Latest / Becker’s Healthcare Podcast / Building Resilient Leaders and Strong Healthcare Cultures with Dr. Audrey Gregory

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Building Resilient Leaders and Strong Healthcare Cultures with Dr. Audrey Gregory · Becker’s Healthcare Podcast

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  - The strategic agenda facing hospital and health system
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  - 400 speakers across four days of sessions that
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  - Not in the abstract, but against the real
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  - It's the kind of event you leave with
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  - a clear sense of where you stand and
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  - what comes next.
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  - So join us November second through the fifth
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  - at the Hyatt Regency in Chicago, and come
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  - ready to do the hard thinking.
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  - Register on our events page at beckershospitalreview.com
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  - by clicking on the events tab in the
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  - upper right.
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  - This is Laura Dirdle with the Becker's Healthcare
• 1:00
  - podcast.
• 1:01
  - I'm thrilled today to be joined by doctor
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  - Audrey Gregory, senior executive vice president and CEO
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  - at AdventHealth
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  - multi division delivery network. Audrey, it's a pleasure
• 1:10
  - to have you on the podcast today.
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  - Laura, it's so great to be here with
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  - you.
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  - Absolutely. Now I'm excited to dig into our
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  - conversation. We're gonna talk a lot about leadership,
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  - health care, and some of the great things
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  - you do at AdventHealth, which is such an
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  - amazing health system, and there's been so much
• 1:23
  - growth over the last few years. And so
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  - I'm excited to learn more about that. But
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  - before we dig in, can you introduce yourself
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  - and tell us a bit about your responsibilities
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  - at advent health?
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  - Absolutely. So my name is audrey gregory And
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  - as you said in my long title, I
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  - serve as one of the senior executive vps
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  - and CEO of AdventHealth. And I think the
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  - best way to describe my role
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  - is
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  - or a part of our national footprint, we
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  - have a large presence in Florida.
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  - And then we have our presence across eight
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  - other states. And in my role That is
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  - what I oversee the division that covers all
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  - the other states
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  - Along with our primary health division that looks
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  - really at all primary care products from primary
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  - care physicians to urgent cares We also have
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  - some assets in the post acute space, hospice
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  - and home health,
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  - and then or ambulatory surgery platform.
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  - I also oversee that. So it's it's a
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  - large scale.
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  - Most days I'm deeply energized and then other
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  - days I'm just really humbled So that's just
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  - kinda what advent health looks like in a
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  - nutshell and then the the parts that I
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  - oversee
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  - Well, that's great to hear, you know, a
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  - huge, huge responsibility
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  - you have. So from your perspective, could you
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  - tell us a little bit about your leadership
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  - style and the people who have influenced you
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  - most?
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  - Absolutely.
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  - I'll start out by saying, for me, I
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  - came to this work as a nurse,
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  - and I think everything that I know, not
• 2:53
  - just intellectually, but just even how I lead
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  - emotionally,
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  - how I understand leadership for me really started
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  - at the bedside. I think
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  - I think it it reframes your perspective
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  - as a leader when you have the ability
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  - to understand that wherever you're leading in the
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  - organization,
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  - you're leading work that really happens at the
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  - bedside. Right? It's the patient who realizes what
• 3:16
  - you have done.
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  - And as a leader recognizing that I impact
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  - patients at their most vulnerable times so that
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  - for me is
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  - Just a foundational
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  - part of my leadership skills
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  - I tell you I think over time, you
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  - know leadership evolves right because I I
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  - You know, I could say, you know, I
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  - do based on the framework at advent health.
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  - I do aspire to
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  - being a servant leader
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  - but I would say that
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  - being a transformational
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  - leader is where I sit
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  - just being able to
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  - inspire the team, get the team to perform
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  - beyond their expectations,
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  - being able to cast that compelling vision,
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  - really be looking at innovation, and just really
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  - being focused on the development at the team.
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  - I think what I love about AdventHealth
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  - is we are very intentional about leadership.
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  - So within our organization, we actually have a
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  - leadership framework
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  - that is based in leading self, leading others,
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  - and leading results. And so I I love
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  - that about having that framework.
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  - And, you know, at the at the bedside,
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  - you know, you also learn, like in leadership,
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  - like, it's not one size fit all. Right?
