Latest / Becker’s Healthcare Podcast / Leading Through Workforce Challenges and Healthcare Safety with Gabrielle Cummings-Johnson

Transcript

Leading Through Workforce Challenges and Healthcare Safety with Gabrielle Cummings-Johnson · Becker’s Healthcare Podcast

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  - There's a small circle of people who truly
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  - understand what it takes to lead a health
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  - system right now. The decisions are enormous.
• 0:08
  - The variables are constantly shifting, and the stakes
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  - of getting a call wrong don't stay contained.
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  - That's not a complaint. It's a structural reality.
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  - And it's why the most effective c suite
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  - leaders are deliberate about where they go to
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  - pressure test their thinking.
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  - Becker's fourteenth annual CEO and CFO roundtable
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  - brings together more than 1,500
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  - executive level attendees
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  - and nearly 400 speakers for four days built
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  - around growth, financial sustainability,
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  - workforce strategy, and the leadership questions that don't
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  - have easy answers.
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  - Join us November second through the fifth in
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  - Chicago.
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  - For the agenda and event details,
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  - visit beckershospitalreview.com
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  - and click on the events tab in the
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  - upper right.
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  - This is Laura Dirda with the Becker's Healthcare
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  - podcast.
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  - I'm thrilled today to be joined by Gabrielle
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  - Johnson, president of the North Shore Hospitals and
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  - Evanston Hospital, as well as interim president of
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  - Swedish Hospital, part of Endeavour Health. Gabrielle, it's
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  - a pleasure to have you on the podcast
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  - today. Hi, Laura. Pleasure to be here. Absolutely.
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  - Now I'm excited for our conversation. I know
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  - there's so much happening in health care right
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  - now, and it's truly gonna be fun to
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  - hear more about what you're doing at hospitals
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  - you're overseeing as well as how you're thinking
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  - about the future. But before we dig in,
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  - can you tell us a little bit more
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  - about yourself and Endeavor Health?
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  - Sure. So again, my name is Gabrielle Johnson.
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  - I've been part of Endeavor Health for
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  - twenty four years. I don't know how the
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  - time has flown.
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  - Started at Endeavor Health as a postgraduate school
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  - fellow and then worked my way up through
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  - various operational roles.
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  - I'm now overseeing,
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  - the North Shore hospitals, which include Glenbrook,
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  - Skokie, Highland Park, and Evanston,
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  - and, have been fortunate to be in the
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  - interim president role of Swedish.
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  - I also have responsibility
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  - for
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  - the cancer
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  - institute across the system
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  - and work closely with my colleagues around lab
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  - services and GI as well.
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  - That's amazing to hear. You know, it's just
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  - such a important time in health care right
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  - now, so it's exciting that you've been able
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  - to grow your career and,
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  - really now overseeing several hospitals, which is fantastic.
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  - So could you give us a quick state
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  - of the union for the hospitals that you're
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  - overseeing? What has gone well this year, and
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  - what do you focus on for the rest
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  - of 2026?
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  - Yeah. Happy to. I I will start by
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  - saying that it is
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  - every
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  - minute of every day. It's really a pleasure
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  - for me to have the opportunity to lead
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  - such an amazing
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  - group of health care providers,
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  - and individuals that support all of our health
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  - care providers. It it gives me a lot
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  - of pleasure to walk through the hallways of
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  - all of my campuses,
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  - say hi to folks, people that have been
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  - here as long as me or longer, but
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  - to really know that the work that I
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  - do every day as the president of their
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  - campuses to help support them to be successful
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  - in the care that they provide, whether it
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  - be cleaning a patient room,
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  - giving direct nursing care, or giving physician care,
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  - or APP care. And it's just really a
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  - privilege and an honor to to be able
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  - to lead a team of this nature.
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  - So there's so much happening,
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  - at the North Shore Hospitals and Swedish as
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  - a part of Endeavor Health. We are always
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  - laser focused on how we can stay
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  - strong connect to our communities.
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  - What do we need to do to make
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  - sure that we are staying firmly grounded in?
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  - What supports our communities the best? What are
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  - some of the nuances or dynamics we'd be
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  - aware of to deliver the best care possible?
