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See video and more via this page The recording of the webinar panel that was presented on January 25, 2023. A panel discussion with: Karen Wolk Feinstein, PhD, President and CEO of the Pittsburgh Regional Health Initiative Ken Segel, CEO of Value Capture Moderated by Mark Graban, Value Capture 1

Register here January 25, 2023, 1 to 2 pm ET A panel discussion with: Karen Wolk Feinstein, PhD, President and CEO of the Pittsburgh Regional Health Initiative Ken Segel, CEO of Value Capture Moderated by Mark Graban, Value Capture The Institute of Medicine’s groundbreaking report, To Err is Human, was published 20 years ago and spurred a vigorous effort to improve patient safety, but preventable medical errors still cause an estimated 250,000 deaths a year in the United States, making this problem the third-leading cause of death. Additionally, the COVID-19 pandemic has put the healthcare workforce in crisis, and safety is suffering. Well-intentioned efforts to improve processes and change behavior in the healthcare industry have been decentralized and resulted in minimal improvements, says Karen Wolk Feinstein, Ph.D. The failure can be traced, in part, to the lack of a single federal agency that investigates healthcare errors and identifies ways to prevent them, she says. Dr. Feinstein is spearheading the creation of a proposed federal independent agency, the National Patient Safety Board (NPSB), modeled in part after the National Transportation Safety Board (NTSB) and the Commercial Aviation Safety Team, that would identify and anticipate significant harm in healthcare; provide expertise to study the context and causes of harm and solutions; and create solutions to prevent patient safety events from occurring. This idea is fully supported by Ken Segel, as he has discussed in this blog post. He will join Dr. Feinstein for the discussion. In December, legislation was introduced into the U.S. House of Representatives: H.R.9377 – the National Patient Safety Board Act. Learning Objectives This session will cover topics including: The inspiration provided by the late Paul O'Neill, Sr. What progress have we seen on patient safety in the past 20 years? Why haven't we seen more? How can we spread proven approaches for preventing harm? Why create another new agency, the NPSB? What models were used to formulate the NPSB? What coalition have you formed to support the NPSB, and how can attendees help? You'll be able to ask our expert panelists live questions about this legislation, the NPSB, and patient safety in general.

President and CEO of Washington Health System Episode page with links, transcript and more: https://valuecapturellc.com/he74 Welcome to Episode #74 of Habitual Excellence, presented by Value Capture. Joining us today as our guest is Brook Ward, the President and CEO of Washington Health System (WHS) in Washington County, Pennsylvania, in that role since July 2019. From 2010 to June 2019, he served as Executive Vice President and Chief Operating Officer. In his role, Brook provides leadership, direction, and administration across the entire Washington Health System, which includes a large community hospital, a small rural hospital, a 70-provider physician group, a community wellness center, residency and fellowship programs, a school of nursing program and onsite medical simulation center and joint ventures in the areas of hospice, senior living, home health, cancer center and others. Brook is a graduate of Grand Valley State University, Grand Rapids MI, with a master’s degree in Public Administration (MPA). He also has a Bachelor of Science in Health Care System Administration from Ferris State University, Big Rapids MI and received an Associates of Allied Science in Radiology from Ferris State University. Today we’re going to be talking about how the WHS has never (I repeat, never) used a traveler nurse in their system. Acknowledging the travel nurses are skilled and they're good people, Brook makes a compelling case that quality and safety is better with full time staff members who are not "strangers" to the organization and how they do things. Brook also discusses the program that they created (and continue to iterate) that's win/win/win for the system, staff, and patients. In today's episode, Brook talks with host Mark Graban, about topics and questions, including: How bad are the staffing challenges in your area? Biggest concern - not just economics, but safety for patients and staff Great people, but there’s a risk… safety, morale, not knowing our systems It's their "fourth or fifth iteration" -- what's the latest iteration and change? Staff get almost the same comp by picking up extra shifts, without needing to travel Telling peers about it — can’t get people too interested?? Why? Expense gets talked about more… is there research about the impact? Future retrospective studies?? Iteration — Impact of extra shifts over time?? Meeting with nurses to learn what’s working and not working Risk of burnout and fatigue — constant dialogue PILOT — Inpatient innovation unit to pilot and test things around team-based nursing So speaking of safety, you created a safety index — tell us about that? "Washington Hospital Patient Safety Score" Tell us about the Washington Performance System — respect, their version of Lean/TPS — your key influences?? "Permission to try things and fail” — how to create that culture? Click to visit the main Habitual Excellence podcast page.

