Latest / Becker’s Healthcare Podcast / Advancing Outpatient Joint Replacement Through Patient-Centered Leadership

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Advancing Outpatient Joint Replacement Through Patient-Centered Leadership · Becker’s Healthcare Podcast

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  - There's a version of AI in health care
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  - Becker's eleventh annual IT and revenue cycle conference
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  - More than 2,500
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  - Join us September 14 through the seventeenth.
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  - For the agenda and event details, 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 Gracelyn Keller with the Becker's Healthcare
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  - Podcast, and we are recording live at the
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  - twenty third annual Spine Orthopedic and Pain Management
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  - Driven ASC Conference.
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  - I'm currently joined by doctor Ravi Basheal, who
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  - is the vice chairman of patient and provider
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  - experience and the director of outpatient hip and
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  - knee replacement surgery at Endeavor Health and a
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  - clinical assistant professor of orthopedic surgery at the
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  - University of Chicago Pritzker School of Medicine. So
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  - doctor Basjal, thank you so much for joining
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  - me today. And I would love to have
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  - you briefly introduce yourself and tell us more
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  - about your role and the scope of your
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  - organizations
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  - and what's currently commanding most of your attention
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  - as a leader. Well, first of all, thank
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  - you so much for having me, and thanks
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  - to Scott and the entire team here for
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  - hosting this wonderful event. It's really a a
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  - pleasure to, be here and an honor to
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  - get to speak, and really done a great
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  - job of bringing the information that's needed in
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  - health care leadership,
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  - to the folks that need it. So thanks
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  - for having me. As you mentioned, I'm a,
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  - orthopedic surgeon, employed at Endeavor Health, a large
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  - multi hospital system here in the Chicagoland area.
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  - My clinical focus is around hip and knee
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  - replacement.
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  - I, as you mentioned, lead our outpatient hip
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  - and knee replacement program,
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  - do other administrative work, within the Department of
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  - Orthopedics as well. And I also have some,
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  - additional leadership appointments with the, National Basketball Retired
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  - Players Association,
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  - as their medical director and their chief hip
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  - and knee replacement consultant. So a a brief
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  - background on what I do, but at the
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  - end of the day, it's it's a lot
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  - around outpatient total joint replacement in hips and
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  - knees.
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  - And let's start off with,
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  - some conversation about this year has been marked
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  - by rapid change. What recent decisions or pivots
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  - have required the most leadership conviction from you,
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  - particularly when it comes to aligning people, resources,
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  - and capabilities?
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  - Well, I think, you know, we've continued to
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  - see contraction,
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  - in health care,
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  - and and that's a challenge no matter what
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  - the setting.
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  - Certainly, in our large hospital based setting that's
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  - provided and and and created, I should say,
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  - a unique set of challenges, particularly
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  - around the, application of our total joint pathway
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  - and program.
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  - Our focus, our center is always the patient,
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  - and that remains to be our our our
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  - our guiding star. Obviously, with contraction,
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  - we have to find ways to continue to
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  - keep the patient experience and patient outcomes at
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  - the center of everything that we do, but
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  - learn to realign and and reallocate in a
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  - way,
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  - that maintains that. And I would say that
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  - that's true this year, and that's probably true
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  - every year going forward and going back is
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  - that we continue to try to work through
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  - those,
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  - through those changes to find a way to
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  - continue to lead our groups and our organizations
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  - to maintain the high level of quality of
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  - care and quality and care that we provide,
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  - while being cognizant of the contraction of the
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  - market.
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  - And how did that moment challenge your assumptions,
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  - and what did it change about how you
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  - approach decision making, talent, or organizational readiness today?
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  - Well, it really only reinforced what I mentioned
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  - earlier.
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  - There are
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  - many factors and forces at play, and and
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  - you may even call them distractions at times.
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  - And it's easy to get sort of led
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  - down a pathway or a rabbit hole that
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  - you don't necessarily,
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  - want to chase or follow but feel like
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  - you might need to.
