The Most Expensive Meeting in Healthcare Is Probably Useless

WEBVTT

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All right, this one feels personal.

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Most healthcare organizations have an all

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hands meeting.

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I've been to one, you've been to one.

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The CEO comes on, smiling,

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gives an update.

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The CFO comes in, spreadsheets and graphs,

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gives numbers.

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And then a few carefully selected

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questions get answered.

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Hopefully.

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Then everybody logs off and claps.

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The leadership calls it communication

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because you say it's done.

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But on the operator,

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the latest article makes a pretty

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uncomfortable argument.

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The all hands has the largest audience in

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the company,

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but maybe often produces the least

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learning.

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Because when leadership spends an hour

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talking and five minutes listening,

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the platform, everybody else,

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learns almost nothing about itself.

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So...

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Larry, let's start there.

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How'd the all hands become a broadcast

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instead of a conversation?

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More one way and less two way.

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Over time.

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It didn't happen in one bad decision.

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And that's the thing people probably get

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wrong.

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I mean,

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nobody ever stands up in a meeting and

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says, you know,

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let's make this quarters all hands safer

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and more boring, right?

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What they say is let's make it more

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focused, more polished, more on message,

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more on point.

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And every one of those words is the

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same word, just wearing a different suit,

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right?

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So it happens sort of one safe decision

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at a time.

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The gravitational pull is toward a real

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curated, professionalized version,

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when that's exactly what you don't want on

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these kind of meetings,

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pre-screened questions,

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slightly less likely to surface the real

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hard questions if they're pre-screened.

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I mean, people are scared of them, right?

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And none of those feels like sort of

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corruption in the moment.

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Each one is responsible again over time.

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But within about, I don't know,

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a couple of years, a few quarters,

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the meeting that's supposed to be the

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platform's most open conversation has

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become quarterly press conference.

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And the best analogy is like during COVID,

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Many companies went to daily, weekly,

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multiple times a week,

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all hands on deck type meetings.

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And they were very transparent and

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vulnerable.

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And then when we sort of went back

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to doing them quarterly, it changed.

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And that's not just a health care problem.

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It's a gravity problem.

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I mean, look at Google.

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They invented the meeting, TGIF.

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Fifty percent of it was live Q&A.

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you know you could ask anything and google

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couldn't keep it alive and if they

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couldn't who could right so the company

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you know they built the model and yet

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they had the gravitational pull and so the

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average multi-site you know healthcare or

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dental platform is not going to resist it

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you know just by accident

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But the exact moment it tips is

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identifiable.

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It's the prep meeting where somebody says,

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why don't we just collect the questions

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ahead of time so we can be ready?

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This happened in our Q&A meeting the other

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day.

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We didn't allocate enough time.

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and by the time we got to q

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a we had gone through the powerpoint deck

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and it was very very frustrating for me

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and i'm like you know okay so i

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put the meeting through my you know ai

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generator to tell me what went wrong in

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all hands and you know here i am

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trying to preach it but it's so easy

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to default into an incorrect way of doing

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the meeting and and that's what i'm that's

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why i'm writing about these

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Will you start this article off on your

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Substack, the operator,

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from the other side of the spectrum,

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from the other side of the camera,

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from the viewing angle,

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in the perspective of a dental hygienist,

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sitting through one of these meetings,

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hearing the numbers, all the updates,

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all the growth,

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while she's or he doing something,

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doing the actual work or charting or doing

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some other things,

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but they're hearing none of the answers

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she actually cares about.

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Why is that the right place to start?

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yeah so um the entire failure you know

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the open you know the all hands-on is

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really invisible to the ceo um or this

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you know executive team but it's

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completely obvious for those that are in

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operatory four if you're a dental

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hygienist for example or in the clinic if

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you're a technician or a physical

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therapist

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You know, from the stage, the CEO,

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we think it's a triumph,

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but that eight hundred people attended at

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the meeting ended at a time that the

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slides look professional.

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Every dashboard says it worked.

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But from the operatory,

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from the PT clinic,

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they see a meeting that answered exactly

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one or, you know,

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they answered none of the questions that

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they really walked into the room with.