View the slides, video, and more Presented by two leaders from Duke HomeCare & Hospice:   Cooper Linton, Associate Vice President, Duke HomeCare & Hospice  Janet Burgess, Director Patient Care Services  Mike Radtke, from Value Capture, will also be part of the Q&A Duke Home Health (DHH) faced a crisis of nursing turnover, even before COVID hit. Staffing retention is a major issue across all of healthcare -- please join us for this impactful and practical webinar regardless of where you work within the broader healthcare system — home health or otherwise! Powered by a system-wide quest for zero harm throughout Duke Health, DHH leaders used this philosophy and accompanying principles to identify root causes, then build rapid-cycle learning into improvement and management systems. Investigation revealed poor staff engagement and excessive work-process burdens, leading to significant negative patient impact, referring-customer dissatisfaction, and financial harms. To resolve these problems, DHH’s rapid-cycle learning system, rooted in the principle of respect, involved: Understanding of current condition Leadership behavior changes to quickly respond to staff needs, remove barriers, and coach problem-solving Tiered-huddle management system to elicit and escalate problems, especially safety problems, and vitally, ensure psychological safety so frontline staff and managers raise issues The willingness to shed traditional leadership methods, to experiment, iterate and be perpetual learners So far, RN turnover has been reduced from 75% to 18% (annualized rates). These lessons are transferrable to many different settings, so please attend if you work outside of home care. Learning Objectives This session will provide practical tips on how to design systems that produce: Responsive, supportive, effective leaders Empowered, engaged safe employees Better patient and financial outcomes

Webinar preview -- Register here to watch live or get the recording Nursing turnover is very likely costing your organization millions of dollars. But you don't have to just accept that… you can fix it. I'm happy to be moderating a webinar that is being hosted by Value Capture, presented by two leaders from Duke Health who have reduced nursing attrition from 75% to 18% (annualized rates) in just over a year. Using a Rapid-Cycle Learning System to Tackle Turnover & Attrition It comes down to leadership. Duke HomeCare & Hospice reduced nursing turnover from 75% to 18% in one year's time. The same principles and systems they used can work in ANY type of healthcare setting! Join us for a free webinar on December 6th, presented by Cooper Linton and Janet Burgess, two leaders from that organization. How did they reduce nursing attrition? How did their teams do this? They worked hard to understand the current condition, instead of jumping to solutions Leaders changed their behaviors to quickly respond to staff needs, remove barriers, and coach them on problem-solving (instead of having all the solutions themselves) Their tiered huddle management system, with a focus on psychological safety making it safe for them to raise issues so safety problems and other issues could be solved Leaders were willing to shed traditional leadership methods, to experiment, iterate and be perpetual learners. Now you can learn from them – their process and their results. Join us Tuesday December 6th from 1 to 2 pm eastern – it's free… join us live or we'll send you the recording.