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  - You have to be able to
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  - ensure
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  - that you have an approach that meets the
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  - needs of the team.
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  - Every team member is different. Every patient is
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  - different
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  - every moment is different. And so I find
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  - myself
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  - Moving between
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  - different leadership.
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  - I would say
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  - not framework but different leadership styles in order
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  - to
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  - be at a 100%
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  - in leading myself in leading others and and
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  - leaving and leading results and I think one
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  - of the unique things about AdventHealth is that
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  - we're faith based.
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  - And so we we make that brand promise
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  - of providing whole person care and so that
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  - the leadership and how you lead,
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  - the perspective you have on leadership impacts your
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  - ability
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  - to really be
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  - present for that sacred work. And so I
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  - I spend a lot of time just thinking
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  - about how AdventHealth differs from organization to other
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  - organization.
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  - And it's truly a faith based organization that
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  - really sits in providing that whole person care
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  - I love that. I think it's so critical
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  - to have that type of mindset mind frame
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  - when you're going into patient interactions and thinking
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  - about how you wanna build and grow for
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  - the future to understand
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  - leading yourself and leading others and then leading
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  - those results,
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  - and really leaning into what's gonna be best,
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  - then is you're providing that care. And so
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  - I love that. And I think one of
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  - the things that, you know, you build your
• 5:55
  - career in in leadership and health care. So
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  - I'm curious, how did some of the early
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  - relationships that you've had build confidence and curiosity
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  - that carried you from the bedside to the
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  - C Suite?
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  - Man, I tell you, I will I will
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  - always start at the bedside,
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  - in
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  - that I learned so many things at the
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  - bedside that I don't think I could fully
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  - grasp or even
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  - see in a classroom around leadership. Right? So,
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  - you know as a nurse I learned quickly
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  - how to read a room
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  - how to listen for what is not being
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  - said
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  - how to stay steady when everything around you
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  - on is unsteady I think when you're working
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  - in er trauma, which is my background
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  - You just learn to stay steady
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  - and what I've learned as I think about
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  - application of those skills What I've realized is
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  - that these are not soft skills
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  - They're actually skills that help you to thrive
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  - as a leader
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  - and they have, for me, become my foundational
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  - leadership role. I sometimes chuckle because I even
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  - the way I assess problems, I always think
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  - through airway, breathing, circulation. It's how I triage
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  - what is most important
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  - even now in my leadership
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  - in my leadership role.
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  - I think,
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  - I don't know that I was always curious.
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  - I think,
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  - outside of my clinical work, I think the
• 7:14
  - relationships that I had though early in my
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  - career
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  - Built that curiosity. I was I was blessed
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  - with leaders who did not just tolerate my
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  - my questions
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  - But actually invited them, you know, I had
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  - leaders who pulled me into rooms
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  - They included me in decision makings.
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  - They wanted my perspective
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  - They they were clear that my perspective had
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  - weight
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  - And that's the kind of thing in my
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  - earlier in the early parts of my career
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  - that really awakened my curiosity
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  - and so as a leader I've learned that
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  - You know when someone treats your voice as
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  - valuable you start to use your voice more
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  - intentionally.
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  - I've always been vocal that has
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  - Never been a challenge.
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  - I think the challenge was in learning how
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  - to
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  - challenge my voice to the right spaces,
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  - the right questions, and the right moments.
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  - And I think for me, the mentors and
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  - leaders in my early career who poured into
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  - me,
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  - they showed me
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  - those leaders showed me that it's not enough
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  - enough to just speak up, but really be
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  - speaking up with with purpose. And then
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  - as I think about confidence, I think confidence
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  - is something you build over time. And so
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  - if young leaders are listening and they feel
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  - uncertain,
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  - you know, that's okay.
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  - I think confidence is built over time through
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  - relationships,
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  - through being trusted
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  - with hard things,
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  - through watching someone believe in you before you
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  - fully believe in yourself I had leaders who
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  - were how'd you go do that? And I'm
• 8:48
  - like, I don't think I can do that
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  - and they're like, yes, you can do it
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  - here Here are the three things you have
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  - done in the past that has given us
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  - the confidence that you can go do this
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  - so I would say those deposits early in
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  - my career, I would say, were foundational and
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  - instrumental
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  - in where I'm sitting today. And I would
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  - say those investments
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  - created
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  - what I term the ripple effect of resilience.
