Latest / Becker’s Healthcare Podcast / Leading Through Disruption With Culture, Innovation and Patient-Centered Care with Dr. Mark G. Moseley

Transcript

Leading Through Disruption With Culture, Innovation and Patient-Centered Care with Dr. Mark G. Moseley · Becker’s Healthcare Podcast

• 0:02
  - There's a small circle of people who truly
• 0:04
  - understand what it takes to lead a health
• 0:05
  - system right now. The decisions are enormous.
• 0:08
  - The variables are constantly shifting, and the stakes
• 0:11
  - of getting a call wrong don't stay contained.
• 0:14
  - That's not a complaint. It's a structural reality.
• 0:17
  - And it's why the most effective c suite
• 0:19
  - leaders are deliberate about where they go to
• 0:21
  - pressure test their thinking.
• 0:22
  - Becker's fourteenth annual CEO and CFO roundtable
• 0:26
  - brings together more than 1,500
• 0:28
  - executive level attendees and nearly 400 speakers for
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  - four days built around growth, financial sustainability,
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  - workforce strategy, and the leadership questions that don't
• 0:38
  - have easy answers.
• 0:39
  - Join us November second through the fifth in
• 0:41
  - Chicago.
• 0:42
  - For the agenda and event details, visit beckershospitalreview.com
• 0:47
  - and click on the events tab in the
• 0:49
  - upper right.
• 0:50
  - This is Laura Dierda with the Becker's Healthcare
• 0:53
  - podcast. I'm thrilled today to be joined by
• 0:55
  - doctor Mark Mosley, president of USF Tampa General
• 0:58
  - Physicians and executive vice president of Tampa General
• 1:00
  - Hospital. Doctor Mosley, it's a pleasure to have
• 1:02
  - you on the podcast today.
• 1:04
  - Oh, thanks for having me. Now I'm excited
• 1:06
  - for our conversation. I know this is going
• 1:08
  - to be,
• 1:09
  - you know, a lot of fun to catch
• 1:11
  - up and talk a little bit more about
• 1:12
  - some of the things you're doing at Tampa
• 1:14
  - General as well as,
• 1:15
  - you know, how you're thinking about the future.
• 1:17
  - But before we dive in, can you tell
• 1:19
  - us just a little bit more about yourself
• 1:20
  - and your background?
• 1:22
  - Sure. I,
• 1:23
  - I used to save patients' lives as an
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  - emergency physician. Now I save meetings one meeting
• 1:29
  - at a time. That's the only joke I
• 1:30
  - have. But,
• 1:32
  - I
• 1:33
  - I work in am privileged to work in
• 1:36
  - the TGH
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  - USF Health System as the president of our
• 1:40
  - large academic medical group.
• 1:42
  - We
• 1:44
  - have 1,200
• 1:45
  - physicians and providers,
• 1:47
  - and about 1,800 team members that support that
• 1:50
  - practice. We're gonna see almost a million patient
• 1:53
  - encounters this year,
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  - and we really span the state in our,
• 1:58
  - in our physician enterprise. And, of course, for
• 2:00
  - the TGH USF academic health system, we are
• 2:03
  - the academic health system
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  - providing care for the entire Tampa Bay, West
• 2:07
  - Coast Of Florida, and increasingly the entire state
• 2:10
  - of Florida.
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  - That's great to hear. And definitely such an
• 2:13
  - important,
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  - area that, you know, you're covering in the
• 2:17
  - communities that you're serving. Now do you give
• 2:19
  - us just a quick state of the union?
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  - What's gone well this year, and what are
• 2:22
  - you focused on for the rest of 2026?
• 2:25
  - Yeah. Wow. It feels like there's a lot
• 2:27
  - going on in the industry, like, right now.
• 2:30
  - I would describe where we are as as
• 2:33
  - perhaps hopeful, but a bit clear eyed
• 2:36
  - about the path ahead.
• 2:38
  - It just feels like health care is being
• 2:40
  - disrupted in every possible direction, and I see
• 2:44
  - that creating a lot of strain.
• 2:46
  - But it also gives us a chance to
• 2:49
  - make changes that might otherwise take longer. I
• 2:51
  - suppose you could think of it as never
• 2:53
  - let a good crisis go to waste.
• 2:56
  - Our central focus is really around culture because
• 2:59
  - we believe it shapes how people respond
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  - to
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  - that type of change and disruption.
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  - It's also how we treat each other and
• 3:07
  - how we serve our patients. And that culture
• 3:11
  - has to be strengthened through clear and consistent
• 3:14
  - communication.