Episode page with video, transcript, and more Joining us today as our guest is Louis (Lou) A. Shapiro. He is the President and Chief Executive Officer of the Hospital for Special Surgery HSS. He has served in this role since October 2006. Under Lou’s leadership, HSS has experienced significant growth, expansion of facilities and recognition as the world leader in its specialty areas of orthopedics, rheumatology and their related disciplines. Lou has more than 30 years of healthcare experience, including as Executive Vice President and Chief Operating Officer of Geisinger Health System in Pennsylvania, and as a leader in the healthcare practice at McKinsey & Company. He began his career at Allegheny General Hospital in Pittsburgh, where he served in a number of capacities. Today we’re going to be talking about how the culture at HSS contributes to their habitual excellence, including 13 years being ranked #1 at what they do as a specialty hospital for musculoskeletal care. What's the role of hiring the best of the best and how does a culture help them thrive and stay? What can be learned from the HSS approach that delivers such great value, including incredibly low infection rates. In today's episode, Lou talks with with host Mark Graban, about topics and questions including: Patients being willing to travel to HSS for better care and service (Net Promoter Score of 94) HSS will be celebrating its 160th year anniversary Do other organizations who are losing patients to HSS look to them for how to improve and compete? Why Lou doesn't compare HSS to anybody else Sharing data transparently Culture as strategy Would the HSS management model and culture translate to a general hospital or system? Commitment to culture on top of hiring the very best (and keeping them) Breaking down tradeoffs: better flow, faster care can also be more caring care, higher quality care, safer care Comparing costs - not just per episode, but across the continuum including conservative care The importance of not becoming a commodity Being visible and accessible as a leader "Excellence" as one of the values of the organization and realizing you're not perfect Aiming for and wanting ZERO injuries, infections, complications and ZERO dissatisfied patients

Get slides and more Presented on October 18, 2022 Presented by Ken Segel, CEO of Value Capture Mark Graban, Senior Advisor with Value Capture. In healthcare organizations, the COVID crisis has damaged workers’ safety, both physically and psychologically.  Many organizations are struggling deeply with morale, and face difficulties in recruiting and retaining staff. It's been demonstrated that every institution can rebuild trust and solve these challenges, by dramatically growing its ability to keep providers and patients safe by leading and engaging everyone in different ways. Paul O’Neill, the former Alcoa CEO, US Treasury Secretary, healthcare safety pioneer, and Value Capture’s first non-executive Chairman, relentlessly demonstrated a leadership “playbook” that started with workforce safety as the lever to achieve habitual excellence, which produced world-leading results in every core measure. The webinar will bring O’Neill’s approach to life for attending leaders by comparing typical practices in healthcare with case examples from Alcoa and the institutions in healthcare that have applied this "playbook." Learning Objectives At the end of this webinar, you will understand: The differences between the framework demonstrated by Paul O’Neill vs. typical leadership approaches Applications of the "playbook" principles via case examples that illustrate each critical component How to use safety as a non-arguable lever for creating habits that lead to habitual excellence in all measures The breakthrough results that have been achieved through this approach The recording page also includes "deeper dive" information including: Video clips Free eBooks Podcast episodes Blog posts And more

Register for the webinar Attend live on October 18 at 1 pm ET, or register to see the recording using the same link Presented by Ken Segel, CEO of Value Capture Mark Graban, Senior Advisor with Value Capture. In healthcare organizations, the COVID crisis has damaged workers’ safety, both physically and psychologically.  Many organizations are struggling deeply with morale, and face difficulties in recruiting and retaining staff. It's been demonstrated that every institution can rebuild trust and solve these challenges, by dramatically growing its ability to keep providers and patients safe by leading and engaging everyone in different ways. Paul O’Neill, the former Alcoa CEO, US Treasury Secretary, healthcare safety pioneer, and Value Capture’s first non-executive Chairman, relentlessly demonstrated a leadership “playbook” that started with workforce safety as the lever to achieve habitual excellence, which produced world-leading results in every core measure. The webinar will bring O’Neill’s approach to life for attending leaders by comparing typical practices in healthcare with case examples from Alcoa and the institutions in healthcare that have applied this "playbook." Learning Objectives At the end of this webinar, you will understand: The differences between the framework demonstrated by Paul O’Neill vs. typical leadership approaches Applications of the "playbook" principles via case examples that illustrate each critical component How to use safety as a non-arguable lever for creating habits that lead to habitual excellence in all measures The breakthrough results that have been achieved through this approach