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  - I think a lot about
• 9:16
  - in nursing, we talk about you know, if
• 9:18
  - if you think about things that are contagious
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  - that, you know, it impacts the patients, and
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  - then it impacts the patient's family, and then
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  - it impacts, you know, if you're on a
• 9:27
  - bus, who are the people on the bus,
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  - etcetera, etcetera. And so I think I think
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  - a lot I think about leadership a lot
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  - like that,
• 9:35
  - that those leaders
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  - over time who traveled the path with me,
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  - who
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  - walked alongside me, they that they've helped me
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  - to build that resilience.
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  - And now I'm able to pay it forward,
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  - in that I am very mindful and intentional
• 9:52
  - about how I show up for the next
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  - person.
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  - And I'm sure that person then thinks about
• 9:57
  - how they show up for the next person.
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  - And so
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  - I think it just starts with one person
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  - deciding to invest in someone else and that
• 10:05
  - that someone else is worth their time. So
• 10:08
  - that's really how I think about how those
• 10:10
  - early relationships
• 10:11
  - help me to build confidence.
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  - I love it. I I think it's so
• 10:16
  - important to have that confidence as a leader
• 10:18
  - and to know and hear about the mentors
• 10:20
  - that you had, who helped you understand how
• 10:24
  - your career was building and growing and helped
• 10:27
  - you have the confidence to go forward with
• 10:28
  - new projects and really get in the position
• 10:31
  - you're in, makes a big difference and is
• 10:33
  - really cool to to hear about. I can
• 10:35
  - imagine that's something that you continue to work
• 10:37
  - on and and pass on to the leaders
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  - that you're working with as well. Absolutely. Absolutely.
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  - I you know, I think,
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  - for me personally, it's not just
• 10:49
  - investing
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  - in the leadership development of of the people
• 10:53
  - I pour into, but it's really about developing
• 10:56
  - their sense of self. Right?
• 10:58
  - So, you know, it's really making sure that
• 11:00
  - you're helping to shape that person,
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  - and then that ripple that ripple effect, I
• 11:06
  - think, just continues.
• 11:08
  - Absolutely. Well, let's talk a little bit more
• 11:10
  - about that ripple effect, and and you described
• 11:13
  - it as the ripple effect of resilience. So
• 11:15
  - how does investing in that leader early change
• 11:18
  - what they're able to give back to their
• 11:20
  - own teams and the people they go on
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  - to mentor?
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  - Oh, I love I love that. I love
• 11:25
  - that question because I will just tell it
• 11:27
  - from my personal perspective
• 11:30
  - I think you know, if you're a young
• 11:32
  - leader you sometimes struggle with that imposter syndrome
• 11:35
  - you also struggle with
• 11:37
  - How to take risks how to
• 11:40
  - how to learn from mistakes how to not
• 11:42
  - just
• 11:43
  - crumble when that mistake is made and and
• 11:46
  - that ripple effect of resilience
• 11:49
  - for me came from
• 11:51
  - Having leaders other leaders who walked alongside me
• 11:54
  - during hard seasons.
• 11:57
  - Those are leaders that just didn't disappear when
• 11:59
  - things got difficult,
• 12:01
  - nor did they offer a quick fix. These
• 12:03
  - are leaders who stayed. And and I think
• 12:06
  - back, you know My dad is coming up
• 12:08
  - on his eightieth birthday and you know, my
• 12:10
  - sister gave us the assignment of writing him
• 12:12
  - a letter
• 12:13
  - And I don't know how you capture all
• 12:15
  - these years But one of the biggest things
• 12:17
  - that I learned from my dad Was just
• 12:20
  - the importance of presence even when it was
• 12:22
  - not convenient. So grew up in Jamaica My
• 12:25
  - dad didn't have a car didn't have a
• 12:27
  - car until much later in life and it
• 12:29
  - didn't matter if he had to walk somewhere.
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  - He was gonna show up and so
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  - what I've learned in this ripple effect of
• 12:36
  - resilience is leaders not just showing up for
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  - leaders,
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  - but staying staying during those critical difficult times.
