:38.200
I want to have that done.

574
00:30:39.599 --> 00:30:42.599
We've taken on searches November and they're fine, but they

575
00:30:42.640 --> 00:30:46.400
have first you have you know, Thanksgiving, Thanksgiving holiday, you

576
00:30:46.440 --> 00:30:49.119
have Christmas, you have Christmas Holiday, you have New Years.

577
00:30:49.920 --> 00:30:52.319
So those are just really tough. So not that we

578
00:30:52.319 --> 00:30:55.720
don't take those on and then part of the year.

579
00:30:55.799 --> 00:30:58.480
People always look at it and say, boy, are are

580
00:30:58.720 --> 00:31:02.079
hospital Sure show was great in the spring, in the summer,

581
00:31:02.480 --> 00:31:04.160
in the winter not so much. So. A lot of

582
00:31:04.160 --> 00:31:06.400
people look at the seasonality of it also and say,

583
00:31:06.440 --> 00:31:08.960
you know, when people are coming to relocate from across

584
00:31:09.000 --> 00:31:10.880
the country. They want to make sure their town or

585
00:31:10.960 --> 00:31:13.519
their city that they're recruiting into it looks the best

586
00:31:13.519 --> 00:31:13.880
that it can.

587
00:31:13.960 --> 00:31:15.039
Puts his best foot forward.

588
00:31:16.119 --> 00:31:22.720
Absolutely, and you also mentioned about that you definitely want

589
00:31:22.720 --> 00:31:26.480
to know the background about if a CEO has moved

590
00:31:26.559 --> 00:31:32.920
few times. So the reasoning is the staying power and

591
00:31:34.200 --> 00:31:36.640
how does the staying power play into the success of

592
00:31:36.680 --> 00:31:37.480
a CEO's role.

593
00:31:38.480 --> 00:31:41.799
Well, I think people look at him, look at him

594
00:31:41.880 --> 00:31:47.160
or her is being stable. You know, we counsel our

595
00:31:47.240 --> 00:31:51.559
CEOs to make two three career moves in their life.

596
00:31:51.880 --> 00:31:55.440
Stability is very important, moving for the right reason. Making

597
00:31:55.480 --> 00:31:58.119
sure they're moving from a smaller hospital to a larger

598
00:31:58.160 --> 00:32:03.440
hospital or to a larger hospital within a system. We

599
00:32:03.480 --> 00:32:06.319
can show growth, we can show a strategic leadership, we

600
00:32:06.319 --> 00:32:10.599
can show strategic advancement to that client, so that there

601
00:32:10.880 --> 00:32:14.799
they're aspirations and why they moved. And then I think

602
00:32:14.839 --> 00:32:18.839
also the key is to make sure that we one

603
00:32:18.880 --> 00:32:24.279
thing we always ask our candidates assuming let's say, for

604
00:32:24.319 --> 00:32:30.279
example Los Angeles, assuming that you're offered the position, and

605
00:32:30.359 --> 00:32:32.359
we always do background checks, but we always ask the

606
00:32:32.400 --> 00:32:36.960
candidate up front. You get there six months from now,

607
00:32:38.480 --> 00:32:42.000
there's a story in La Times about you. Is that

608
00:32:42.039 --> 00:32:44.440
going to is something going to show about that? Because again,

609
00:32:45.079 --> 00:32:47.440
everything we know, the Internet travels everywhere, you know, is

610
00:32:47.440 --> 00:32:49.000
something going to show up? We ask them up front,

611
00:32:49.000 --> 00:32:51.640
you know, is there anything not necessarily hid in your closet,

612
00:32:51.680 --> 00:32:53.640
but anything we need to be aware of. So I

613
00:32:53.680 --> 00:32:57.440
remember one candidate was very upfront with me about lobbying

614
00:32:57.480 --> 00:33:01.400
heavily for a position for his certain special that he

615
00:33:01.480 --> 00:33:04.519
was a lobbyist for on the side, and no, it

616
00:33:04.599 --> 00:33:06.680
was really you can't loved it, but you let us

617
00:33:06.680 --> 00:33:06.960
know that.

618
00:33:07.000 --> 00:33:08.200
So he said, you're going to see my name in

619
00:33:08.200 --> 00:33:11.319
the paper. So we asked him that also, Yeah.