Episode page with video clip, transcript, and more Welcome to Episode #71 of Habitual Excellence, presented by Value Capture. Joining us today as our guests are Leah Binder and Dr. Richard Shannon. Leah Binder is President & CEO of The Leapfrog Group, representing employers and other purchasers of health care calling for improved safety and quality in hospitals. Under her leadership, The Leapfrog Group launched the Leapfrog Hospital Safety Grade, which assigns letter grades assessing the safety of general hospitals across the country. Richard P. Shannon, MD serves as the Chief Quality Officer for Duke Health. He is responsible for the overall direction, leadership and operational management of the quality and safety programs of Duke Health, and provides leadership in strengthening a quality culture where everyone is engaged and respected. Leah and Rick are both amongst the great lineup of presenters at an executive seminar that’s being hosted by Duke Health in Durham, NC — on September 15th and 16th — titled “Leading with Safety.” Today we’re going to be talking about the urgent need to improve safety and quality in healthcare — and what leading organizations are doing to make progress toward ideal care and zero harm. In today's episode, Leah and Rick talk with host Mark Graban, about topics and questions including: How would you describe the landscape of patient safety today? 20 years since the IOM Report - accelerating in the past decade? Getting worse during the pandemic? Headline: “U.S. Hospitals Are Getting Safer for Patients, Study Finds” - Certain adverse events down from about 20% of patients to 10%… thoughts? What’s the difference between the Leapfrog Hospital Safety Grade and the Leapfrog Hospital Survey / ASC Survey? Beyond the grades, what do you see happening in the A hospitals vs. the others with lower grades?? Rick — Tell us about Duke Health’s language around having a “commitment to zero harm” and how that’s not just a slogan? How do you make practical and meaningful progress toward zero harm? Leah — How do employers look at the issue and what are they asking for or demanding now? Why are we doing this seminar for CEOs and the C-suite instead of quality leaders?? Rick, why host the seminar at Duke Health? The Consolidated Appropriations Act of 2020

CEO for the MUSC Health Charleston Division and the chief clinical officer for MUSC Health. Welcome to Episode #70 of Habitual Excellence, presented by Value Capture. Joining us today as our guest is David Zaas, MD, MBA. He is the chief executive officer for the MUSC Health Charleston Division and the chief clinical officer for MUSC Health. Dr. David Zaas is a pulmonary and critical care medicine physician with an interest in advanced lung diseases and lung transplantation. Dr. Zaas's research interests have focused on improving outcomes from lung transplantation including the role of infectious complication and organ rejection. Dr. Zaas is also actively engaged in the education of students and graduate trainees as well as a leader in hospital administration. Dr. Zaas graduated from Yale University in 1994. He completed his medical degree at Northwestern University in 1998 and did his internship and residency at Johns Hopkins Hospital. He completed his fellowship training at Duke in Pulmonary and Critical Care Medicine in 2005. He formerly served as medical director for lung transplantation at Duke. Dr. Zaas joined the MUSC faculty in 2020 and he is a professor of medicine at MUSC. In today's episode, Dr. Zaas talks with host Mark Graban, about topics and questions including: If a lean management system is the solution, lets talk first about the problem statements that make an LMS necessary and helpful… what is the biggest pain point or problem? How has that problem statement evolved with Covid? The mistake of jumping in - can be compassionate about that... “How do we develop trust… absolutely critical…” Tips for starting to build trust — can’t just order people to trust you? “Wish we had started it earlier…” How do you define a Lean management system – what are the major components? “Help chain” — tell us more about what that means and how that works… “Long standing commitment to just culture” Zero harm as a goal - articulating that in an inspiring way? How do you incorporate goals and values around diversity and inclusion? How do you SHOW that treat everybody with dignity and respect? How do the right mindsets, principles, and behaviors influence the actions of leaders in a LMS? How does the LMS affect your workforce? How does it help develop people? What’s your biggest lesson learned about LMS? Something you would have done differently? — evolution and improvement

