I absolutely love summer! The long warm days, the sense of laziness in the air (especially if one is a kid and doesn’t have a job!), the trips to the beach, the feel of flip flops on one’s feet, the taste of fresh ice cream on a humid evening, the beautiful sunsets…seriously what’s not to love? And this Summer 2021 certainly feels a lot better than the last pandemic one: restrictions have eased, folks are slowly returning to work, travel has picked up, and even in-person events (both personal and professional) have begun to slowly make a comeback!

However, in many ways, this summer and these days, in general, feel different. Like something has loosened in the air and despite all the “return to normal” efforts, our world has shifted out of orbit. There’s a sense of great “re-shuffling” as the pieces of our lives continue to fall into place without yet having reached their final destination. They sort of seem like puzzle pieces suspended in the warm summer air.

There’s certainly no shortage of causes for this feeling of general unease about the whirlwind of continuous changes. Not one day goes by that we don’t hear of record-breaking high temperatures, drought, fires, hurricanes, and landslides due to excessive rain. Scientists talk about this being the beginning of larger changes, and I cringe to think of how this will impact our lives in the long run.

As a country, we’re still coming to terms and trying to make peace with last year’s protests for social justice and the events of January 6^th, 2021. The COVID virus and its vaccines for that matter still remain divisive issues, not just here, but across the world.

The economy looks different on this other side too: there’s a mismatch between available jobs and those looking for work, there’s a longer wait when buying even the simplest of household items, business hours have shortened, especially for the staple 24-hour fast food restaurants, and prices are going up for pretty much everything. The pandemic seems to have changed our habits and attitudes (perhaps permanently?) about how we work, how we shop, how we learn, how we view our homes, and even where and how often we get the medical care we need!

Perhaps not as visible to most people, but certainly here and impacting us more each day are the bigger changes in the world of work such as automation and Artificial Intelligence (AI). With the ever-improving technology, those changes were inevitable, but the pandemic certainly has accelerated the shift. Looking and reading the news I learn of robotic food deliveries around Ann Arbor, robot butlers in boutique hotels in Chicago, robo-cops patrolling parks in California, salad making robots in grocery stores in Ohio, and blood supplies being delivered to hospitals by drones (and saving lives) in places like Rwanda. In healthcare, I feel the change is palpable; there’s rarely an invite I receive nowadays for a seminar, training, or conference that doesn’t mention automation of some sort, and the inclusion and growth of AI unto the various workflow processes.

As I look out the deck of my rented cottage and unto the blue lake on this lovely summer evening, I can’t help but see so many opportunities within these challenges. The news that the US economy has surpassed its pre-pandemic level after growing rapidly is a sign of a better, more hopeful future for all of us. I see people reconnecting after a long year because we are social creatures who crave family, friendships, and togetherness. I see elected officials working together, to improve the foundations and the infrastructure of the 21^st century and beyond. I see the sky full of man-made rockets as we strive to reach the heavens and learn more about who we are. I see scientists working together across continents to find cures and offer hope and solutions even for the biggest of challenges.

These days are in essence of what has always been for humanity: changing times. We as humans have always lived in a perpetual state of change, changes that are mostly an outcome and result of our work, curiosity, and ambition. Despite the fears and anxiety, we’ve always managed to accept and even thrive in our ever-changing world, and I have a firm belief that this time will not be any different.

Regardless of the circumstances, executives are always seeking effective, efficient methods of communication. But these days, executives need virtual ways to communicate that are just as effective and meaningful as face-to-face encounters.

For many, communicating in the virtual space has become the preferred method of doing business.

Following are strategies for getting the most out of day-to-day work communications, engaging with remote employees, and having meaningful conversations virtually.

Many of us have been working remotely for months; however, we can’t let our guard down and forget virtual meeting etiquette. Some recommendations for maintaining good virtual meeting manners include:

Have an agenda and stick to it. If possible, send out an agenda a day or two before the meeting. An accurate agenda not only lets everyone know exactly what will be discussed but also gives meeting participants the opportunity to ask or answer questions prior to the meeting.