• 12:44
  - And that kind of investment is something that
• 12:47
  - teaches you,
• 12:48
  - teaches me, will teach you how to be
• 12:51
  - present for someone else. And
• 12:53
  - I would say one of the things I
• 12:55
  - love about working at AdventHealth is that I
• 12:57
  - am deeply grounded by my faith. And so
• 12:59
  - working for an organization that has loved me
• 13:02
  - as a standard, it's one of our service
• 13:04
  - standards.
• 13:05
  - And so for me, the Love Me standard
• 13:08
  - truly aligns well with
• 13:10
  - pouring each pouring into each other,
• 13:13
  - recognizing that each people need each person needs
• 13:16
  - to be needs to feel seen,
• 13:19
  - to feel heard, and to feel valued. And
• 13:22
  - so
• 13:22
  - I think
• 13:24
  - that is the kind of investment that creates
• 13:27
  - that ripple effects effect of resilience. And I
• 13:30
  - believe
• 13:30
  - that love me as a standard
• 13:33
  - also includes really developing that person who's sitting
• 13:35
  - across from you because sometimes you see so
• 13:38
  - much in people
• 13:40
  - way before they see it in themselves. I,
• 13:41
  - you know, I I remember one of my
• 13:43
  - big first stretch assignments.
• 13:45
  - It was a regional leader at the time,
• 13:47
  - and she said, Audrey, I want you to
• 13:49
  - run this service line for the whole region.
• 13:51
  - And I'm like,
• 13:53
  - no. What are you talking about? I I
• 13:55
  - am a CNO in my one hospital. It's
• 13:57
  - a large hospital. And she's like, no. You
• 14:00
  - you you can do it. And so she
• 14:02
  - called that forward. And for me, that was
• 14:04
  - not just a management strategy.
• 14:06
  - I think this is the impact and the
• 14:08
  - ripple that creates and outlast
• 14:11
  - any title. She's not retired.
• 14:13
  - And so when I think about her ripple
• 14:15
  - effect, I think about how she poured into
• 14:17
  - me, and then then you kinda pass on
• 14:19
  - that ripple effect of resilience to others.
• 14:23
  - I love it. I think that's such a
• 14:24
  - powerful example of what a good mentor can
• 14:26
  - do and how their legacy lives on and
• 14:28
  - on, as time goes on. And, you know,
• 14:30
  - I'm curious when you're sitting across from folks
• 14:33
  - who maybe have a similar reaction to to
• 14:35
  - yourself and thinking, hey. I don't know if
• 14:37
  - I can do this. One of the questions
• 14:39
  - that you ask them or ways that, you
• 14:41
  - know, things that you can say and bring
• 14:42
  - up to inspire them, and to understand and
• 14:45
  - see what you see,
• 14:47
  - as the potential and possibilities?
• 14:49
  - I will say one of my biggest thing
• 14:51
  - one of my biggest
• 14:53
  - fans, I think, to leaders it's not even
• 14:54
  - just a fan. It's
• 14:56
  - it's,
• 14:57
  - I would say, a foundational understanding
• 15:00
  - is that you are enough.
• 15:02
  - And I think when you when you build
• 15:05
  - from an understanding that you are enough,
• 15:08
  - then
• 15:10
  - Some of those things that trouble you as
• 15:12
  - a leader It doesn't mean that you don't
• 15:14
  - need to continue to learn It doesn't mean
• 15:16
  - that you don't need to continue to develop
• 15:18
  - competencies and continue to develop skills But it's
• 15:21
  - but it is the understanding
• 15:23
  - that foundationally
• 15:25
  - that that you're absolutely enough. So so that's
• 15:28
  - one of the things I I I think
• 15:30
  - about.
• 15:31
  - The other thing, you know, is really understanding
• 15:34
  - that, you know, at Advent Health, we talk
• 15:36
  - a lot about that the fact that our
• 15:38
  - our culture is our differentiator.
• 15:40
  - And so what it's one of the understandings,
• 15:42
  - though, that culture doesn't sustain itself. Right? It
• 15:45
  - takes nurturing
• 15:47
  - you know, demands on teams are high.