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  - We also have a lot of laser focus
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  - on our quality and safety metrics and how
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  - do we make sure that we are
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  - advancing care and providing care that is the
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  - safest possible. And so those are some areas
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  - of focus that we have. You know, this
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  - is probably not
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  - not a surprise to any of my colleagues
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  - that are in health care across the country,
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  - but we also
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  - are constantly balancing how we
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  - prepare for what's to come with HR one,
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  - or what's already coming with HR one, and
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  - how do we make sure that we're driving
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  - efficient health care while maintaining high and safe
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  - quality care for our patients every minute of
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  - every day.
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  - The other dynamic that we're focused on and
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  - that I'm I'm always thinking about is how
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  - to make sure
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  - we are highly engaged with our employees
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  - and making sure that our employees feel valued,
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  - appreciated for the work that they do. I
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  - guess health care is not easy. Right? We
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  - thought that it was really difficult during COVID,
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  - and it was. Right? The COVID years, they
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  - feel like they were so long ago and
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  - it was just a couple of years ago.
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  - But after COVID, things really shifted and we
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  - had to move from, you know, being laser
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  - focused on fighting one disease to now getting
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  - focused on how we continue to fight and
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  - support our communities through multiple diseases.
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  - And
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  - our employees have taken the brunt of that
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  - shift and that change and that intensity of
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  - clinical work now, you know, moving back to
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  - the intensity of the clinical work that we
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  - do each and every day.
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  - So employee engagement is another key area of
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  - focus for me and my team. How do
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  - we make sure folks know that we appreciate
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  - them
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  - and we're doing whatever we can to keep
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  - them engaged and know that we value their
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  - contributions to our communities and to our hospital
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  - campuses.
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  - I love that. And it's it's such an
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  - important part of, everything you do every day
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  - is working with your teams. And,
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  - you know, I I think it's so critical
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  - to have that lens of knowing all the
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  - different
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  - challenges that community is going through, the different
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  - diseases, the different things that are, coming down
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  - the pipeline as well as I appreciate you
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  - mentioning HR one, how that can be impactful
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  - for hospitals. I know many are planning for
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  - what that'll do in 2027
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  - especially. So when you're thinking about all these
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  - things together, I I'm curious. How do you
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  - make sure your teams are focused on the
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  - right things every single day
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  - and really having the biggest impact that they
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  - can,
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  - on the community?
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  - Yeah. So, you know, at Endeavor Health, we
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  - try to do a really good job of
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  - being clear about what our priority areas of
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  - focus are and what we want our teams
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  - to focus on. We have a balanced scorecard
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  - that is balanced with four quadrants. One is
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  - around growth.
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  - The other quadrant is around quality and quality
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  - of outcomes. Then we have a quadrant around
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  - people. The other is around finance. And I
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  - think that balanced scorecard
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  - is an important barometer of where we need
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  - to focus our attention as an entire leadership
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  - team. And I've often said to my my
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  - teams, we always have a lot going on
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  - in health care, but if the work that
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  - you're doing doesn't impact or inform
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  - or
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  - or in or adjust the four quadrants, then
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  - you should put that work on the back
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  - burner. Right? And so I try to remind
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  - my team to prioritize their work based upon,
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  - does this work align with one of the
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  - four quadrants that we have as an organization?
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  - The maybe funny thing about that is that
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  - I guess every work everything that we do
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  - in health care touches on all four of
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  - those quadrants. So you could say that the
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  - work we're doing all day,
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  - every day
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  - needs to be focused on, which can make
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  - it overwhelming
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  - for our teams to really think about what
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  - what do I need to lead into and
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  - what are our priorities.
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  - I will also mention that we are, undergoing
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  - a total overhaul and reboot for our electronic
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  - medical record
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  - to make sure that all nine hospitals and
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  - all of our medical offices are on one
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  - platform
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  - of Epic. And so that is called Project
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  - Passport for Endeavor Health, and we have our
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  - first go live August 1 with Portland North
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  - Shore and Swedish hospitals.
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  - And so while we're also taking care of
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  - patients and focus on world quality,
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  - people, and finance, and we are also laser
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  - focused on how to successfully implement and launch
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  - Project Passport so that we can have one
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  - electronic medical record, which will help us actually
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  - improve outcomes for all four of those quadrants.