Punctuality matters. When participating in a virtual meeting, a tardy host is almost as frustrating as the recurring chime that announces the addition of a latecomer. Arrive a few minutes early and have the meeting program running in the background of your computer, while you are working on other tasks. Finishing a meeting on time is just as important as arriving on time.

Remove potential distractions. Silence your mobile phones, block time on your shared calendar, close the window to unnecessary websites, and let others who are working or living in your virtual office space know you’re in a meeting and are not to be disturbed, if possible.

Mute yourself. Unless you’re presenting, be sure to mute yourself. It’s amazing how much background noise microphones pick up.

Dress for success. Although many bedrooms currently are doubling as home offices, loungewear is never acceptable office attire.

We all want to be heard. And when communicating in the virtual space, it’s often difficult to know if we’re being heard or seen, or even understood. Prior to 2020, most of us took for granted those little acknowledgments that let us know when we had successfully connected with another co-worker. Today, most of us aren’t able to give our co-workers an encouraging pat on the shoulder, provide a hug to someone who might be grieving, or even onboard a new employee with a tour of the office and traditional meet-and-greet welcome lunch.

With remote work and the use of virtual platforms is the norm for the time being; finding connections with each other is critical to preserving our mental health and ensuring a necessary standard of production to remain successful. Here are simple ways leaders can preserve connections with their teams:

Prioritize daily face-to-face check-ins. A quick, 10-minute “huddle meeting” with your team at a set time each day can foster an atmosphere of collaboration and teamwork. Ask all participants to turn on their video, if possible. We all communicate much more effectively when we can be heard and seen.

Celebrate milestones and accomplishments—regardless of size. Though we might not be physically together, that shouldn’t stop us from getting together in the virtual space to celebrate each other and our accomplishments. Continue celebrating birthdays, work anniversaries and team wins—big and small.

Collaborate and educate. As an executive, you’re part of a senior leadership team. Being a good team member includes sharing helpful information with other leaders. When meeting with your peers, include time on your agenda for ongoing training, best practice sharing, and problem-solving. “What are you currently reading?” is a great question to spark an information-sharing session.

Do lunch. Remember how nice it was to get out of the office for a bit and share a bite to eat? It’s still possible to create that same atmosphere of connection and conversation, even when working remotely. Consider sending lunch via food delivery apps to one person or your entire team.

All executives are tasked with performing duties such as delivering difficult news, negotiating contracts, or disciplining an employee. Meetings related to these situations are best conducted in person. Face-to-face interactions allow meeting participants to share a common space, where distractions are minimized and technological issues eliminated. Unlike virtual meetings, an executive can control the environment of the in-person meeting and keep distractions and interruptions to a minimum. In-person meetings allow for a fuller sense of connection and trust over virtual meetings.

Because of our experience navigating 2020, we are all much better equipped to work in this new, virtual space. And now that we know better, we can all do better.

--Adapted from “Tackling Important Conversations Virtually,” Healthcare Executive, Jean Willey Scallon, FACHE, regional vice president, operations, Signature Healthcare Services LLC, Corona, Calif., and an adjunct professor at Indiana University in the O’Neill School.

On Tuesday, July 20^th, 2021, 30 Emerging Leaders came together to participate in an in-person networking event at Motor City Brewing Works in Detroit, MI. The group had the entire second floor patio of the brewery reserved and the return of face-to-face networking drew in an energetic crowd! Our current and incoming MCACHE Presidents, Michelle Hornberger and David Brooks, graciously attended to discuss their healthcare journeys and tips for success as emerging leaders in the industry. Even the rain couldn’t dampen everyone’s spirits as food, drink, and all enjoyed the good company!

Dragana Spasevska is a Management Engineer for Transformation Consulting at Henry Ford Health System and was the speaker. For the past year, Dragana has been supporting the Behavioral Health Diversity & Inclusion oversight committee at Henry Ford looking at workforce diversity and how to make sure Henry Ford is supporting and including employees from all backgrounds.

The webinar looked at things with a DEI lens and behavioral changes, especially how difficult it has been in the last year for people to get the care they need with the increased stress they are experiencing due to COVID. As we all have witnessed in the news, the mental stress that U.S. Olympian Simone Biles has experienced caused her to withdraw from the individual all-around competition to focus on her mental health and well-being.