• 3:15
  - That's a foundation for our progress that's challenging
• 3:18
  - to do.
• 3:19
  - But our people need to understand where we're
• 3:21
  - going and why what we're doing matters and
• 3:24
  - how their work contributes to that.
• 3:27
  - They also have to feel connected. They have
• 3:29
  - to trust us. We have to provide encouragement
• 3:32
  - and especially,
• 3:34
  - help them with the change management piece.
• 3:37
  - We want all of the things we do
• 3:39
  - to be easier
• 3:40
  - in health care, but that's that's really a
• 3:42
  - challenge. Innovation asks us to do that.
• 3:46
  - But as a leader, I I would just
• 3:48
  - conclude by saying
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  - our optimism as leaders is not pretending everything
• 3:53
  - will work out for the best. And I
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  - I suppose
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  - sometimes it doesn't.
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  - But instead, it's
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  - I think it's believing we have the foundation
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  - and the ability to make things better
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  - and helping others believe that as well if
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  - we invest in a positive culture with our
• 4:09
  - teams.
• 4:10
  - That makes a lot of sense. And, you
• 4:12
  - know, having that positive culture
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  - is, you know, easy to to talk about
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  - but not easy to actually create. And so
• 4:20
  - when you are are setting the tone for
• 4:22
  - your team and and,
• 4:23
  - working to make sure you get everything,
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  - you know, your your leaders across the board
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  - are
• 4:29
  - creating that culture from the ground up as
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  - well. What does that look like for you?
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  - How do you, just make sure that you've
• 4:35
  - got the the tone set and then the
• 4:38
  - teams are are all, living out those values
• 4:40
  - and the culture that you want every single
• 4:42
  - day?
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  - Yeah. Again, I I think you're spot on
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  - there that it's it's easy to talk about.
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  - It's really hard to do.
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  - I would say that one of the things
• 4:51
  - that I I really appreciate right now is
• 4:53
  - given all of the things we talked about
• 4:55
  - and the complexity in the industry,
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  - I think one of the biggest headwinds is
• 5:00
  - just distraction.
• 5:02
  - Right? Our teams are dealing with financial pressures,
• 5:05
  - workforce strain,
• 5:07
  - you know, regulatory
• 5:08
  - uncertainty, reimbursement
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  - changes,
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  - you know, rising consumer expectations,
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  - and, you know, disruptive technology all at the
• 5:16
  - same time.
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  - And when everything feels urgent, I think your
• 5:21
  - focus suffers.
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  - I said this recently in a Becker's article,
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  - but I I really believe as leaders, the
• 5:27
  - best thing we could do right now for
• 5:29
  - our
• 5:30
  - teams
• 5:31
  - is to put on the organizational equivalent of
• 5:33
  - noise canceling headphones.
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  - We have to identify a few key priorities,
• 5:41
  - explain why those priorities matter, and then be
• 5:44
  - clear about what has to wait because we
• 5:46
  - have to focus on what's most important.
• 5:49
  - I think that takes the confidence to act,
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  - but it also really requires as a leader
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  - some humility to listen.
• 5:55
  - We have to welcome disagreement, and change, of
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  - course, means that when the facts change, we
• 5:59
  - have to change with it.
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  - I think, you know, I'm I'm contractually obligated
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  - to mention something about AI or technology here,
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  - so I'll just say that.
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  - I I think technology can add to that
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  - distraction by tempting us to move faster
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  - before we've actually decided where we need to
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  - go.
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  - And AI can reduce the burden and create
• 6:20
  - more time for meaningful work,
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  - but only if we examine the process beneath
• 6:25
  - that. And I've I've heard it said that
• 6:27
  - we should not use technology
• 6:29
  - to automate dysfunction.
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  - And that's something we're obsessed with in health
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  - care. Like, we're obsessed with optimizing processes that
• 6:37
  - probably shouldn't exist.
• 6:39
  - Peter Drucker talked a lot about that in
• 6:41
  - the business literature historically.
• 6:44
  - The goal is not simply to do everything
• 6:46
  - faster. It's to simplify the work. Right? So,
• 6:49
  - again, going back to that noise canceling
• 6:51
  - strategy,
• 6:53
  - simplify the work for our teams,
• 6:56
  - improve care, and then at the same time,
• 6:58
  - recognize the importance of human judgment in what
• 7:01
  - we're doing.
