What Successful Leaders Do Differently in Their First 90 Days

0:00 The topics and opinions expressed on the following show are solely those of the hosts and their guests and not those of W four WN Radio. It's employees are affiliates. We make no recommendations or endorsement for radio show programs, services, or products mentioned on air or on our web. No liability, explicit or implied shall be extended to W four WN Radio. It's employees are affiliates. Any questions or common should be directed to those show hosts. Thank you for choosing W four WN Radio. This is Beyond Confidence with your host d W Park. Do you want to live a more fulfilling life? Do you want to live your legacy and achieve your personal, professional, and financial goals? Well? Coming up on Dvaparks Beyond Confidence, you will hear real stories of leaders, entrepreneurs, and achievers who have stepped into discomfort, shattered their status quo, and are living the life they want. You will learn how relationships are the key to achieving your aspirations and financial goals.

0:52 Moving your career business forward does not have to happen at the expense of your personal or family life, or vice versa. Learn more at www dot Divpork dot com and you can connect with DVANT contact DANT divpark dot com. This is beyond confidence and now here's your host div Park. Good morning listeners and this Tuesday morning is great to be here with you all. It's a very interesting thing happened yesterday. One of my clients came to me and said, I'm doing everything that I can every right thing that i can think of, and yet I'm stuck because I've got Slack messages coming in. I've got executives telling me this.

1:42 So she is a chief customer officer and her peers are telling and she's getting a lot of different demands. And also along with being a chief success officer for customers, she is also heading adoption for one of the pretty big companies. And as we were talking, she's like, Okay, there's so much what could we do? So I said, how about let me just pull up one of the frameworks that I talk about and we use the Impact Feasibility Grid and learn behold within our whole session. She was absolutely clear. So if you are stuck how to implement different things, especially adoption, then the AI Agency is for you. So if you have not got the book, get it and reach out to me and I'll be happy to support you. So without further ado, let's bring in our guests and welcome Kurt.

2:51 Great, I dive you a nice to be with you today. Great to have you. So Kurt brings over thirty five years of experience in healthcare leadership and executive search, and he and his partner Neil have partnered with hospital associations, physicians, organization and healthcare systems. So they have done a lot of work with executives and that's where we will be diving in today. So Kurt, tell me, how is it that you got into this field.

3:32 Well, the executive field. I've been in healthcare for jeez, thirty years or so, starting in the physician recruitment arena and then transitioning five years ago to the executive search arena. It was really a background in. My family, a lot of people were in healthcare, and as I advanced in my career, I always thought it was that the health of our nation is very important. I remember my grandmother told me one little quote one time. She said, you know, in your life, Kurt, money is honey, but health is wealth. And I just I think the health of our nation is very important right now, and we can't be a strong nation without being a healthy nation. So that's how I got into the executive search arena, finding healthcare at health search partners, finding healthcare leaders that make a difference. And really the key for us as a company is very different. It's we look at not only when we place that candidate in the contract sign.

4:29 We believe at health Search Partners that are jobs only have done you. A good search is only good of the candidate we recruit for that facility succeeds. And that's where the ninety D series came out of. Absolutely, and before you got into this field, were you in healthcare career yourself? No, I was. I was in retail and about for about fifteen sixteen years with the gap years ago when we got out of college. That was my first job and got into leadership and then was promoted up the ranks. And like I said, when I got to a certain point when retail was sort of dying out and web web shopping was coming on, I thought it's time to change careers.

5:16 And like I said, thirty years ago, we got into healthcare and healthcare search and that's kind of my career to date. Absolutely, and along the ways, you have worked with a lot of different executives, you have interviewed different executives. So in your series you talk a lot about symbolic acts. What are some examples that have stood out for you? Well, that's a great question. A symbolic act, we always look at in the first ninety days is very important because it sets the stage for your legacy as a leader. And it just really all started when Neil and I, as we mentioned before, we probably together we've interviewed our ten thousand edidates in our careers, and we were talking to a general named Richard Parks, and he's headed up a large system in West Texas in Lubbock, and he had just transitioned and moved to.