Defining Diversity – the state of being different and variations among people in regards to race, religion, heritage, sexual orientation, and more. They also differ in health, impacting their experience of the world. There may be a disability associated with a mental health disorder. Experts have been looking at how to define disability for a long time to ensure that it is inclusive and captures all the different impairments and interferences that people may have because of their mental illness. Under the Person’s with Disabilities Act, a mental illness means a disorder of the mind which results in a partial or complete disturbance of how the person is thinking and how they are feeling and their behavior that could result in recurrent or persistent inability to carry out different activities and this may have an impact on their employment.

The case for diversity – sharing the literature.

Diversity and Inclusion: Building Strength and Capability. Four key arguments were given in the 2016 guide that makes the case for diversity, equity, and inclusion.

1.      “The moral or social justice case which asserts that each person has value to contribute, and we must address barriers and historical factors that have led to unfair conditions for marginalized populations.”

2.      “The economic case is based on the idea that organizations and countries that tap into diverse talent pools are stronger and more efficient, and economists see discrimination as economic inefficiency”

3.      “The market case argues that organizations will better serve their customers if they reflect the diversity of the market base”

4.      “The results case is that diverse teams lead to better outputs.”

Does Diversity Pay? Race, Gender, and the Business Case for Diversity Herring (2009) the paper looked at how diversity pays off in the long run. The paper looked at Racial and Gender diversity along 4 key characteristics listed below:

1. Potential to increase revenue

2. Increase the number of customers

3. Increase the market share

4. Increase in profits

Out of the 4 hypotheses’ tested for Racial and gender diversity; 7 of the hypotheses were supported. Racial diversity was coordinated with all the characteristics and gender diversity was associated with all the characteristics except increased market share. *Note: The correlations are influenced by leadership, the culture of the organizations and size of the organization etc.

The final article looked at the Benefits of Diversity as listed below.

1.      Diversity enlarges the pool of potential applicants and suppliers that may result in a wider selection, higher quality, and lower costs (Niederie et al, 2013)

2.      It often energizes individual performance and increases individual-firm identification, increasing productivity and job satisfaction, reducing voluntary turnover and the costs of new recruitment and training (Mckay et al, 2009)

3.      Higher job satisfaction enhances the quality of interaction between customers and employees (Koys, 2001)

4.      It provides access to new networks and increases the sources of information (Williams and O’Reilly, 1998)

5.      Fosters creativity and innovation (Bantel and Jackson, 1989)

6.      Better cultural similarity between service providers and customers improves consumer experience and satisfaction

Dragana spoke on these articles, which is just the tip of the iceberg of articles on the topic and the benefits of diversity on mental health in the workplace.

CLICK HERE to View the Presentation and Recording.

The MCACHE Emerging Leaders Committee is responsible for recommending strategies for how MCACHE can more effectively engage emerging healthcare leaders. The Emerging Leaders Committee started in 2012 as the Metro Detroit Young Healthcare Professionals and formally became a chartered committee by MCACHE in 2014. The term “emerging leader” was preferred over ACHE’s “early careerist” to include both those early in their career and those that transitioned into healthcare.

The Emerging Leaders Committee hosts quarterly Community Engagement and Professional and Networking Events. ACHE membership is not required to attend Emerging Leaders events, but many choose to become members after finding value in our events.

Our Community Engagement events are community service events where a diverse group of MCACHE board members, MCACHE general members, interested emerging leaders, and their family members can volunteer together at local organizations. These have been great events for networking and opportunities to give back to the communities that we serve. Some examples of our previous events include:

Our Professional Development and Networking events are valuable opportunities for emerging leaders to learn from executives and network with fellow emerging leaders. Some examples of our previous events include:

The MCACHE Emerging Leaders Committee consists of a Chair and Vice Chair, Community Engagement Team, Professional Development and Networking Team, and Committee Liaisons. We have quarterly business meetings and recruit annually during the 3^rd and 4^th Quarters for committee positions. The Emerging Leaders Committee has served as a volunteer pipeline for MCACHE with several past members serving in committee leadership and board member roles.