620
00:33:11.440 --> 00:33:17.079
That definitely makes sense because you're asking for full transparency,

621
00:33:17.119 --> 00:33:20.559
and then transparency allows you to help them build narratives

622
00:33:20.559 --> 00:33:24.480
around their background. So what are some of the narrative

623
00:33:24.559 --> 00:33:27.119
building essentials.

624
00:33:28.640 --> 00:33:31.359
When you say, I'm sorry, that human narrative?

625
00:33:31.440 --> 00:33:34.039
So, for example, you know, you're not going to have

626
00:33:34.319 --> 00:33:37.279
anybody with a picture perfect life. Everybody's going to have

627
00:33:37.400 --> 00:33:42.880
something in the closet, not necessarily bad skeletons, but there

628
00:33:42.920 --> 00:33:46.880
are skeletons in the closets. There are downfalls, there are

629
00:33:47.200 --> 00:33:51.440
ups and downs, highs and lows in people's lives, So

630
00:33:51.599 --> 00:33:54.960
how do you build narratives around that so that way

631
00:33:55.000 --> 00:33:59.599
you're still being transparent And yet yeah, I.

632
00:33:59.599 --> 00:34:01.759
Think I think it's very important we use them.

633
00:34:01.839 --> 00:34:06.119
Obviously, we ask for references, you know, and from people

634
00:34:06.160 --> 00:34:09.920
that obviously will ask for references, and our candidates will

635
00:34:09.920 --> 00:34:12.800
give us those. At the same time, sometimes we'll ask

636
00:34:12.840 --> 00:34:14.960
that reference, is there anybody else that we could talk

637
00:34:15.000 --> 00:34:17.079
to that has worked with this candidate that maybe the

638
00:34:17.119 --> 00:34:19.760
candidate didn't give us, And we're not trying to find

639
00:34:20.039 --> 00:34:24.000
anything neative. We want to try to cover the all

640
00:34:24.039 --> 00:34:28.440
the information about this candidate. Also, we always ask the

641
00:34:28.519 --> 00:34:32.119
references you know, you know, tell us about your working

642
00:34:32.159 --> 00:34:34.920
relationship with them, how did you like them? But we

643
00:34:34.960 --> 00:34:37.119
always say, you know, if there's one thing that could change,

644
00:34:37.119 --> 00:34:39.000
what would that be. And a lot of times there's

645
00:34:39.039 --> 00:34:41.920
the same narrative that pops up and we caution the

646
00:34:41.920 --> 00:34:44.599
candidate about that, you know, said you've gotten some good references,

647
00:34:44.599 --> 00:34:46.679
but this has been brought up and it will probably

648
00:34:46.679 --> 00:34:49.199
be brought up by the search committee of the board interviewing,

649
00:34:49.239 --> 00:34:51.199
so be prepared for answer that. We try to coach

650
00:34:51.280 --> 00:34:54.039
them to make sure they answer that to their satisfaction

651
00:34:54.199 --> 00:34:57.360
and to the reality and the truth of them.

652
00:34:57.519 --> 00:35:00.760
Yeah, and that's definitely a great point that you bring in,

653
00:35:01.280 --> 00:35:05.280
and that brings in another thing that has been happening

654
00:35:06.239 --> 00:35:09.400
for quite some time now, which is back channeling, where

655
00:35:09.480 --> 00:35:13.559
people will have asked the candidate for references and yet

656
00:35:14.039 --> 00:35:16.320
once they of course, you know, they know from the

657
00:35:16.360 --> 00:35:20.719
resume and the LinkedIn profile and just an open search book,

658
00:35:22.599 --> 00:35:25.480
is that which company doesn't work for? People pull out

659
00:35:25.519 --> 00:35:31.000
the names of people and if somebody knows, especially from

660
00:35:31.079 --> 00:35:35.159
the board or even the C suite, the fellow sea

661
00:35:35.159 --> 00:35:39.280
suite peers, if they know someone, they will call people

662
00:35:39.280 --> 00:35:47.400
who are not the references. So sometimes a lot of

663
00:35:47.440 --> 00:35:50.119
my executive clients will come and say that I'm asked

664
00:35:50.239 --> 00:35:55.079
questions that just taken taking me by surprise. So what

665
00:35:55.119 --> 00:35:58.639
would you tell I mean, this is a reality, it happens.