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  - And that makes a lot of sense. And,
• 7:04
  - you know, I I I love that, kind
• 7:06
  - of directionally how you're thinking about things and
• 7:08
  - really telling those things to your teams. Now
• 7:11
  - when you look ahead, what are some of
• 7:12
  - the big headwinds that you're keeping an eye
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  - on and preparing for?
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  - Oh, there's so many, and I think we
• 7:18
  - we touched on some of those. I I
• 7:20
  - I think
• 7:21
  - the regulatory
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  - changes are
• 7:25
  - more than shifting sands these days. I I
• 7:27
  - think they're really
• 7:29
  - a change to how the industry operates.
• 7:32
  - I think the financial pressures, the loss of
• 7:34
  - the ACA subsidies,
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  - the impact of some of the Medicaid changes
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  - are are profoundly impacting
• 7:42
  - safety net institutions like ours and how we
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  - think about the future.
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  - At the same time,
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  - I think it's also, you know, going back
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  - to that theme of never let a
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  - crisis go to waste.
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  - It's a great time for us to be
• 7:56
  - focusing on efficiency and effectiveness.
• 7:59
  - I think that's something our patients want. Our
• 8:01
  - patients desperately want us to be easier to
• 8:04
  - engage with.
• 8:06
  - They really want us to navigate their care.
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  - I I don't think many of us would
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  - tolerate
• 8:13
  - the challenges and the Byzantine
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  - quilt work of of interactions that we have
• 8:18
  - to deal with in in health care in
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  - other industries or other parts of our life.
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  - So I think we have an obligation to
• 8:23
  - think about how we can simplify those for
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  - our patients
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  - and help them, you know, be their partner
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  - navigating through their experience, which is is so
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  - critical. You can't have
• 8:35
  - value in health care, higher quality for lower
• 8:37
  - cost, if you can't access care and if
• 8:39
  - you can't have an experience
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  - that helps you believe that that care creates
• 8:43
  - trust between you and your your physician or
• 8:45
  - provider. So, you
• 8:47
  - know, I hope that's not word salad there.
• 8:49
  - There's there's just a lot of threats
• 8:52
  - to the industry right now, and I think
• 8:54
  - some of them
• 8:56
  - require us to think differently about how we
• 8:58
  - help our teams absorb the complexity. We can't
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  - necessarily
• 9:03
  - manage all of it all at the same
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  - time. So,
• 9:05
  - you know, prioritization, good communication,
• 9:07
  - strong focus on culture, I think, is gonna
• 9:09
  - help us get through it.
• 9:11
  - I love it. That makes a ton of
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  - sense and, you know, it's really a great
• 9:16
  - way to,
• 9:17
  - continue to think about the future, the challenges.
• 9:20
  - I I know so many organizations are up
• 9:22
  - against a lot of different,
• 9:23
  - competing,
• 9:25
  - things for their time, effort, and energy, and
• 9:27
  - and when they're looking at a challenging potential
• 9:29
  - financial
• 9:30
  - time in the future as well, you know,
• 9:32
  - things need muddy, but if you've got that
• 9:33
  - great culture and everything else along those lines,
• 9:37
  - I think, as you mentioned,
• 9:39
  - things tend to be able to work out
• 9:41
  - and, you know, you can rely on the
• 9:44
  - team in order to move forward.
• 9:45
  - Now I wanted to ask you about growth
• 9:48
  - as well. What are some of the big
• 9:49
  - opportunities that you're seeing in the next two
• 9:51
  - to three years or so?
• 9:52
  - Yeah. So I think you and I have
• 9:54
  - have had this conversation before over the years.
• 9:57
  - So we're an academic medical center, but we
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  - also have a deep commitment to the communities
• 10:01
  - in which we serve, including some rural communities.
• 10:05
  - So our our greatest opportunity is is really
• 10:08
  - not simply to get bigger, and maybe that's
• 10:10
  - counterintuitive.
• 10:11
  - But
• 10:12
  - and I don't mean this to sound trite
• 10:14
  - or saccharine.
• 10:15
  - Right? Our growth needs to be in service
• 10:17
  - to our mission, to care for everyone.
• 10:20
  - We're part of the critical fabric of the
• 10:22
  - safety net in our communities,
• 10:25
  - and
• 10:26
  - it's become the place where patients and clinicians
• 10:29
  - turn as the academic medical center when a
• 10:31
  - diagnosis is different, the treatment's complex, the patients
• 10:34
  - are critical,
• 10:35
  - path forward is unclear. We have to be
• 10:37
  - able to do that.