To join our email list and to learn more about how you can get involved, please email el.mcache@gmail.com. We send monthly chairs notes and regular communication regarding both Emerging Leaders and MCACHE events.

Tia Le and Matt Orsey

Chairs, MCACHE Emerging Leaders Committee

The word volunteer is defined as “a person who undertakes or expresses a willingness to undertake a service or to do something” -- a similar definition could be used for leadership.

Enhance your membership experience by being actively engaged in YOUR MCACHE Chapter. Your strengths, skills, and competencies are invaluable in helping to elevate the Healthcare Executive profession, and volunteering is a great leadership development tool and way to connect with others.

Complete the Willingness to Serve Form if you'd like to volunteer!

Not quite sure yet how you’d like to help? Send a note to mcache@achemail.net. — we will work with you to find the perfect fit.

Trudy Adler

Khaled Al-Surimi, II, PhD

Abed Asfour, MD, MBA

Catherine Barrett

Judith A. Belknap

Jayaprakashnarayanan Bhagirathan

Arnab Bose

Sarah E. Britton

LTJG Lorraine Byrnes

LaRonda Chastang

Kelley Coppola

Cherry Cottone

Kristine Donahue, MSA

Katie Feldhouse

Andrea Ferrario

Kajon Franklin, MBA

Erin Freshwater

Colleen Frey

Laura M. Gosseberry

Katherine M. Guc

Karen Hampton, MBA, MSN, RN

Adeel Hassan

Kimberly T. Hobson

Denise James

George L. Jenkins, III

Kelsey Johnson

Wendy Jolliff, MSBA, PA-C

Gabriel Kadoo, Jr.

Noah Kaufman

Daniel J. Knaup, MHA

Mark S. Kopson, JD

Willow R. Lowery

Shomari McCoy, MBA

Meghan K. Moore

Sierra L. Mosher

Matthew Owens, MD

Sneha Patel

Kevin R. Peshl, MBA, MHA

Patricia Plata West

J’ne Powell

Karthik Ramani

Scott Regenbogen

Rhea Rodgers

Thomas Schoen

Shekinah Singletery

Joshua Stack

Traci Stewart, DNP, MSN, RN

Jillian S. Yuhas

Heidi R. Warrington, BSN

Solana A. Windsor-Silvia, MS

Daniella Wood

Audrey Young

Jillian S. Yuhas, BS, MHA

If you are interested in information about becoming a Fellow, click here or register for the virtual Advancement Information Session on September 22 at 4:30 p.m., click here.

As one of the leading non-profit and Catholic health systems in the U.S., Ascension is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. In FY2020, Ascension provided $2.4 billion in care of persons living in poverty and other community benefit programs. Ascension includes more than 160,000 associates and 40,000 aligned providers. The national health system operates more than 2,600 sites of care – including 146 hospitals and more than 40 senior living facilities – in 19 states and the District of Columbia while providing a variety of services including clinical and network services, venture capital investing, investment management, biomedical engineering, facilities management, risk management, and contracting through Ascension’s own group purchasing organization. Visit www.ascension.org.

Select Medical is one of the largest operators of critical illness recovery hospitals, rehabilitation hospitals, outpatient rehabilitation clinics, and occupational health centers in the United States based on the number of facilities. As of June 30, 2020, Select Medical operated 101 critical illness recovery hospitals in 28 states, 29 rehabilitation hospitals in 12 states, and 1,757 outpatient rehabilitation clinics in 37 states and the District of Columbia. Select Medical’s joint venture subsidiary Concentra operated 522 occupational health centers in 41 states. Concentra also provides contract services at employer worksites. On June 30, 2020, Select Medical had operations in 47 states and the District of Columbia. Information about Select Medical is available at www.selectmedical.com.

With more than 30,000 employees, Henry Ford Health System is the fifth-largest employer in metro Detroit, and among the most diverse.  For more information, please visit https://www.henryford.com/

Blue Cross Blue Shield of Michigan, a nonprofit mutual insurance company, is an independent licensee of the Blue Cross and Blue Shield Association. BCBSM provides health benefits to more than 4.7 million members residing in Michigan in addition to employees of Michigan-headquartered companies residing outside the state. The company has been committed to delivering affordable health care products through a broad variety of plans for businesses, individuals, and seniors for 82 years. Beyond health care coverage, BCBSM supports impactful community initiatives and provides leadership in improving health care. For more information, visit bcbsm.com and MiBluesPerspectives.com.