• 15:50
  - I mean stakes are high when you're in
• 15:52
  - health care. It's not the same as you
• 15:54
  - know, some of the
• 15:55
  - You know careers that do not impact patients
• 15:58
  - lives, right? And so really those high stake
• 16:01
  - Moments
• 16:02
  - require
• 16:03
  - that we have a culture that is a
• 16:05
  - sustained culture. And so that's one of the
• 16:07
  - things I wanna make sure that when we
• 16:09
  - pour into our team members that this is
• 16:11
  - what we're we're pouring to. So you're enough
• 16:13
  - is one of my big principles.
• 16:15
  - And and then the second thing is,
• 16:18
  - you know, the importance of,
• 16:21
  - I think, investing in people
• 16:23
  - way before the title justifies it. Right? It
• 16:26
  - means that you're gonna find those leaders
• 16:29
  - that you wanna develop early and, in fact,
• 16:33
  - develop even earlier
• 16:35
  - than they might feel comfortable or even the
• 16:37
  - the organization may feel com comfortable or or
• 16:40
  - retired CEO for AdventHealth.
• 16:42
  - He he always did this graph where he
• 16:45
  - showed
• 16:46
  - that
• 16:47
  - there
• 16:48
  - is something to be said about the energy
• 16:50
  - of a leader a young leader versus the
• 16:52
  - experience of a young leader and and at
• 16:54
  - some point, you know experience
• 16:57
  - and energy are gonna you know
• 16:59
  - cross
• 17:00
  - at that sweet spot.
• 17:02
  - But until then, it's really important to help
• 17:06
  - to build the experience for leaders who have
• 17:08
  - the energy to do the work.
• 17:11
  - I love that. Audrey, before we wrap up
• 17:13
  - here, I'm curious. How is AdventHealth
• 17:15
  - turning those principles that we've been talking about
• 17:17
  - today into practice, building the cultures and leadership
• 17:20
  - pipeline strong enough to sustain teams in today's
• 17:23
  - health care environment when there's so much uncertainty
• 17:25
  - and many challenges,
• 17:27
  - ahead?
• 17:28
  - Man, it's one of the things I love
• 17:31
  - about working for AdventHealth.
• 17:32
  - I would say,
• 17:34
  - to borrow borrow a colloquial expression, you know,
• 17:36
  - they don't they they don't just
• 17:39
  - talk about it. It is something that they
• 17:41
  - believe in, and it's something that they actually
• 17:44
  - do So there are two ways we do
• 17:46
  - this at advent health. The first one is,
• 17:49
  - really having infrastructure
• 17:50
  - around how we develop people so
• 17:53
  - We have a dynamic learning community
• 17:56
  - strategy that
• 17:57
  - is really designed to meet team members where
• 17:59
  - they are at every level. So
• 18:02
  - our team members are learning they are moving
• 18:04
  - into different careers through that learning. They're doing
• 18:07
  - a lot of self learning
• 18:09
  - They are doing,
• 18:10
  - people who want to go back to school
• 18:12
  - and advance in their careers, you know at
• 18:15
  - ventiles, you know, we
• 18:17
  - We do tuition reimbursements.
• 18:19
  - And so it's the recognition
• 18:21
  - That everyone
• 18:22
  - is ready to grow. It's not necessarily going
• 18:24
  - to be at the same pace or in
• 18:26
  - the same way
• 18:27
  - so it's less about having a static training
• 18:30
  - calendar, though some of that for regulatory purposes
• 18:32
  - exist,
• 18:33
  - but really about how do we make sure
• 18:35
  - that team members are just learning and growing.
• 18:38
  - And one of our commitment to team members
• 18:40
  - is a lighted career path. So that's one
• 18:42
  - way. The second way as we talk about
• 18:44
  - leadership development, AdventHealth actually has a leadership institute
• 18:48
  - that you gotta stop me because this is
• 18:50
  - one place that I get excited about because
• 18:53
  - what the leadership does institute does, it's it
• 18:56
  - identifies and develop leadership capacity
• 18:59
  - earlier.
• 19:00
  - So people may be stepping into bigger roles
• 19:02
  - earlier.
• 19:04
  - They're learning to lead. They're learning the jobs.
• 19:06
  - And what I love about the leadership institute
• 19:08
  - is that the programs are designed around the
• 19:10
  - continuum. So you have all the way from
• 19:12
  - interns
• 19:13
  - who are still in college
• 19:15
  - who may then get into a residency program.