666
00:35:59.840 --> 00:36:02.960
How would you advise as to you to go about it?

667
00:36:03.079 --> 00:36:06.199
Just be prepared. I mean, they know what's out there.

668
00:36:07.280 --> 00:36:10.360
You know, we always encourage a lot of times people

669
00:36:10.599 --> 00:36:13.320
may be able to talk to us two, three, five

670
00:36:13.400 --> 00:36:14.000
years before they.

671
00:36:13.960 --> 00:36:14.639
Ever make a move.

672
00:36:14.679 --> 00:36:16.639
They just they call us because they've seen something or

673
00:36:16.679 --> 00:36:20.480
seen a podcast, and we encourage them to be active

674
00:36:20.920 --> 00:36:26.679
on LinkedIn, get their name out there, take positions on things.

675
00:36:26.760 --> 00:36:30.360
Publish you know, short articles so people understand their positions

676
00:36:30.400 --> 00:36:33.119
on things. Get their name out there so their name

677
00:36:33.199 --> 00:36:36.119
is noticeable. And the more your name's noticed out there,

678
00:36:36.119 --> 00:36:40.119
it helps the person that's hiring you understand about you.

679
00:36:40.400 --> 00:36:44.360
But at the same time, you develop people that may

680
00:36:44.360 --> 00:36:46.639
become your mentor may start to follow you and say,

681
00:36:46.679 --> 00:36:49.760
I'm very interested in what you're doing. And part of

682
00:36:49.760 --> 00:36:52.559
your career growth is getting to know these people that

683
00:36:52.639 --> 00:36:55.880
you connect with on the on LinkedIn or on the internet.

684
00:36:56.079 --> 00:36:58.239
So I think that's a very important point.

685
00:36:58.320 --> 00:37:00.920
Make sure their name's out there and if they're taking

686
00:37:00.960 --> 00:37:04.719
positions on things, publishing articles. We always encourage that because

687
00:37:04.760 --> 00:37:11.639
at the same time, knowing that your positions being looked at,

688
00:37:12.119 --> 00:37:14.480
talk to and then look at the feedback on LinkedIn,

689
00:37:14.519 --> 00:37:16.679
people may say I liked your article or should be

690
00:37:16.760 --> 00:37:18.400
thought about this point and learn from it.

691
00:37:20.320 --> 00:37:23.719
And besides being out there on the web, because as

692
00:37:23.760 --> 00:37:26.880
you have mentioned that social media presence is essential getting

693
00:37:26.880 --> 00:37:30.039
your name out there is there? What are their strategies

694
00:37:30.119 --> 00:37:33.760
would you recommend CEOs who are potentially looking to make

695
00:37:33.800 --> 00:37:35.239
that next career move.

696
00:37:36.039 --> 00:37:39.360
Well making sure that they're moving for the right reason.

697
00:37:39.559 --> 00:37:42.400
And that could be whether it's family, whether it's personal growth.

698
00:37:43.639 --> 00:37:47.400
Making sure they want to move to advance in their career,

699
00:37:47.519 --> 00:37:51.119
not take a step back. They could be looking at

700
00:37:51.159 --> 00:37:55.159
their last career in their and before they retire.

701
00:37:55.519 --> 00:37:56.639
That's a different situation.

702
00:37:56.800 --> 00:38:00.559
But when you're making looking to make the right moves,

703
00:38:00.920 --> 00:38:03.239
make sure it's right for you, make sure it's right

704
00:38:03.280 --> 00:38:06.000
for your family. And we always say that to a

705
00:38:06.039 --> 00:38:09.400
new CEO. You know, ninety percent of the time should

706
00:38:09.400 --> 00:38:12.320
be dedicated to your job, but don't give one hundred

707
00:38:12.360 --> 00:38:14.119
percent to your new job. And people say, why would

708
00:38:14.119 --> 00:38:17.039
you say that, Keep ten percent for yourself, you know,

709
00:38:17.159 --> 00:38:20.199
self growth, learning for yourself, for your family. You know,

710
00:38:20.800 --> 00:38:23.719
don't lose, don't lose the support of your family during

711
00:38:23.719 --> 00:38:25.639
this critical career move.