• 10:39
  - But we also have to be able to
• 10:40
  - do all of the other things and and
• 10:42
  - then think about the environments and care in
• 10:44
  - which we're in. The academic medical center is
• 10:47
  - a very different environment
• 10:49
  - than,
• 10:50
  - a rural community hospital.
• 10:52
  - So we're thinking about extending our system across
• 10:55
  - the state so more people can reach that
• 10:58
  - specialized care without getting lost along the way,
• 11:00
  - again, going back to sort of care navigation.
• 11:03
  - And that thinks us that that causes us
• 11:05
  - to have to think very clearly
• 11:08
  - about care pathways,
• 11:10
  - transitions of care, the technology we need to
• 11:13
  - enable people to do that, and then working
• 11:15
  - with partners
• 11:17
  - that share that responsibility
• 11:19
  - because we can't do everything.
• 11:21
  - I continue to feel our advantage in academic
• 11:24
  - medicine is the combination of research, education, clinical
• 11:27
  - care, and we can bring
• 11:29
  - interdisciplinary
• 11:30
  - teams together.
• 11:32
  - We can move discovery into practice,
• 11:35
  - and we can care for patients that don't
• 11:38
  - fit neatly
• 11:39
  - into an area or specialty.
• 11:42
  - How to deliver that at the point of
• 11:43
  - care that's best for the patient, whether that
• 11:46
  - is rurally,
• 11:47
  - whether at one of our community hospitals, if
• 11:49
  - it's at the academic medical center, if it's
• 11:52
  - through telehealth.
• 11:53
  - You know, that's the challenge. Right? How do
• 11:55
  - we help have a multichannel
• 11:57
  - of care delivery options for patients,
• 12:00
  - to meet their needs wherever they are?
• 12:03
  - That, is really thoughtful. And I think especially
• 12:05
  - having those access points are so critical. Many
• 12:08
  - organizations are are struggling to find that right
• 12:11
  - access,
• 12:12
  - for their patients today in, expanding that in
• 12:16
  - a variety of meaningful ways. So is there
• 12:18
  - any trends along those lines that you've seen,
• 12:21
  - you know, over the last couple of years
• 12:22
  - in terms of how I know at Tampa
• 12:24
  - General, you're certainly on the cutting edge of
• 12:26
  - trying to make sure you've got accessibility across
• 12:29
  - the board. And is there anything that you're
• 12:31
  - looking at next, that could meaningfully,
• 12:34
  - continue down that pathway of making sure that
• 12:37
  - patients have access secured digitally at home and
• 12:39
  - and, in a variety of other fronts?
• 12:43
  - Yeah. That's that's a great question. It's a
• 12:44
  - difficult one to answer,
• 12:47
  - in the sense that
• 12:48
  - I think,
• 12:50
  - as I've said before, consumers of health care
• 12:52
  - expect us to be different
• 12:55
  - now and in the future.
• 12:57
  - We have to be easier to engage.
• 13:00
  - People are no longer willing when they have
• 13:02
  - a symptom or a problem
• 13:04
  - to wait months to see somebody. But the
• 13:06
  - reality is with
• 13:08
  - physician and specialty shortages and some of the
• 13:11
  - super specialties that we have, that there are
• 13:14
  - waits to get in to see our world
• 13:16
  - class physicians and providers.
• 13:19
  - So we have to find a way to
• 13:21
  - balance
• 13:22
  - how do we
• 13:23
  - get people or intake them into our system,
• 13:27
  - give them access to care, perhaps even in
• 13:30
  - some cases, triage that care and decide what
• 13:33
  - the most appropriate care setting is for them.
• 13:36
  - That may be digital care or virtual care.
• 13:40
  - We have
• 13:41
  - open access APPs across our system that will,
• 13:45
  - that really their entire template and schedule
• 13:48
  - is focused on, you know, the urgent needs
• 13:50
  - of getting patients in associated with our primary
• 13:53
  - care practices.
• 13:54
  - What role does imaging and urgent care
• 13:58
  - you know, how do we segment,
• 14:00
  - primary care into, you know, complex primary care
• 14:04
  - for a tertiary population
• 14:06
  - versus the worried well
• 14:08
  - versus veterans versus,
• 14:11
  - Medicare Advantage. Those patients all have different needs,
• 14:15
  - and we need to be able to meet
• 14:16
  - those needs where they are. So I think,
• 14:19
  - again, I would just go back to the
• 14:20
  - multichannel.
• 14:21
  - We think about that as an experience center
• 14:25
  - that can engage patients all across the state
• 14:28
  - and region,
• 14:29
  - and give them access
• 14:31
  - options. It's it sounds great, but it's really
• 14:34
  - hard to tie the people, processes, and technology
• 14:37
  - together to do that in a seamless way.
