While I spent much of my career as a practicing OB-GYN, moving into leadership roles has meant being more removed from the day-to-day realities of frontline teams. That distance — combined with the pace of change in healthcare — can make it harder to fully understand what’s working, what isn’t and where meaningful change is needed most.
That’s why, a few years ago, I started hosting small, informal “Lunch with Larry” sessions — one-hour conversations with team members from across Lee Health. These gatherings bring together individuals from hospitals, outpatient settings and corporate offices, representing a wide range of roles, including various levels of leadership. The goal is simple: to listen.
There’s no formal agenda. The discussions are shaped by participants and what matters most to them. Still, a few themes consistently emerge, including workforce challenges, communication across departments, access to resources, and how we strengthen our position as both a provider and employer of choice in an increasingly competitive landscape.
Some of the most valuable insights come from what I often call the “pebbles in the shoe.” These are the everyday frustrations that may seem small in isolation but add up to meaningful barriers to efficiency, engagement and patient care. These are the issues that don’t always surface in dashboards or formal reports but can have an outsized impact on both the workforce and the patient experience.
The candor in these conversations has been striking. Team members are thoughtful, solution-oriented and deeply committed to improving the care we provide. Just as importantly, they want to be heard, and when they are, it builds trust and reinforces a culture of shared accountability.
For me, these lunches are more than a listening exercise; they are a leadership imperative. The insights don’t stay at the table. They are shared with our senior leadership team and used to inform decisions, remove barriers and identify opportunities for improvement.
As health systems navigate ongoing workforce pressures, financial constraints and rising patient expectations, staying connected to the frontline is critical. Structured surveys and formal feedback channels remain important, but they should be complemented by direct, human-centered engagement.
Leaders don’t need elaborate programs to start listening more effectively. Sometimes, it begins with something as simple as sharing a meal and being fully present for the conversation.
Larry Antonucci, MD, is president and CEO of Fort Myers, Fla.-based Lee Health.
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