The HCS Group is Michigan’s premier provider of mobile imaging services. Based in Plymouth, Michigan, and established in 2005, The HCS Group offers clients comprehensive management solutions along with unparalleled value in the delivery of high-quality imaging services. Our turnkey resource management team handles everything from recruiting top-notch technical staff to comprehensive marketing and sales services to patient scheduling. Under The HCS Group umbrella we have also established IntelliAuth360 which provides insurance pre-authorization, Ultra-X Imaging which provides mobile x-ray and ultrasound services, and Options Staffing 360 which provides supplemental staffing services for the healthcare industry.

At The HCS Group, our culture drives our strategy. We are committed to creating a culture that focuses on people, passion, partnership, and performance. Selected as a Detroit Free Press Top Workplaces, for the past four years, we are grateful for our employees and the commitment they have made to providing exceptional service. To find out more, please visit us at The HCS Group.com or check us out on social media at The HCS Group Facebook and The HCS Group Linkedin.

HED is an architecture and engineering firm with offices in eight cities. We have a reputation for design excellence, believing that all the facets of design must create a positive impact. Nowhere is this more relevant than in the delivery of world-class healthcare environments, which demand continuous learning, adaptation, and experience—along with constantly navigating the complex healthcare landscape. From evolving treatment modalities and changing healthcare laws, to strict building codes and funding uncertainties, we guide our clients to deliver exceptional patient care through excellent design. To learn more, visit hed.design

As the nation's largest health care-focused law firm, Hall Render is distinguished by our attorneys' extensive knowledge and experience. Health law attorneys across the country provide organizations in the highly regulated health care industry with full-service legal representation. Commitment and experience complement the firm's understanding of the evolving landscape of today's health care industry, distinguishing Hall Render as one of the nation's preeminent health care law firms. www.hallrender.com

Johnson & Johnson Health Care Systems Inc. (JJHCS) provides contracting supply chain, and business services to customers of the Janssen Pharmaceutical Companies of Johnson & Johnson including hospital systems and group purchasing organizations, health plans, physicians, specialty pharmacy providers, distributors, and wholesalers, pharmacy benefits managers, long-term care providers, employers, government payer programs and government health care institutions. jnj.com

Patina Solutions Group is a non-traditional consultancy specializing in outcome-driven solutions for complex issues in Healthcare across Operations, Revenue Cycle, Technology, Interim Leadership, and Executive Placement. Patina is delivering compelling engagements across its 11 offices in the U.S. patinasolutions.com

Established in 2015 under The HCS Group umbrella of companies, Ultra-X Imaging is Michigan and northern Ohio’s comprehensive solution for mobile diagnostic imaging services. With its office in Southfield, Michigan, Ultra-X Imaging can perform diagnostic imaging health services for skilled nursing facilities, assisted living facilities, and in the comfort of the patient’s own home.

Recognized as the most efficient and reputable 24/7 mobile x-ray and ultrasound service, Ultra-X Imaging has achieved “Triple Aim” (enhanced patient satisfaction, improved quality through better coordination of care, and reduced cost) by working with local health systems. Our UlltraLynk® systems improve quality by comparing images throughout the continuum—eliminating ER visits and readmission as a result. Since its development, Ultra-X Imaging’s culture which is founded on people, passion, partnership, and performance has landed it on the Detroit Free Press Top Work Places for the past four years. To learn more please visit us at Ultra-X Imaging or visit our social media at Ultra-X Imaging Facebook and Ultra-X Imaging Linkedin

Medija Shaska, Communications Committee Chairperson mshaska1@hfhs.org

Joe Colombo, Communications Committee Co-Chairperson joseph.colombo@ascension.org

Susan Stokes susan-stokes@comcast.net

Caitlyn N. Hakim caitlynhakim@gmail.com

Contact MCACHE: mcache@achemail.net