6:11 This new job. I mean, we were interviewing him and this wasn't the point of the interview, but he started telling us. He said, you know, when I first we said anything you do in the first ninety days and he said yes, he said I had moved. Into the hospital. And Neil and I looked at each other and we said, okay, we all work hard, you know everything. He said, no, no, no, no, I move into the hospital. And we were like, okay, we have to dig deeper here, said explain that further, and Richard said, well, my wife stays at home, gets the kids ready to move, gets the house sold, and I move into the hospital. And Covenant in Lubbig is a large medical system. In large hospitals in America have resident lounges. He moved into the resident lounge for the first for the first ninety days of his job.

6:53 So he was there with. On site residents and living with them, eating with them, sleeping with them. So it was a great story and take that one step further, that symbolic act that he had his first night there, he woke up in one of the residents said who are you and he said, oh, I'm the new CEO. And you know, as people my age do. He looked at him, he said, how do you guys sleep? And one of the doctors said, you know, horribly these mattresses are. They're just the worst thing. And he said, I can fix that, and so he called the materials manager. He got a po and he said, we got five trucks and we're heading the costco where to get all these new mattresses. So they went there and got the new mattresses, installed them the same day. And for the rest of his career, his legacy, he was remembered as what he did that day, that symbolic act of changing all those resident mattresses so they could be fresh when they do their rounds and take care of their patients. And he was remembered for that. That's how the whole series we weren't looking for We were sort of rock hutting. We found gold, and that's how this hole started.

7:51 And it's then you tell about that story. So think about it. These residents are serving patients and absolutely have they get to sleep because it's a tough time during those years, they barely get to sleep, they're on their feet. It is building that trust and fostering that relationship. My CEO cares. For me, right, tbe. I think the most important thing that our leaders when they come to us and ask us in that first ninety days. You know, people aren't expecting you to be right all the time. They're not expecting you to be a genius. They're expecting to trust you. And that's the time to build trust in that first ninety days.

8:33 Yeah, do you know of any other stories? Sure? We had one gentleman Jim Decker, and he wrote a great book for our listeners would like to look at it. It's called Reviving the Heart of Leadership. And he was the CEO, and he said, one of my chief things that I use when I come in as I use a twenty five fifty twenty. Five yearl And I said, okay, what's that. You know, no idea? He said, well, he said, Kurt. He said, I sort of made it up as I went along. And you know, he was a storyteller. Is I'm a storyteller. And he said, Kurt, when you come in, twenty five percent of the people are on your side right away because you're in charge. If you're a CEO.

9:15 He said, twenty five percent aren't He said, they probably won't be, not that you don't pay attention to him, but he said, fifty percent of them are in the middle. He said, what I did was I won the middle. And he did that in a variety of different ways, you know, listening to them, meeting with them in that first ninety days, listening first, and acting later. And I always say, you know, in the first ninety days, act quickly to learn, but move deliberately to make changes. Because again we. Almost say, if you in the first ninety days. It's better to do nothing than make the wrong move and hurt your legacy and hurt that trust that you're trying to develop during that time.

9:58 So many times what happens is than leader, especially executives, when they're stepping into the role, they have this desire to establish themselves and established that like, oh, yeah, I'm bringing value over here, so you had me, here's where I'm going. So sometimes they do get in a rush and what are some bitfalls of doing that. Well, that's one CEO we work with. There was pressure from day one from the board and this happens, and I can just take a step back to deba. What we're talking about is we're healthcare centric, but these leadership tactics can be applied across the board to any industry.

10:42 But he was not pressured, but the board said, your first, one of your first priorities is established our new strategic plan. And in a lot of cases, to answer your question, a lot of times a CEO will concentrate on that and establish a new strategic plan without really understanding the culture of the hospital, understanding there's problems and how those problems were developed before they try to solve them. And you have to earn that right to either change culture or change those problems. But he was He said, okay, I understand. And like week two, they were asking about the strategic plan. He said, I still have some interviews to do. And he was walking around the hospital and he was doing rounds late at night and I came across across the nursing station and this young nurse came up to and said, are you are a new CEO?

11:30 Says yes. He said I heard you're putting together our new strategic plan. He says, yes, one of the one of the tasks I've been charged with. And she said, you know, may I make a suggestion? He said sure. He said, we don't need a new strategic plan. So she said, we need IV pumps at work to get our patients well quicker and get them out of the hospital. So he took a step back, talked to the board and they said, you're right. He made that symbolic act that first day. He didn't move quickly to make a change right away to change the strategy plan. He looked at it from a standpoint, this is his symbolic act that I can make. He made it. Change it one day, fixed it, and he was remembering for the rest of his career on it. And I think, what's also kind of unique. You can Jim Decker, the same person I was talking about. He wanted to make an impression his first day, so he came in I think there was a dunkin Donuts that just opened.