Episode page with video, transcript, and more Welcome to Episode #69 of Habitual Excellence, presented by Value Capture. Joining us today as our guest is Susan Moffatt-Bruce, M.D., Ph.D. M.B.A., FRCSC. She is a thoracic surgeon and she is the Chief Executive Officer at the Royal College of Physicians and Surgeons of Canada. She was previously executive director of The Ohio State University’s Wexner Medical Center University Hospital. Prior to that, she was the OSU Wexner Medical Center’s first chief quality and patient safety officer. She and her team were celebrated for their success in reducing patient safety events and hospital re-admissions. Dr. Moffatt-Bruce completed medical school and residency in General Surgery at Dalhousie University. She undertook a PhD in Transplant Immunology at the University of Cambridge, England, and completed her Cardiothoracic Surgery fellowship at Stanford University, California. She also trained at Intermountain Healthcare, the Institute for Healthcare Improvement, Harvard School of Public Health. Dr. Moffatt-Bruce has a Lean Six Sigma Black Belt certification. She earned her Masters of Business Operational Excellence and her Executive Masters of Business Administration at the Fisher College of Business at the Ohio State University. In today's episode, Susan talks with host Mark Graban, about topics and questions including: How did you get interested in the practice of continuous improvement? “Science of continuous improvement” Engaging surgeons in continuous improvement? From singular improvements to a System level — How would you describe a “Culture of Continuous Improvement” in healthcare? Successes — examples and impact? Reducing patient safety events Reducing hospital re-admissions Challenges and lessons learned - things you would have done differently? MBOE program — any other surgeons in that program? What did you learn about C.I. through that? Aravind Chandrasekaran - Episode 25, academic director How would you suggest others get started in their organization? Click to visit the main Habitual Excellence podcast page.

Episode page: https://valuecapturellc.com/he68 Joining us today as our guest is Jeff Hunter, the President of Jeff Hunter Strategy. He is the author of Patient-Centered Strategy: A Learning System for Better Care, published by Catalysis in 2018. Jeff is on the faculty of Catalysis, and the Donald J. Schneider School of Business and Economics at St. Norbert College. From 1991 until his retirement in 2015 he was the Senior Vice President, Strategy and Marketing for ThedaCare, a healthcare system based in Appleton, Wisconsin. Jeff received his B.S. in Economics from the University of Detroit and his M.A. in Health Services Administration from the University of Wisconsin-Madison. In today's episode, Jeff talks with host Mark Graban, about topics and questions including: As we shift to a new mode of the pandemic — living with Covid — What are you hearing from healthcare leaders about what’s required next? Hearing a lot of “Thank God I had the Lean management system” for the pandemic - discipline, standard work How do you define strategy? Not just a binder… Strategy plan vs. strategy? Differentiation — what differentiates us? Not imitating From budgeting to financial forecasting (beyond budgeting) Strategy plan or hypothesis? - PDSA cycles  — Roadmap or GPS? Strategy formulation and strategy deployment?? Lot of choices that have to be made? How to make better choices? Better choices more quickly? How do you define a management system, a strategic management system? What makes it really work? Reinvigorating the management system, but learning from the first time Click to visit the main Habitual Excellence podcast page.

Episode page: https://valuecapturellc.com/he67 Welcome to Episode #67 of Habitual Excellence, presented by Value Capture. Joining us today as our guest is Denise Cardo, MD. Dr. Denise Cardo is the director of the Division of Healthcare Quality Promotion (DHQP), National Center for Emerging and Zoonotic Infectious Diseases (NCEZID) at the Centers for Disease Control and Prevention (CDC). Dr. Cardo joined CDC in 1993 as a medical epidemiologist in the Hospital Infections Program (later named as Division of Healthcare Quality Promotion). After holding several leadership positions in DHQP, she was selected as division director in 2003. Her interests include patient safety, occupational health, prevention of healthcare-associated infections, and antimicrobial resistance. She’s recently the co-author of a NEJM Perspectives piece: Health Care Safety during the Pandemic and Beyond — Building a System That Ensures Resilience In today's episode, Dr. Cardo talks with host Mark Graban, about topics and questions including: Why should we aim beyond merely “getting better” and why should we be aiming for Zero Harm? Aim for “perfect healthcare with no harm? What are some practices that are not evenly distributed across the US? Working previously with PRHI - Ken Segel and Paul O’Neill? 70% decrease in harm showed what’s possible Preventing preventable infections or ALL infections?? What is the role of CDC in promoting and partnering with healthcare organizations on patient safety? How has that evolved? Policies to incentivize - transparency and accountability Aligning payment to results… most countries aren’t there yet Please tell us how the CDC partners with CMS, AHRQ, and other federal agencies? With private advocacy groups? Focusing on Americans, CDC is a global leader — Collaboration or learning from similar organizations in other countries that are focused on patient safety? Lessons from the Covid pandemic? As you wrote about in the NEJM, why have we seen more patient safety problems recently, including more falls, more infections, more pressure ulcers in hospitals and SNFs? You and your co-authors wrote the recent trends “severely suggests that our health care system lacks a sufficiently resilient safety culture and infrastructure.” Disparities and equity - not just access to care, but “quality care” Moving forward, what evidence would you expect to see if we DID have a “sufficiently resilient safety culture and infrastructure”? Click to visit the main Habitual Excellence podcast page.