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  - So, you know, long way potentially of saying
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  - that it's not easy to prioritize,
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  - but we try really hard as an executive
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  - leadership team
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  - to make it clear each year what we
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  - want our teams to focus on.
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  - And we try to reiterate those areas of
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  - focus in our various leadership meetings. So we
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  - have multiple layers of leadership meetings where we
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  - share messages with
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  - our senior most leaders in the organization, with
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  - our managers, with our position leaders, and we
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  - try to make sure we're consistently communicating those
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  - messages the same way across all of those
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  - platforms. So people hear the message multiple times
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  - to help them determine
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  - how what to prioritize
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  - this year, this week, this month versus what
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  - to put on the back burner.
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  - That makes a ton of sense. Thank you
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  - so much for explaining that and digging a
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  - bit deeper into how you do things and
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  - and what's been successful for your teams. Now
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  - I'm curious, what do you see as being
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  - the biggest headwinds that you're keeping an eye
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  - on right now and preparing for in the
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  - future?
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  - Yeah. So one of the biggest, is HR
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  - one. I and I'm not gonna say I
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  - I refuse to let HR one, be the
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  - only focus. Right? It is a big focus
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  - that we're gonna have to adjust to whatever
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  - HR one finally produces in 2027.
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  - And so we have to focus on how
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  - to make sure we're providing the best care
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  - possible for our patients regardless of their ability
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  - to pay. How do we make sure, patients
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  - who
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  - are Medicaid, patients that may have challenges to
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  - get reenrolled
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  - based on some of the new criteria still
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  - have easy access to health care and the
• 9:02
  - right access to health care? I mentioned that
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  - first, but I would say really one of
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  - the things that
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  - is highest priority for me and that is
• 9:09
  - a headwind
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  - that me and my teams think about often
• 9:12
  - is,
• 9:13
  - just our employee base. Right? So, you know,
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  - when I started twenty four years ago, we
• 9:19
  - heard rumors about
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  - shortages of different employee groups because we would
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  - have an aging population, whether it be in
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  - nurses or primary care physicians. And it's it's
• 9:28
  - funny to think about, oh, what's coming? It'll
• 9:30
  - it won't be here for twenty something years.
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  - But now, here we are, twenty four years
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  - later in my case, And those headwinds in
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  - terms of
• 9:37
  - having employees available to take on roles and
• 9:40
  - the the vulnerability we have around not having
• 9:42
  - as many employees available is something that we're
• 9:45
  - constantly thinking about. How do we make sure
• 9:47
  - that we are recruiting or retaining the best
• 9:49
  - talent, but also
• 9:51
  - going into communities to educate communities about health
• 9:54
  - care opportunities
• 9:55
  - and that
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  - we need nurses, we need doctors,
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  - we need other health care providers, we need
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  - EBS employees and HR employees to come into
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  - the health care field to help close the
• 10:05
  - gap between those folks that have, you know,
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  - served health care for many years and are
• 10:09
  - retiring
• 10:10
  - so that we can really populate and bring
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  - new blood into the organization. And so really
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  - thinking about how we can bolster up the
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  - shortage of the health care workforce is something
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  - that we spend quite a bit of time
• 10:21
  - thinking about. And we know that the problem
• 10:24
  - can't always be solved with employees or people.
• 10:26
  - And so we are looking at a bifurcated,
• 10:29
  - maybe even a trifurcated approach on how to
• 10:31
  - solve the workforce shortage, but one, again, as
• 10:33
  - I mentioned, really figuring out community relationship programs.