12:21 So his first big board meeting, there's staff meeting. He brought in donuts and everybody kind of looked at him and picked at him, and he thought, what's going on? And luckily he had one of those people that was on his side, that twenty five percent, and he said, he said, what I do, and he goes, we've used the same baker for the last twenty five years. In fact, the baker was a sponsor of the hospital. So he owned up that I made a mistake and went to the banker and told him what happened. The next meeting, the baker said he needed to get the stop a donut for this person. This person he had it all fixed, so owned up to it, said, you know, really misread that. And it was a small thing, but in some way deb it was like, you're not listening to us, so you don't know us yet.

13:02 And he said I learned to pick lesson from that. Yeah. Yeah, no, definitely. So let's say there are executives out there and sometimes they've just had maybe you know, one experience of running one company, or they may be stepping into the new role as a CEO. So can you outline what are general expectations at the c suite level? Well, obviously they're expecting you to make decisions in that first ninety days, which I think is important. But I think a CEO that treats their first ninety days like a diagnosis and not a prescription has been successful. And that's listening, learning, building trust, also making sure that you understand that you're on stage at all times.

13:55 My father gave me. He had a lot of words of wisdom growing up his father's. Due, but he told me one time, he said, Kurt, he said, just remember this when you're going through your career in your life. He said, it's hard to talk your way out of something you behave yourself into. And I always carried that the rest of my life. And I'm some more CEOs say what would be my first move? I actually, just watch how you're being perceived. Make sure that your audio matches. Your visual. M yes, that is that's such a profound statement that your father gave and anybody can take that and run with it. So as you talk about that, the expectations how to make decisions now. But contrary to making decisions, sometimes they need to get the buy enough people. Sometimes they need to understand the culture. Sometimes they need to know who are the stakeholders, where the chips lie, what's the landscape looking like. So given all of that, what are some of the strategies that you have seen that have worked for the leaders in the first thirty days, sixty days, ninety days.

15:16 Jay Robinson was a CEO at Kaiser in northern California, and when we interviewed him, we asked him the same thing, first ninety days, and he came up with a really unique plan. He met with all two hundred and forty two of his people that he worked with, and I don't want to say subordins, but just coworkers. And what thing was unique about it. He didn't meet them in his office. He went to their office, whether it was a maintenance worker, where it was cafeteria, whether it was nursing, he went to their office. But most importantly when he met with him, he sat down and said, listen, if we're successful in this first ninety days, what is it going to look like? How are we going to know that we're successful And took their input and put all that together and came up with a plan of what he was going to try to accomplish the first ninety days. Symbolic acts, things that need to change in right away, but it meant a lot of them, and said, I care about you.

16:07 I'm coming to your office. You don't have to come to mind, and I want your opinion, and we're going to put it all together and my decisions are going to be made on what you've told me. What the lay of the land is, what's the morale like here, what's the culture like? What are the. Immediate problems that need to be fixed, you know, this week? So I always always like that. We've had other leaders that one CEO pulled up to the hospital and his parking spot, Debby was right next to the hospital, and he looked at it and it was executive parking for all the leaders. And he went to his first meeting and he sat down, he said, what's our number one priority? And when somebody popped up and said our people, he said exactly. He said, you know we're going to do from now on, and they said what he says. We're going to take the executive parking and we're going to give it to the employees as the months, and we're going to park at the farthest end of the parking lot and as we walk in morning, we're going to meet and read people and get to know them. That's going to be our way to show them that we understand how important they are.

17:05 The success of our organization. Very profound. And you talk about the criticality, So why do we say that those ninety days are critical to a CEO's success. Well, it lays the foundation of your whole legacy. Like I said, people they're looking to trust you, you're looking to establish trust. And like I said, a lot of things you do in those first ninety days, like for example, culture is really the multiplier And people say, what are you're talking about? I say, well, it's sometimes misreading.

17:46 It is ten times negative to what you're trying to do. You could have ten symbolic acts that everybody love, but misreading the culture and it wipes it all out. So it's very important to understand that first ninety days Before you earn the right, earned authority to change the culture, you have to understand it. You can only understand it by getting to know the people you work with, and not just to people within your organization. You know, hospitals are supported by many people in the community and many supporters, many foundations. People is getting to know them first in that first ninety days, because that first ninety days, like I said, that people aren't expecting you to be a genius or do the right thing all the time, be perfectly expecting to trust you. And that's how you build trust.