• 14:41
  - And and why I while I think we're
• 14:43
  - ahead of most places, we're far from perfect.
• 14:45
  - So it's a journey for us, and we
• 14:47
  - wanna take that journey for the betterment of
• 14:49
  - our patients, but it's one we're committed to
• 14:51
  - make.
• 14:52
  - I love that. Makes a lot of sense.
• 14:54
  - It's never easy, but certainly the right commitment
• 14:57
  - and the right way to spend your focused
• 14:59
  - time, energy, and efforts.
• 15:01
  - Now before we wrap up here, I wanted
• 15:02
  - to ask you about leadership.
• 15:04
  - What,
• 15:05
  - who is a leader that you admire from
• 15:07
  - really any industry and why?
• 15:09
  - Yeah. That's such a tough question. I'm gonna
• 15:11
  - go with maybe a nontraditional
• 15:13
  - answer for a health care leader. So I
• 15:16
  - really admire the stoic philosophers
• 15:19
  - because they paired, you know, realism with hope
• 15:22
  - for lack of a better term. I so
• 15:24
  - I returned a lot to people like Marcus
• 15:26
  - Aurelius, Seneca, Epictetus.
• 15:29
  - And I appreciate how the author Ryan Holiday
• 15:32
  - makes their, you know, stoic ideas accessible in
• 15:35
  - the modern day.
• 15:37
  - You know, if you think about it, these
• 15:38
  - people from antiquity lived through war, famine, illness,
• 15:41
  - grief, uncertainty just like we do. And the
• 15:44
  - questions that they raise, they feel incredibly relevant
• 15:47
  - and modern.
• 15:49
  - You know, they they set around, like, what
• 15:50
  - do we control?
• 15:52
  - How should we respond to what we don't
• 15:55
  - control?
• 15:56
  - For me, I think that means accepting what's
• 15:59
  - changed and and making the next best decision
• 16:02
  - that we can. And I think that that's
• 16:04
  - really where that philosophy becomes practical advice for
• 16:07
  - leaders.
• 16:09
  - None of us has a complete map of
• 16:10
  - the terrain or topography around us. A lot
• 16:13
  - of us that have studied business
• 16:15
  - as well as medicine know Sun Tzu from
• 16:18
  - The Art of War,
• 16:19
  - and that's the idea of understanding the terrain.
• 16:23
  - So in leadership, that starts with listening to
• 16:25
  - the people that are really closest to the
• 16:27
  - work
• 16:28
  - and being visible and paying attention to the
• 16:31
  - facts that they have on the ground.
• 16:33
  - But I think it's also acknowledging our our
• 16:36
  - teams don't expect us to be omniscient. They
• 16:38
  - don't expect us to have every answer.
• 16:41
  - But they do expect us to be honest
• 16:43
  - and trustworthy and act with integrity
• 16:46
  - and to be a partner with them to
• 16:48
  - help them move forward.
• 16:49
  - You know, I I'm reminded by the stoics
• 16:51
  - that the world is at best indifferent to
• 16:54
  - our fate,
• 16:55
  - but that fate can be had together. And
• 16:58
  - I think if there's one thing you take
• 17:00
  - about the lack of control, it's the way
• 17:03
  - that you ameliorate that is you do it
• 17:05
  - together. You do it as a team. You
• 17:07
  - do it through the strengths of your relationships.
• 17:10
  - And that's how we it's how we absorb
• 17:12
  - the uncertainty
• 17:13
  - of an industry that's going through these cataclysmic
• 17:16
  - changes.
• 17:18
  - I love that. What a a great way
• 17:19
  - to go back, into some of the classic
• 17:22
  - leaders and really find the wisdom
• 17:24
  - that is so applicable today. Doctor Mosley, thank
• 17:27
  - you so much for joining us in the
• 17:28
  - podcast today. This has been such a fantastic
• 17:30
  - conversation. I really appreciate your
• 17:33
  - candor and, excitement and passion for what you
• 17:35
  - do, and I look forward to seeing you
• 17:36
  - as well at our CEO CFO roundtable. I
• 17:38
  - know you'll be there and,
• 17:40
  - speaking on a panel, so it'll be great
• 17:42
  - to dig deeper into some of these themes
• 17:44
  - and catch up a little bit more.
• 17:46
  - Yeah. Laura, thank you so much for having
• 17:47
  - me on today. Appreciate it.