Episode page: https://valuecapturellc.com/he66 Welcome to Episode #66 of Habitual Excellence, presented by Value Capture. Joining us today as our guest is Meghan Scanlon, the Vice President of Performance Excellence for Community Hospitals at Duke University Health System. She was previously with Value Capture for almost 7 years as a Principal and Partner in the firm. Prior to that, Meghan and I worked together at Johnson & Johnson as part of a consulting team there that worked with medical labs and hospital systems. She has a BS in Industrial Engineering from Penn State University. In today's episode, Meghan shares reflections, with host Mark Graban, about various career transitions that she has gone through in her career: Transition from college to the working world Transition into consulting for healthcare organizations Transition to Value Capture Transition to DUHS Click to visit the main Habitual Excellence podcast page.

Episode page and links: https://valuecapturellc.com/he65 Welcome to Episode #65 of Habitual Excellence, presented by Value Capture. Joining us again today is Theresa Brown, PhD, BSN, RN. She is a nurse and writer who lives in Pittsburgh. Her third book — Healing: When a Nurse Becomes a Patient — is available now. It explores her diagnosis of and treatment for breast cancer in the context of her own nursing work. Her book, The Shift: One Nurse, Twelve Hours, Four Patients' Lives, was a New York Times Bestseller. Theresa's BSN is from the University of Pittsburgh, and during what she calls her past life she received a PhD in English from the University of Chicago. Today's episode is the second part of a two-part series with Theresa that started in episode #64. In today's episode, Theresa talks about the conviction of RaDonda Vaught -- why is this triggering a lot of fear amongst nurses -- and they talk more about the issues she raises in her books. Host Mark Graban also asks Theresa questions and discusses topics including: 250,000 Americans a year are dying from medical errors and “no one is doing much to change that” — why is that? What can be done (or needs to be done) to reduce infections and medication errors? You’ve written about mistakes you’ve made… and you wrote about how that wasn’t easy. What happened with the mistake you made (and I hate how that sounds blaming) — the mistake you were involved with regarding the steroid injection? You wrote about being “too proud” to tell your manager that a shift’s assignment was “potentially overwhelming” — Why was that? Thoughts on laws requiring certain nurse to patient ratios? What can be done about the problem of nurses not getting breaks or time to eat lunch Thoughts on 12-hour shifts? Increased risk of error, but fewer handoffs. Can we improve the way handoffs are done? “One of the key factors in burnout, though, is employees feeling like they have little control over their work environment. That’s pretty much status quo in hospitals for nurses and doctors.” — What can be done about that?? Epilogue - your main recommendations for our American health system?