712
00:38:26.760 --> 00:38:30.280
Mm hm. And if someone is interested, you mentioned that

713
00:38:32.039 --> 00:38:34.440
several executives reach out to you even two to three

714
00:38:34.480 --> 00:38:37.440
years before they're linking that move. How can they connect

715
00:38:37.519 --> 00:38:37.880
with you?

716
00:38:38.280 --> 00:38:38.559
Sure?

717
00:38:40.000 --> 00:38:43.000
I'm on LinkedIn, Neil Marshall's on LinkedIn. It's just Kurt

718
00:38:43.039 --> 00:38:47.679
Moseley on LinkedIn. Neil Marshall on LinkedIn. Go to our website.

719
00:38:47.719 --> 00:38:52.679
It's www. Health Search partners dot com. On our website

720
00:38:52.760 --> 00:38:55.119
is all of our podcasts, all of our articles that

721
00:38:55.159 --> 00:38:57.400
we wrote. We just did a great summary of the

722
00:38:57.440 --> 00:39:01.800
recent American College of Healthcarecatives annual conference and what our

723
00:39:01.840 --> 00:39:04.840
takeaway was. We interviewed over sixty different candidates there and

724
00:39:04.880 --> 00:39:08.079
put together a nice synopsis. It's on there, so there's

725
00:39:08.079 --> 00:39:11.719
a lot of good information on there, and contact us directly.

726
00:39:11.519 --> 00:39:13.679
Through our website. Our names are on there and our

727
00:39:15.639 --> 00:39:22.159
LinkedIn LinkedIn are accounts are there so they can get.

728
00:39:22.000 --> 00:39:26.119
Over bus absolutely. And as we are bringing the show

729
00:39:26.119 --> 00:39:30.079
to a close, you mentioned that you just recently interviewed

730
00:39:30.159 --> 00:39:37.840
sixty So any fresh trends or any fresh advice that

731
00:39:37.880 --> 00:39:39.320
you'd like to share with our audience.

732
00:39:39.639 --> 00:39:42.760
Yes, thanks for letting me allow me to answer that

733
00:39:43.400 --> 00:39:47.119
healthcare is changing. I was just I'm a speaker for

734
00:39:47.159 --> 00:39:49.599
our company. I do some speeches across the country and

735
00:39:49.800 --> 00:39:53.400
somebody asked me last week to summarize the ACCH meeting

736
00:39:53.480 --> 00:39:55.360
for me and I said, they said, give us the

737
00:39:55.400 --> 00:39:57.920
next six months, and I said, you know, excuse me,

738
00:39:58.000 --> 00:39:58.440
I said.

739
00:39:58.239 --> 00:39:59.440
I don't know the next six days.

740
00:39:59.440 --> 00:40:03.400
In healthcare, it's changing every day, so be prepared for change,

741
00:40:03.480 --> 00:40:08.639
and a lot of it be prepared for AI being

742
00:40:08.679 --> 00:40:10.480
a big part of healthcare going forward.

743
00:40:10.920 --> 00:40:12.920
But one of the CEO is Tomy Diva, which I

744
00:40:13.000 --> 00:40:13.559
really enjoyed.

745
00:40:13.559 --> 00:40:17.320
He said, Kurt, I use AI, but he goes, we

746
00:40:17.360 --> 00:40:21.760
can't forget that with artificial intelligence, we need emotional intelligence

747
00:40:21.800 --> 00:40:26.800
to go with them, and that's very important. And obviously

748
00:40:27.440 --> 00:40:31.679
with all the changes, the one big beautiful build, there's

749
00:40:31.719 --> 00:40:34.079
a lot of financial pressure on hospitals and they have

750
00:40:34.239 --> 00:40:37.159
to be financially viable take care of our patient population,

751
00:40:37.280 --> 00:40:41.239
which is their key. And that's another factor. And you

752
00:40:41.320 --> 00:40:43.320
mean to look at it. Somebody said to me and

753
00:40:43.320 --> 00:40:45.960
to give us another one liner, and I said, we're

754
00:40:45.960 --> 00:40:49.800
not doing We don't have to do better with less.