• 10:36
  - We have a program called Aspire,
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  - in the North Shore space, which focuses on
• 10:42
  - working with local communities to educate
• 10:44
  - junior high school students and high school students
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  - on health care careers that they can have
• 10:48
  - access to. And we bring those health those
• 10:50
  - students, in junior high and high school into
• 10:52
  - our hospitals to get exposure to what is
• 10:54
  - it like to be a pharmacist, what is
• 10:56
  - it like to
• 10:57
  - work in HR? What is it like to
• 10:59
  - work in EBS? What is it like to
• 11:00
  - work in any aspect of a health care
• 11:02
  - field? So they get introduced to health care
• 11:04
  - at a very young age and see the
• 11:06
  - trajectory and the health care opportunities
• 11:08
  - that could be afforded to them at a
• 11:10
  - young age. Because we know if you start
• 11:12
  - with,
• 11:13
  - kids at a young age, you plant the
• 11:15
  - seed early, then that will
• 11:16
  - be fostered and nurtured and it'll grow and
• 11:19
  - maybe manifest into something around,
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  - becoming a health care provider once they they've
• 11:24
  - left high school or college or whatever their
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  - education trajectory is. The The other the other
• 11:29
  - part of that strategy in terms of workforce
• 11:32
  - shortage, because Aspire's network focused on to help,
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  - you know, recruit and retain or or plant
• 11:37
  - the seed with early careerist,
• 11:39
  - really pre early careerist,
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  - is,
• 11:42
  - technology. So, you know, we don't wanna use
• 11:44
  - technology as the only solution, but we also
• 11:46
  - know that technology
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  - using technology
• 11:49
  - is also an opportunity to help with our
• 11:51
  - workforce shortage so that we can do things
• 11:53
  - like virtual sitters. So I know there are
• 11:55
  - many organizations across the country that have would
• 11:57
  - lean into this space. So I'm having virtual
• 12:00
  - sitters, which is a technology where,
• 12:02
  - you can have folks in a remote location
• 12:05
  - that are watching patients so that you need
• 12:07
  - fewer
• 12:08
  - PCTs or medical assistants in a room with
• 12:10
  - the patient, but we can have one or
• 12:12
  - two people in a large room watching multiple
• 12:14
  - people at one time. So how do we
• 12:16
  - use technology to help us manage the workforce
• 12:19
  - shortage to some of the workforce workforce gaps
• 12:21
  - that we'll continue to to see across
• 12:24
  - the health organizations.
• 12:25
  - So headwinds, again, HR one, workforce shortages,
• 12:30
  - and how to make sure that we we
• 12:32
  - we combat,
• 12:33
  - probably not the right word to use, but
• 12:35
  - combat
• 12:36
  - workplace safety. We've seen a significant increase in
• 12:39
  - violence against health care workers after COVID went
• 12:42
  - away.
• 12:43
  - We moved from being
• 12:45
  - people that individuals
• 12:47
  - loved and cherished to people that,
• 12:51
  - unfortunately
• 12:52
  - become
• 12:53
  - somewhat of a victim in terms of working
• 12:55
  - in a health care environment and
• 12:57
  - being hurt or attacked by
• 12:59
  - patients intentionally in some cases and unintentionally in
• 13:02
  - others. And so how do I, as a
• 13:03
  - health care leader, ensure that I create an
• 13:05
  - environment for my team members and for other
• 13:07
  - patients at stake? So those are some of
• 13:10
  - the head ones that we're focused on and
• 13:13
  - that we have plans around. We we have
• 13:15
  - set a goal of the how do we
• 13:17
  - become the safest health care organization across the
• 13:19
  - country
• 13:20
  - led by our CEO and and, Sean O'Grady,
• 13:24
  - our president of acute ambulatory.
• 13:26
  - But how do we make sure that we
• 13:27
  - lean into and find solutions for those those
• 13:30
  - three buckets?
• 13:32
  - That makes a lot of sense. And, you
• 13:33
  - know, I I really appreciate you bringing up
• 13:35
  - so many of these different elements because,
• 13:38
  - you know, it's truly
• 13:40
  - such a a a challenge not only to
• 13:42
  - think about the future, thinking about not knowing
• 13:45
  - exactly what's gonna gonna happen over the next
• 13:46
  - couple of years with HR one, but then
• 13:48
  - also understanding, you know, the the big challenges
• 13:51
  - in front of the
• 13:52
  - in front of you with your workforce, with
• 13:54
  - your teams, and then thinking about that safety
• 13:56
  - gap as well. Could you talk a little
• 13:58
  - bit more about that and some of the
• 13:59
  - things that you are are working on doing
• 14:02
  - in order to become that safest hospital and
• 14:04
  - health system in The US?