• 19:17
  - So you have early career all the way
• 19:19
  - to we have an executive leadership program that
• 19:22
  - you're already an executive or a leader in
• 19:24
  - the organization, and we're giving you those additional
• 19:27
  - skills you need to make the next step
• 19:29
  - in your career. And then we go as
• 19:31
  - far as a new CEO program for CEOs
• 19:34
  - who are new to the CEO world.
• 19:36
  - We
• 19:37
  - have, leadership development for clinical leaders or chief
• 19:41
  - medical officers or different physician leaders.
• 19:44
  - And so
• 19:45
  - I think,
• 19:46
  - in all our programs, what I love is
• 19:48
  - built around the idea that you have to
• 19:51
  - lead yourself first. So we spend a lot
• 19:53
  - of time
• 19:54
  - in understanding yourself understanding your biases
• 19:57
  - understanding who you are understanding
• 20:00
  - why and what drives the decision you make
• 20:02
  - Because, philosophically,
• 20:03
  - as an organization, we believe that you have
• 20:05
  - to be able to lead yourself
• 20:07
  - in order to lead others well, and it
• 20:09
  - is through those others that you're able to
• 20:11
  - get those sustainable results. I think a lot
• 20:13
  - of programs
• 20:15
  - skip to the third piece, to the results,
• 20:18
  - and sometimes wonder why there's fragmentation
• 20:21
  - or it doesn't stick. It is
• 20:23
  - it is because we haven't worked through the
• 20:25
  - lead self first. So do the work on
• 20:27
  - yourself first.
• 20:28
  - And so at AdventHealth, we try to build
• 20:30
  - a bench before we even need it. And
• 20:32
  - so
• 20:33
  - I think one of the things too about
• 20:35
  - AdventHealth
• 20:36
  - is
• 20:37
  - you really need a cultural framework in which
• 20:39
  - all of this happens. Otherwise, we're just a
• 20:41
  - bunch of crazy people.
• 20:43
  - And so our cultural framework having a shared
• 20:46
  - language having shared expectations
• 20:48
  - It helps us to move our leadership development
• 20:51
  - being just a program
• 20:52
  - that sit next to our culture
• 20:55
  - or leadership development actually becomes an expression of
• 20:57
  - that culture. And I would say finally,
• 21:00
  - faith for me and faith as an organization,
• 21:04
  - is is a strong piece of how we
• 21:07
  - care for ourselves and therefore how we care
• 21:09
  - for one another.
• 21:11
  - I philosophically believe that whole person care starts
• 21:14
  - with our own teams and our patients. When
• 21:17
  - we get that right,
• 21:18
  - I think when our people feel seen,
• 21:21
  - when they feel valued, when they feel heard,
• 21:23
  - and when they feel developed, and therefore they
• 21:26
  - have the ability to be called into a
• 21:28
  - bigger role.
• 21:29
  - I think at that juncture, you will see
• 21:31
  - that the pipeline takes care of itself. I
• 21:33
  - think,
• 21:34
  - you know, the you just you just have
• 21:36
  - this this pipeline that that people wanna step
• 21:39
  - into or are called into. So I think
• 21:42
  - those are some of the ways that AdventHealth,
• 21:45
  - I would say live what they preach or
• 21:47
  - not just say it, but actually do it.
• 21:50
  - I love it. That's so inspiring to hear
• 21:52
  - and and really cool to have that kind
• 21:54
  - of framework and mindset going forward,
• 21:56
  - to really achieve what you're trying to achieve
• 21:58
  - the right culture the right results,
• 22:01
  - in leadership across the board. Aubrey, thank you
• 22:03
  - so much for joining us on the podcast
• 22:04
  - today. This has been such a fun conversation.
• 22:07
  - Really, truly fascinating and inspiring to learn about
• 22:10
  - what you do at AdventHealth, and I'm excited
• 22:11
  - to see you as well,
• 22:13
  - coming forward. I think this is gonna be
• 22:15
  - a lot of fun, and just we'll continue
• 22:16
  - the conversation.
• 22:18
  - Laura, it was so good to see you.
• 22:20
  - Great having this conversation. And, yes, I will
• 22:22
  - always look for any opportunity to talk about
• 22:25
  - leadership and really talking about leadership
• 22:27
  - through the lens of how we lead at
• 22:29
  - AdventHealth. So thank you for your time.