18:27 And that first ninety days is key. And I really like what you've mentioned about earning the right to change the culture. Because you have proven yourself, you build a trust. Now that said, the lending cannot be perfect at all times, right, what would happen if, let's say, in the first thirty days or sixty days or even later down the road, they take an alls dive, they make mistakes? You know, people are human beings. How can they recover from that? Well, first of all, own up to the mistake. That's very important. Admit it it happened, apologize for it. Most importantly, make sure you're not disingenuous about that apology because people are looking at you, they're looking at your behavior, and then find out how you're going to correct it. And like I said, own up to it, mention you made a mistake, share it with everybody.

19:20 Yeah, the people you work with. If it was a. Mistake with a group, let them know, let the board know, be transparent about it, and move on. Say, my father used to say a lot of things like I mentioned, but he said, Kurt, you never lose, you learn, learn from it, and move on. Absolutely. And here's the thing that by doing that, they're also exhibiting that leaders can fail and it's okay to fail because and they're also setting that rule model example as to that, Okay, if you have made a mistake, what is it that you can do? How can you have a comeback from that? It's really important, Absolutely, it's so important.

20:01 We had a we had a CEO that moved into his new career and there was a tension point when one of the one of the co workers he was working with, and it started right away, and within that first ninety days he let that person go and it probably it was probably the right move when you look back on it, but little did he know. Somebody came up to him and said, you know it's your job to hire and fire. Let people go, he said, But the general he let go was one of the most popular and influential people at hospital. So move, the move was right. Timing was wrong. You know, we should he should have waited and got counseled. I mean, eventually the person had to go. But it's one of those things where you know, again, the move was right. He did everything right, but the timing was wrong. And it's hard to get understand. First, like I said, and people, when people say, let first ninety days, let's move, you're not slowing down your dysyncrency, your speed, you know, you just you know, you've got to take things in stride. You can't accomplish everything that first ninety days, but you can lose trust and confidence in a first ninety age. That's why we stress the importance of it.

21:14 Absolutely so not coming from the board perspective. The board is looking for someone executives who can make the hospital's wible because yes, hospitals are there to serve, but at the same token that sustainability and profitability does come into play. So given from that perspective. What are they looking for in a candidate. Well, they're looking to somebody that fits their required. Needs. That could be certifications, you know, certain past experience, and then desired would be personality traits. But most importantly, they're looking for somebody that's open to accepting this new opportunit.

22:00 And there's a great book out there. I think we talked about it maybe in our pre call, but it's called What Got You Here, Won't Get You There by Marshall Goldsmith. And they're looking at somebody to come in and say I have the job, I'm in charge. They're looking for somebody to come in and say I was successful in my last job, but as the board helped me to be successful in this job. And we always caution boards to help their new CEO succeed by looking at it from a standpoint, not necessarily like a ninety day plan, but looking at. It strategically, what strategically. Has to be done, and also if there's any really important decisions to make, Like we had a situation where a gentleman was coming into opportunity and the nurse's salaries were low and they had to be changed and it was going to affect a lot of different people.

22:54 It's a big payroll item. But he went he. Negotiated it to give me, negotiated his position on that and said, you make the change before I get there, so I'm not the bad guy on the board and said we get that now. So they had to make that change, so they did it beforehand, which I think was a really smart move to set him up for success. And we always caution caution. We always advise our new CEOs to negotiate your first win prior to you getting there, you know, prior to you actually accepting the role. And I think that's that helps them step over so they're not hitting the landmines at day one, you. Know, absolutely, And that's such a powerful thing to have under your toolkit because if you're negotiating your win, then you've already formed that foundation. Are you're walking in with an achievement. So as you're searching, how do you look out for the CEOs as well as lookout for the board, because it's a two edged, double ed sword. If you were to say, right like, you've got to satisfy the boat, so they are going to bring you back in again.