• 14:06
  - Absolutely happy to. And I'm I'm stealing some
• 14:09
  - thunder from my colleagues that are working directly
• 14:11
  - on this. But I I fortunately, unfortunately,
• 14:15
  - had to be involved
• 14:17
  - three times with some pretty major gun violence
• 14:20
  - events across the Endeavor Health System. And I
• 14:23
  - the first one I was a part of
• 14:25
  - was the July fourth shooting at Highland Park
• 14:27
  - Hospital, which was,
• 14:29
  - an external event that
• 14:31
  - came internal in terms of patients came to
• 14:33
  - us. And then we had an event at
• 14:35
  - Evanston Hospital, and most recently an event at
• 14:37
  - Swedish Hospital where we had,
• 14:40
  - team members and police officers who were
• 14:43
  - injured and in one case
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  - killed. And so we made a decision that
• 14:48
  - we needed to create an environment that was
• 14:50
  - safest for our employees. And so we did
• 14:53
  - implement
• 14:54
  - putting in
• 14:55
  - metal detectors, screening devices across all of our
• 14:58
  - emergency departments. We actually did that with the
• 15:00
  - Evanston Hospital event that took place a little
• 15:02
  - more than a year ago. We realized that
• 15:04
  - we needed to do a better job or
• 15:06
  - not a better job, but increase
• 15:08
  - the level of screening that we do for
• 15:09
  - those folks that come into our emergency departments.
• 15:12
  - So we did install metal detectors
• 15:14
  - as well as wanding patients,
• 15:17
  - to make sure that we can identify and
• 15:19
  - prevent dangerous weapons from entering into the organization.
• 15:23
  - We also have
• 15:25
  - started a plan around doing active shooter drills.
• 15:28
  - So how do team members respond? What do
• 15:30
  - you need to do
• 15:32
  - if you hear,
• 15:34
  - verbiage about an active shooter or if you
• 15:36
  - know that there's an active shooter in the
• 15:38
  - environment. How do you respond? How do you
• 15:39
  - react? And what actions do you take as
• 15:42
  - a team member at any any parts of
• 15:44
  - our organization? So those are a couple of
• 15:46
  - examples of things that we've done to try
• 15:48
  - to make our environment safer. We also have,
• 15:52
  - a system wide committee that reviews workplace violence
• 15:55
  - activities,
• 15:56
  - and that group also brainstorms and talks about
• 15:58
  - what are some of the mitigation tactics we
• 16:00
  - can implement or strategies we can use
• 16:03
  - to enhance safety across
• 16:05
  - our hospitals and our medical offices. So just
• 16:08
  - a couple of examples. It's a it's a
• 16:09
  - never
• 16:10
  - it's an ever evolving
• 16:13
  - work body of work that we are really
• 16:17
  - pleased to lean into. Pleased probably isn't the
• 16:19
  - right word, but that we know that we
• 16:21
  - need to lean into,
• 16:22
  - and we're pleased with the fact that we
• 16:25
  - are taking the stance of how do we
• 16:26
  - become the safest healthcare organization
• 16:28
  - in the country, and what are the steps
• 16:30
  - we need to take to make that happen.
• 16:32
  - That's so helpful to understand. And, you know,
• 16:34
  - I can imagine many of our listeners are
• 16:36
  - dealing with, at some degree,
• 16:38
  - similar challenges, hostilities,
• 16:40
  - and and, potential for violence. And so to
• 16:43
  - have that understanding of how you are tackling
• 16:46
  - these very real issues,
• 16:48
  - is so helpful and incredible to think about.
• 16:50
  - Now before we wrap up here, I wanted
• 16:52
  - to ask, who do you admire as a
• 16:54
  - leader from health care or any other industry
• 16:57
  - and why?
• 16:58
  - Yeah. So this is I'm a newlywed, so
• 17:00
  - I'm gonna use that as a preface even
• 17:01
  - though even if I wasn't a newlywed, I
• 17:03
  - wouldn't probably say this. But actually, one of
• 17:05
  - the health care leaders that I admire is
• 17:07
  - my husband. So he also is a health
• 17:08
  - care executive. He's
• 17:10
  - a system chief medical officer, and I admire
• 17:13
  - him because
• 17:14
  - he is a leader that leads with clarity,
• 17:18
  - conviction, and passion in the work that he
• 17:20
  - does.