Welcome to Episode #64 of Habitual Excellence, presented by Value Capture. Joining us today as our guest is Theresa Brown, PhD, BSN, RN. She is a nurse and writer who lives in Pittsburgh. Her third book — Healing: When a Nurse Becomes a Patient — is available now. It explores her diagnosis of and treatment for breast cancer in the context of her own nursing work. Her book, The Shift: One Nurse, Twelve Hours, Four Patients' Lives, was a New York Times Bestseller. Theresa's BSN is from the University of Pittsburgh, and during what she calls her past life she received a PhD in English from the University of Chicago. Today's episode is the first part of a two-part series with Theresa. Come back in two weeks for the next part in Episode #65. In today's episode, Theresa talks about the need to improve healthcare for the sake of patients and for caregivers. How did Theresa's view of healthcare change when she became a breast cancer patient? Host Mark Graban also asks Theresa questions and discusses topics including: Is there sometimes an "empathy gap" in healthcare? Making things easy for patients is not currently a goal of healthcare? It sounds like nobody was coordinating (or explaining) your overall cancer situation? Why did you feel "left in the dark?" Did caregivers know you were a nurse? Were you reated differently? “This job would be easier if there weren’t such a narrow divide between being the canary in the coal mine and Chicken Little" -- is there an empathy gap toward nurses and other caregivers? Click to visit the main Habitual Excellence podcast page.

Episode page with links and more: https://valuecapturellc.com/he63 Welcome to Episode #63 of Habitual Excellence, presented by Value Capture. Today brings us a special episode, where we have an opportunity to revisit Mark Graban's interview of our original non-executive chairman, Paul H. O'Neill, Sr. This interview originally appeared in the Lean Blog Interviews podcast back in July 2011. In the discussion, Mr. O'Neill shared his thoughts on patient safety and healthcare, including his time spent as the Chair of the Pittsburgh Regional Health Initiative and his work with Dr. Richard Shannon in dramatically reducing hospital-acquired infections (HAIs) to their “theoretical limit” of zero harm. Mr. O'Neill talks about the leadership required to have such an impact on safety and quality, drawing on lessons from his years as Alcoa's CEO. Click to visit the main Habitual Excellence podcast page.

Welcome to Episode #62 of Habitual Excellence, presented by Value Capture. Episode page: htps://www.valuecapturellc.com/he62 Joining us today as our guest is Vickie Pisowicz, from Value Capture. She has been a Senior Advisor with the firm and its clients and she also has a new role that we'll talk about today, as Director of the Value Capture Way and Advisory Development. In today's episode, Vickie talks about the role, what it means to have a "way" and what the "Value Capture Way" entails. Host Mark Graban also asks Vickie questions and discusses topics including: What is the Value Capture Way? Codifying that? Values and principles are long standing, methods can improve… codifying doesn’t mean fossilizing Advisory - advisors or trusted advisors vs. consultants -- What do those terms mean to you? What will this mean for clients, both current and future? Learning at the fastest possible rate, meeting their needs Click to visit the main Habitual Excellence podcast page.

Episode page with links: https://www.valuecapturellc.com/he61 Welcome to Episode #61 of Habitual Excellence, presented by Value Capture. In today's episode, Mark Graban reads a chapter that he wrote as a summary of the Paul O'Neill "playbook" as documented in the full eBook A Playbook for Habitual Excellence: A Leader’s Roadmap from the Life and Work of Paul H. O’Neill Sr. You can also read the summary on our website.

Chief People Officer & Chief Strategy Deployment Officer at Atrius Health Episode page: https://www.valuecapturellc.com/he60 Welcome to Episode #60 of Habitual Excellence, presented by Value Capture. Joining us today as our guest is Sandra Geiger. She is the Chief People Officer & Chief Strategy Deployment Officer at Atrius Health in MA. Sandra was previously VP of Performance Excellence at another Massachusetts health system. She’s a physical therapist by background. In today's episode, Sandra shares her experiences with "strategy development" and the Lean management practice of "strategy deployment" -- before, during and after a pandemic Host Mark Graban also asks Sandra questions and discusses topics including: How did you get introduced to Lean? How did you become CPO? The aim of "never-ending success" A quick pivot due to Covid - emergency strategy? Connecting the strategy thread to the front line work and improvement and their role People learning what the strategies are - doesn’t always happen? Why Lean at Atrius Health? How you can influence a company culture through Lean -- Continuous Improvement and Respect for People? Beyond culture, where does “technical Lean” fit as well? Click to visit the main Habitual Excellence podcast page.