24:09 And at the same time, you got to support your CEO so that they succeed and then they can refer you. So I mean that's the referral part is just one thing, but it's the key thing. Is like, as you're building that reputation, which you have done for thirty years, how do you balance those. Two Well, I think most importantly, you know, we when a candidate starts, our job is not done. It's only half done, as I mentioned earlier, and our job is to make sure that candidate succeeds. So we develop a internal plan for them to succeed in that first ninety days and share it with the board and make sure that they're both in sync and both are on the same page, as opposed to having somebody come in and say, well, give me ninety days and I'll tell you what I've learned. Well, let's develop a plan from day one. Understand what you're what you're coming into, what's your expectations, and at the same time making sure that our candidate knows everything good and bad about this opportunity going in. You know, one of the big things now with the Internet, everybody's going to know if you're going in a new.

25:15 Opportunity what your company is. There's there's information about the company, there's information for people at work for that company, So we share that with our board and our candidates to make sure that they understand what we know with the public knows, so there's no surprises. Transparency is really key during that first ninety days m and. You mentioned that you have a plan that you share, like an internal plan for ninety days. Are what are some success strategies from it? Well, I think, like I said, listening first, getting to know, getting to know everybody that you work with. Also just understanding, you know, the facility that you're in, Understanding the financial situation of what you're walking into. As you said, you know, boards or UPPERA hospitals running on very thin margins nowadays, and it's it's very important to make sure that you surround yourself with people. I know that one CEO we work with said, you know, he understood the workings of the hospital financially, but he really wanted to meet with the CFO first because that's the person that kind of the CFO is a very powerful position at that hospital.

26:25 So he spent a lot of time with him and said he said, when I dug in, he said, I. Really found out a lot about it. He said, all the road, all the telltale signs were there in the financial part of the hospital, and I knew that, and that affected every decision I made going forward, and any feedback I had to the board was really directed through that support that CFO gave him. So again, understanding that the monetary situation in the hospital was key, he went to the right person and surrounded himself with people that helped him. Make those decisions absolutely. And so how do you go about in your churches, meaning I'm sorry, how do you go about like searching your c suite leaders?

27:10 Well, it really depends depends on where part of the country is. We don't have a we don't have a static list, but we have a list of people. Like to say, for example, if we accept a CEO position, we're going to contact everybody within that state that's as CEO within that arena and then see what the interest we have, and then move out to or three states away, then move out two or three states away from that, and then search eventually goes nationwide. We feature on our website, we have internal sourcing for it. We send out a position description to prospective candidates that we've talked to in the past. And again we don't start from scratch, but we don't start from a static list either. We have people that we know and then we also know the We know the people that show up every time, and that doesn't mean we don't talk to them, but we're aware of them. We'll look at their backgrounds, and most importantly we're first interviewing these candidates, we want to know how many times they move in their career. Because healthcare CEO it's probably moved maybe two or three times in their career. So if we have somebody four or five, that doesn't mean we don't work with them that's moved four or five times, but we want to find out why what happened. Could be the hospital closesed, could be the system was changing, but we want to know their past track record.

28:28 And then what we do is we narrow it. Down to say eight candidates that will will either present to the search committee if there's a search committee, or the board if the board's in charge of that, and then from that we'll narrow it down to probably after we present all eight of them, we'll get the board feedback, narrow it down to two maybe three. They're are finalists and then they usually do at that time they've done zoom meetings, we've got feedback. At that time, they'll do a face to face with those three and then we're usually there making sure that we understand how the interview goes and where they're taking notes and feedback, and then the search committee end or the board will make that selection.

29:08 So the process could be anywhere from four to six months, just depending on the criteria. Time of the year is a very important also, and we set out one of the key things that a lot of our clients like. We set out a complete time frame with dates, solid dates, so the search doesn't get out of hand, and we gain committed from the people that are making a decision, making sure they're account we're accountable. So we have a complete. Timeline from day one to estimated fill date, and we follow that to the as much as we can, depending on holidays, depending on vacations, things like that. We follow that almost to the letter, and that helps us succeed.

29:49 And the idea is not to get the search done as quick as possible, but get the candidate, the right candidate in there at a good time frame and at the same time making sure that everybody's on board. We make those. Yeah, I know it sounds like such a well thought out in systematic search where you are putting in a lot of effort. You mentioned about the time of the year is critical. How does that play into it. Well, it's just time of years. It's the seasons. You know. People look at A lot of moves are made in the spring, which is right now because people are saying if I'm going to make a move or I'm going to make a career change, it's May school, depending on what part of the country, schools wrapping up.

