Rod W. Neill, MBA, MS, CMPE, serves as Chief Operating Officer at Mercy Health.
On May 24th, Rod will serve on the panel "What are the Qualities of a Terrific Health System Leader? How do They Encourage Leadership Development? Is Leadership Natural or Learned? Have you Outsourced any Leadership Training? How Important is Internal vs. External Recruitment?" at Becker's Hospital Review 11th Annual Meeting. As part of an ongoing series, Becker's is talking to healthcare leaders who plan to speak at the conference, which will take place on May 24-26, 2021 in Chicago.
To learn more about the conference and Rod's session, click here.
Question: What, from your perspective, is the biggest challenge about the future of work for hospitals, and what can they do about it? (i.e. automation, desire for more flexibility, clinician shortages, etc.)
Rod Neill: I would say a combination of it all. Technology will continue to advance at breakneck speeds and we must determine what is additive and what is a distraction. We cannot be fascinated in the glitter of it all but determine what can help our industry and better the health of our patients and communities and what is not worthwhile. As clinician shortages grow there is also the evolving desire by the younger generations to have more of a work/life balance. This is where automation/technology and flexible work schedules can create an environment for organizations to attract new clinicians and associates and set them apart from competing organizations that hold true to more rigid and traditional work models.
Q: How can hospitals reconcile the need to maintain inpatient volumes with the mission to keep people healthier and out of the hospital?
RN: It is a fine line. Progressive organizations understand the balance and are presently living in both worlds but progressing their group to be well prepared for the more holistic models that are taking form and becoming an expectation of patients, employers, and communities. My organization has >20% of our revenues tied to risk contracts so we are successfully balancing these dynamics as we move more toward a care model that is beyond the walls of the hospital. Gaining market share is another vehicle for creating a healthier community all while still having busy inpatient facilities.
Q: What's one lesson you learned early in your career that has helped you lead in healthcare?
RN: To be successful as a leader in any industry you need to be an active listener. Good leaders don’t necessarily come up with good ideas but foster environments for their teams to incubate ideas and develop them. This cannot be accomplished without the ability to create safe environments for sharing and learning and this starts with listening.
Q: Where do you go for inspiration and fresh ideas?
RN: Similar to the previous question I try to listen a lot. Not only from my team members and others in my organization but from leaders in fields outside of healthcare. In fact, other industries are much better at hatching ideas and facilitating their advancement so I try to learn from them whether it be by direct interaction or reading. Regarding inspiration, I have a strong desire for my region to rebound and thrive. So I see my role, albeit a small cog in a big machine, as a conduit to doing good works that can better the overall community of Youngstown, Ohio.