755
00:40:49.840 --> 00:40:52.320
We have to do better. We have to do more

756
00:40:52.440 --> 00:40:55.119
with less. So again it's one of those things that

757
00:40:55.639 --> 00:40:57.800
healthcare is being graded nowadays. And there's a lot of

758
00:40:57.840 --> 00:41:01.280
patient satisfaction scores and that's how we doctors are paid,

759
00:41:01.320 --> 00:41:03.760
hospitals are paid and readmitting. So that's been a big factor.

760
00:41:03.880 --> 00:41:08.280
Especially we looked for cost cutting measures. So that's a

761
00:41:08.480 --> 00:41:11.360
quick three line summery I could give you on.

762
00:41:11.320 --> 00:41:16.639
That, absolutely and anything else you'd like to share with

763
00:41:16.679 --> 00:41:18.679
our audience, Well.

764
00:41:18.920 --> 00:41:22.840
Just the first ninety days is really we look at

765
00:41:22.880 --> 00:41:25.079
it as really the key for your legacy, and it's

766
00:41:25.119 --> 00:41:27.639
that earned authority in that first ninety days that you

767
00:41:28.760 --> 00:41:33.440
get during that time that really is the roadmap and

768
00:41:33.480 --> 00:41:35.840
the key to your success for your whole career.

769
00:41:35.840 --> 00:41:37.239
And that's your legacy.

770
00:41:37.519 --> 00:41:40.639
So make sure that first ninety days you understand it,

771
00:41:40.920 --> 00:41:44.800
you work with it, you're open to it, and most importantly,

772
00:41:44.880 --> 00:41:48.000
you understand that you're on stage at all times no

773
00:41:48.039 --> 00:41:50.320
matter what you do, whether you're in the hospital, whether

774
00:41:50.320 --> 00:41:52.039
you're in town, whether you're in a public event.

775
00:41:52.360 --> 00:41:53.280
So just remember that.

776
00:41:54.880 --> 00:41:55.559
Very powerful.

777
00:41:56.079 --> 00:41:56.400
Thank you.

778
00:41:57.679 --> 00:42:00.679
Thank you for joining us, Kurt and sharing so openly,

779
00:42:02.079 --> 00:42:05.480
and thank you oneerful audience for being with us and

780
00:42:05.559 --> 00:42:08.360
being part of our family, because without you, the show

781
00:42:08.360 --> 00:42:10.639
would not be possible. Reach out to us like you

782
00:42:10.679 --> 00:42:12.960
always do, let us know how we can serve and

783
00:42:13.000 --> 00:42:17.079
support you to help you live the best life you deserve.

784
00:42:17.480 --> 00:42:21.400
And thank you one attack genius, Be well and take

785
00:42:21.440 --> 00:42:22.320
care to next time.

786
00:42:24.239 --> 00:42:26.639
Thank you for being part of Beyond Confidence with your

787
00:42:26.679 --> 00:42:29.000
host d V Park, we hope you have learned more

788
00:42:29.039 --> 00:42:31.719
about how to start living the life you want. Each

789
00:42:31.719 --> 00:42:34.639
week on Beyond Confidence, you hear stories of real people

790
00:42:34.760 --> 00:42:39.239
who've experienced growth by overcoming their fears and building meaningful relationships.

791
00:42:39.599 --> 00:42:42.719
During Beyond Confidence, Diva Park shares what happened to her

792
00:42:42.800 --> 00:42:44.960
when she stepped out of her comfort zone to work

793
00:42:45.000 --> 00:42:48.239
directly with people across the globe. She not only coaches

794
00:42:48.239 --> 00:42:51.960
people how to form hard connections, but also transform relationships

795
00:42:52.000 --> 00:42:55.199
to mutually beneficial partnerships as they strive to live the

796
00:42:55.239 --> 00:42:57.639
life they want. If you are ready to live the

797
00:42:57.679 --> 00:43:00.719
life you want and leverage your strengths, learn more at

798
00:43:00.840 --> 00:43:04.679
www dot wpark dot com and you can connect with

799
00:43:04.920 --> 00:43:09.000
w ants. Contact ants dwpark dot com. We look forward

800
00:43:09.079 --> 00:43:10.320
to you're joining us next week