30:33 I want to have my children start, you know, in the fall at a new school. I want to have that done. We've taken on searches November and they're fine, but they have first you have you know, Thanksgiving, Thanksgiving holiday, you have Christmas, you have Christmas Holiday, you have New Years. So those are just really tough. So not that we don't take those on and then part of the year. People always look at it and say, boy, are are hospital Sure show was great in the spring, in the summer, in the winter not so much. So. A lot of people look at the seasonality of it also and say, you know, when people are coming to relocate from across the country. They want to make sure their town or their city that they're recruiting into it looks the best that it can.

31:13 Puts his best foot forward. Absolutely, and you also mentioned about that you definitely want to know the background about if a CEO has moved few times. So the reasoning is the staying power and how does the staying power play into the success of a CEO's role. Well, I think people look at him, look at him or her is being stable. You know, we counsel our CEOs to make two three career moves in their life. Stability is very important, moving for the right reason. Making sure they're moving from a smaller hospital to a larger hospital or to a larger hospital within a system. We can show growth, we can show a strategic leadership, we can show strategic advancement to that client, so that there they're aspirations and why they moved. And then I think also the key is to make sure that we one thing we always ask our candidates assuming let's say, for example Los Angeles, assuming that you're offered the position, and we always do background checks, but we always ask the candidate up front. You get there six months from now, there's a story in La Times about you. Is that going to is something going to show about that? Because again,

32:45 everything we know, the Internet travels everywhere, you know, is something going to show up? We ask them up front, you know, is there anything not necessarily hid in your closet, but anything we need to be aware of. So I remember one candidate was very upfront with me about lobbying heavily for a position for his certain special that he was a lobbyist for on the side, and no, it was really you can't loved it, but you let us know that. So he said, you're going to see my name in the paper. So we asked him that also, Yeah. That definitely makes sense because you're asking for full transparency, and then transparency allows you to help them build narratives around their background. So what are some of the narrative building essentials.

33:28 When you say, I'm sorry, that human narrative? So, for example, you know, you're not going to have anybody with a picture perfect life. Everybody's going to have something in the closet, not necessarily bad skeletons, but there are skeletons in the closets. There are downfalls, there are ups and downs, highs and lows in people's lives, So how do you build narratives around that so that way you're still being transparent And yet yeah, I. Think I think it's very important we use them. Obviously, we ask for references, you know, and from people that obviously will ask for references, and our candidates will give us those. At the same time, sometimes we'll ask that reference, is there anybody else that we could talk to that has worked with this candidate that maybe the candidate didn't give us, And we're not trying to find anything neative. We want to try to cover the all the information about this candidate. Also, we always ask the references you know, you know, tell us about your working relationship with them, how did you like them? But we always say, you know, if there's one thing that could change, what would that be. And a lot of times there's the same narrative that pops up and we caution the candidate about that, you know, said you've gotten some good references, but this has been brought up and it will probably be brought up by the search committee of the board interviewing, so be prepared for answer that. We try to coach them to make sure they answer that to their satisfaction and to the reality and the truth of them.

34:57 Yeah, and that's definitely a great point that you bring in, and that brings in another thing that has been happening for quite some time now, which is back channeling, where people will have asked the candidate for references and yet once they of course, you know, they know from the resume and the LinkedIn profile and just an open search book, is that which company doesn't work for? People pull out the names of people and if somebody knows, especially from the board or even the C suite, the fellow sea suite peers, if they know someone, they will call people who are not the references. So sometimes a lot of my executive clients will come and say that I'm asked questions that just taken taking me by surprise. So what would you tell I mean, this is a reality, it happens.

35:59 How would you advise as to you to go about it? Just be prepared. I mean, they know what's out there. You know, we always encourage a lot of times people may be able to talk to us two, three, five years before they. Ever make a move. They just they call us because they've seen something or seen a podcast, and we encourage them to be active on LinkedIn, get their name out there, take positions on things. Publish you know, short articles so people understand their positions on things. Get their name out there so their name is noticeable. And the more your name's noticed out there, it helps the person that's hiring you understand about you.

36:40 But at the same time, you develop people that may become your mentor may start to follow you and say, I'm very interested in what you're doing. And part of your career growth is getting to know these people that you connect with on the on LinkedIn or on the internet. So I think that's a very important point. Make sure their name's out there and if they're taking positions on things, publishing articles. We always encourage that because at the same time, knowing that your positions being looked at, talk to and then look at the feedback on LinkedIn, people may say I liked your article or should be thought about this point and learn from it. And besides being out there on the web, because as you have mentioned that social media presence is essential getting your name out there is there? What are their strategies would you recommend CEOs who are potentially looking to make that next career move.