• 17:21
  - And he also is a leader that is
• 17:23
  - collaborative
• 17:25
  - and
• 17:25
  - finds ways to make sure that he listens
• 17:27
  - to his team, but but also listen to
• 17:29
  - his colleagues while moving key initiatives forward.
• 17:32
  - It is not easy to be a chief
• 17:34
  - medical officer or health care executive, and it's
• 17:36
  - it's funny. We we understand each other really
• 17:39
  - well since I'm a, you know, a non
• 17:40
  - clinician leader and he's a clinician leader, but
• 17:43
  - just to watch how he navigates,
• 17:45
  - working with his operational colleagues to drive and
• 17:48
  - improve care outcomes for his patients across his
• 17:51
  - hospital system. I really do admire him for
• 17:53
  - the work that he does. He's been a
• 17:55
  - doctor for a long time and has been
• 17:56
  - through many different challenges,
• 17:59
  - but he's a health care leader that I
• 18:00
  - admire
• 18:01
  - real time,
• 18:02
  - each and every moment of every day. And
• 18:04
  - we're often able to brainstorm with one another
• 18:06
  - how to problem solve and to share perspectives
• 18:09
  - and approaches on how to mitigate issues or
• 18:11
  - anything differently. Right? Because I we have different
• 18:13
  - lenses in our health care journey. His is
• 18:15
  - clinical.
• 18:16
  - Mine's operational. And so it's often funny that
• 18:19
  - we're able to give the opposite side
• 18:21
  - of the coin so that we're able to
• 18:24
  - take our strategies
• 18:25
  - in our local work settings,
• 18:27
  - and use information that maybe we didn't consider
• 18:30
  - because we have another person that we can
• 18:32
  - share ideas with. So
• 18:34
  - I'm gonna I'm gonna say he is my
• 18:37
  - my leader,
• 18:38
  - that I admire probably because I'm a newlywed
• 18:40
  - and he's a great husband, but also because
• 18:42
  - I do admire him because he's a great
• 18:43
  - person overall.
• 18:45
  - His name is Greg Johnson too, by the
• 18:46
  - way.
• 18:47
  - Absolutely. His name is his name. He's probably
• 18:50
  - Hannibal.
• 18:51
  - So
• 18:52
  - Yeah.
• 18:53
  - Oh, no. That's fantastic. And, you know, great
• 18:56
  - to to hear and be able to have
• 18:57
  - that, type of relationship with your husband where
• 19:00
  - you can go back and forth and and
• 19:01
  - really share perspectives and have an understanding. And
• 19:04
  - I can imagine, you know, it is really
• 19:06
  - beneficial as you're working through some of the
• 19:08
  - things we talked about today,
• 19:10
  - and and figuring out, you know, where the
• 19:12
  - best way to motivate your teams and and
• 19:14
  - and think about moving forward will be.
• 19:17
  - Absolutely. It's really a pleasure,
• 19:20
  - and we learn a lot again, like I
• 19:21
  - said, and we're able to go back and
• 19:23
  - forth and come up with new strategies and
• 19:25
  - new ideas.
• 19:27
  - Fantastic. Gabriel, thank you so much for joining
• 19:29
  - us on the podcast today. This has been
• 19:31
  - such a fantastic conversation. You know, so fun
• 19:33
  - to dig into the things that you're looking
• 19:35
  - at in in what you're
• 19:37
  - feeling for the future. And I'm excited as
• 19:39
  - well to see you in person at our
• 19:41
  - CEO, CFO roundtable. I know you'll be a
• 19:43
  - speaker on one of our panels, and it'll
• 19:44
  - be great to dig deeper into many of
• 19:46
  - these themes and really truly, you know, discuss
• 19:49
  - and figure out how health care is transforming
• 19:51
  - because it's so important to get it right
• 19:53
  - as much as possible and learn from one
• 19:54
  - another.
• 19:55
  - Absolutely, Laura. Thank you for the opportunity. I
• 19:57
  - look forward to speaking to more folks in
• 19:59
  - the conference,
• 20:00
  - in November and sharing more of my thoughts
• 20:02
  - and feedback, and it's been a pleasure to
• 20:04
  - be part of your podcast today.