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  - But, again, what I learned especially this year
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  - and probably one of the biggest
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  - changes or or or things that I noticed
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  - was that
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  - in the past, I think that we had
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  - the pay patient at the center of what
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  - we were what we wanted to do. And
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  - despite these other changes or distractions, we could
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  - always really just focus on that and things
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  - would fall into place. This year, we really
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  - needed to use the patient as a guiding
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  - principle to make difficult decisions,
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  - to understand
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  - where we could make cuts, where we needed
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  - additions. But what I really learned is that
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  - if you keep patient outcomes and patient experience
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  - at the center of what you're trying to
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  - do,
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  - you will eventually lead yourself to the right
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  - decisions. And and that was really an eye
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  - opening, moment for me. We we'd always been
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  - able to maintain that in the in the
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  - past. This year, it was even more challenging,
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  - and so we had to really,
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  - sort of focus around that northern star to
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  - to to lead us, in the right direction.
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  - And when you think about the forces reshaping
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  - health care right now, where do you believe
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  - leaders need to be more decisive,
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  - especially while balancing speed, risk, and having the
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  - right teams in place?
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  - Yeah. Again, I know I sound like a
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  - broken record, but, putting that patient experience and
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  - the outcomes at the center,
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  - will will really,
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  - help leaders
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  - move in the in the right direction. There
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  - are multiple forces at play, and those forces,
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  - while sometimes
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  - are designed with the patient in mind,
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  - are not always patient centric.
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  - And that's really where we have to work
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  - and advocate. And I would say in terms
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  - of a call to action or
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  - or areas that where leaders need to be
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  - more decisive is that if we do find
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  - policies or programs that are putting the patient
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  - at risk, their experience, their outcome, we need
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  - to speak up
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  - and work to change those those models or
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  - those or those methods of care delivery.
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  - So we need to work within the system
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  - and the framework that we have. But when
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  - we see something that is directly negatively impacting
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  - the patient and his or her outcome, we
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  - need to be vocal advocates in explaining why
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  - that is and doing everything we can to
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  - change or alter that course or method of
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  - delivery.
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  - Absolutely.
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  - And wrapping up our conversation, as uncertainty has
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  - become the norm, what leadership habit or mindset
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  - has been most critical in keeping your organization
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  - and your people moving forward?
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  - I bet you if I let you guess
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  - my answer to this question, you would know
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  - it's the same as the others, which is
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  - keeping the patient outcome and experience at the
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  - center. And what I think I would add
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  - on this portion of our of our talk
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  - here is that
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  - these things do not need to be mutually
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  - exclusive.
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  - Okay?
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  - Value based care has its challenges for sure.
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  - But what we've learned in our organization, you
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  - know, we do
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  - a very high volume of outpatient total joints
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  - out of a hospital setting. That's pretty unique.
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  - It's not an ASC where we control every
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  - single,
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  - person and metric within that. But being able
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  - to demonstrate that we can still deliver high
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  - value, high quality care within the context of
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  - value based care,
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  - is really something interesting. Because if you just
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  - look at the the the system and and
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  - the way things are set up, you may
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  - just get frustrated and say, listen. I can't
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  - do within this.
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  - I'm going to another model. I I can't
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  - take good care of my patients here, but
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  - it turns out that these things are not
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  - mutually exclusive. It does take the stewardship and
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  - the leadership that we talked about in the
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  - in the beginning part of the podcast here,
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  - but we've learned that those things are definitely,
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  - possible. So, again, keeping the patient experience and
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  - outcome front and center in our minds and
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  - working around that has really served myself and
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  - our organization very well.
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  - Wonderful. Well, doctor Basheal, thank you so much
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  - for joining me today on the Becker's HealthCare
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  - podcast to share these thoughts and insights. And
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  - again, we are recording live at the twenty
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  - third annual Spine Orthopedic and Pain Management Driven
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  - ASC Conference. Thank you. Thank you.