37:36 Well making sure that they're moving for the right reason. And that could be whether it's family, whether it's personal growth. Making sure they want to move to advance in their career, not take a step back. They could be looking at their last career in their and before they retire. That's a different situation. But when you're making looking to make the right moves, make sure it's right for you, make sure it's right for your family. And we always say that to a new CEO. You know, ninety percent of the time should be dedicated to your job, but don't give one hundred percent to your new job. And people say, why would you say that, Keep ten percent for yourself, you know, self growth, learning for yourself, for your family. You know, don't lose, don't lose the support of your family during this critical career move.

38:26 Mm hm. And if someone is interested, you mentioned that several executives reach out to you even two to three years before they're linking that move. How can they connect with you? Sure? I'm on LinkedIn, Neil Marshall's on LinkedIn. It's just Kurt Moseley on LinkedIn. Neil Marshall on LinkedIn. Go to our website. It's www. Health Search partners dot com. On our website is all of our podcasts, all of our articles that we wrote. We just did a great summary of the recent American College of Healthcarecatives annual conference and what our takeaway was. We interviewed over sixty different candidates there and put together a nice synopsis. It's on there, so there's a lot of good information on there, and contact us directly.

39:11 Through our website. Our names are on there and our LinkedIn LinkedIn are accounts are there so they can get. Over bus absolutely. And as we are bringing the show to a close, you mentioned that you just recently interviewed sixty So any fresh trends or any fresh advice that you'd like to share with our audience. Yes, thanks for letting me allow me to answer that healthcare is changing. I was just I'm a speaker for our company. I do some speeches across the country and somebody asked me last week to summarize the ACCH meeting for me and I said, they said, give us the next six months, and I said, you know, excuse me, I said.

39:58 I don't know the next six days. In healthcare, it's changing every day, so be prepared for change, and a lot of it be prepared for AI being a big part of healthcare going forward. But one of the CEO is Tomy Diva, which I really enjoyed. He said, Kurt, I use AI, but he goes, we can't forget that with artificial intelligence, we need emotional intelligence to go with them, and that's very important. And obviously with all the changes, the one big beautiful build, there's a lot of financial pressure on hospitals and they have to be financially viable take care of our patient population, which is their key. And that's another factor. And you mean to look at it. Somebody said to me and to give us another one liner, and I said, we're not doing We don't have to do better with less.

40:49 We have to do better. We have to do more with less. So again it's one of those things that healthcare is being graded nowadays. And there's a lot of patient satisfaction scores and that's how we doctors are paid, hospitals are paid and readmitting. So that's been a big factor. Especially we looked for cost cutting measures. So that's a quick three line summery I could give you on. That, absolutely and anything else you'd like to share with our audience, Well. Just the first ninety days is really we look at it as really the key for your legacy, and it's that earned authority in that first ninety days that you get during that time that really is the roadmap and the key to your success for your whole career.

41:35 And that's your legacy. So make sure that first ninety days you understand it, you work with it, you're open to it, and most importantly, you understand that you're on stage at all times no matter what you do, whether you're in the hospital, whether you're in town, whether you're in a public event. So just remember that. Very powerful. Thank you. Thank you for joining us, Kurt and sharing so openly, and thank you oneerful audience for being with us and being part of our family, because without you, the show would not be possible. Reach out to us like you always do, let us know how we can serve and support you to help you live the best life you deserve.

42:17 And thank you one attack genius, Be well and take care to next time. Thank you for being part of Beyond Confidence with your host d V Park, we hope you have learned more about how to start living the life you want. Each week on Beyond Confidence, you hear stories of real people who've experienced growth by overcoming their fears and building meaningful relationships. During Beyond Confidence, Diva Park shares what happened to her when she stepped out of her comfort zone to work directly with people across the globe. She not only coaches people how to form hard connections, but also transform relationships to mutually beneficial partnerships as they strive to live the life they want. If you are ready to live the life you want and leverage your strengths, learn more at www dot wpark dot com and you can connect with w ants. Contact ants dwpark dot com. We look forward to you're joining us next week