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And oftentimes what you find is the people

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that attend these meetings are your folks

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in your back office,

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not the people who you really want to

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hear,

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which those are your frontline clinicians.

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And so they just stopped attending because

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they feel it's a waste of time.

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And when we take attendance,

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we look at numbers,

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but not the people on the front lines.

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So every instinctively,

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every operator reads the company from the

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top down,

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but the whole argument of this series,

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the entire basis is the truth lives on

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the floor.

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If you can't feel the meeting from the

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operatory, from the clinic,

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from the back room of seeing a patient,

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you can't fix it in the boardroom.

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And you'll keep optimizing the things that

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most people have tuned out on.

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And notice that the two questions that the

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hygienist, for example, wants to know,

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her pay and a person she cares about,

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such as her coworker or best friend,

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the people that people actually talk about

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at work, compensation and colleagues,

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right?

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That's what people talk about at work.

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Never,

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ever do any of them make it to

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one of the slides in your deck,

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and they should.

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And so you have to be intentional about,

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you know,

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I want to start out this meeting by

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talking about this clinician and that

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clinician.

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That's what you should be talking about,

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not your volumes and not your EBITDA,

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right?

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So we build, you know,

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an hour or half hour long meeting about

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the company and systematically leave out

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the only two subjects that everybody who's

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on the front floor wants to talk about,

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their compensation, their benefits,

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and their coworkers.

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I've been at large enough organizations.

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Someone asks that question.

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They quietly get shushed out of the room.


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I've been at organizations that you're

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describing where if someone from the

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audience,

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if the hygienist or the physical therapist

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were to ask questions about colleagues or

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compensation,

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I've seen this happen.

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You get a polite answer, non-answer.

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Then that question is moved on.

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We move quickly on.

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And then in the background,

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there's find out who that was,

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who their manager is.

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We got to have a talk with them.

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So the people in the audience understand

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after very, very quickly, like you said,

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faster than the leadership team,

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what this is and what this isn't.

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So you wrote that at all hands is

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actually supposed to be the moment when

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the platform talks to itself and

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So what's the all hands goal?

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How do you know if you've succeeded?

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Because eight to eight hundred people,

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you know,

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attending is not it should not be the

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goal.

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Cannot be the goal.

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Correct.

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It is the one venue in the entire

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operating meeting stack,

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as I've been calling it,

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where the floor meets the leadership at

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scale, at volume,

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at ubiquity with everybody participating.

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Think about how information normally moves

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in a hierarchy or a platform.

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It's filtered, right?

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It goes up through the site leads,

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through the regionals,

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through kind of whatever clinical

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hierarchy you have, the clinic director,

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team manager, etc.

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and every layer sands the edges off.

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By the time it reaches the top,

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it's a summary of a summary of a

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summary.

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The all hands is the one moment

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that filtering is supposed to be removed.

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Eight hundred people get an honest look at

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the people running the company and those

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people get an honest look back.

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So counterintuitively,

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the more professional that you look,

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unless you act that way,

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twenty four seven,

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I don't know anybody that does,

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the more disingenuous you're going to come

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off.

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And when it works,

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when you show vulnerability,

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when you answer questions honestly and

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admit you don't know things,

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it's the single highest leverage hour that

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you've spent on your operating calendar.

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I'm speaking from a CEO or an operator

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perspective.

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There's no other moment where the entire

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nervous system over the organization is

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assembled at one place and at one time.

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When it doesn't work,

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It's the most expensive meeting you can

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ever imagine.

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Because you're spending an hour,

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the whole platform's attention,

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which is the scarcest resource that you

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own.

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It's the only thing you produce is a,

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if the only thing you produce is a

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CEO or CFO update,

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everyone could read that in an email in

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about four minutes.

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Or the way I like to communicate those

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things is by Loom or video.

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So they don't have to read anything.

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If they could have listened to a

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two-minute video of me,

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that should not be what I have in

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the all-hands meeting, right?

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And I tell operators,

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this is the one-hour quarter you can feel

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the whole body at once.

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Most of them used to take the body's

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temperature with a slide deck and never

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actually touch anything.

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the patient.

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Yeah.

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And so you have to think of it.

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These are clinicians working on patients.

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You have to be management working with

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your clinicians and you have to think more

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in a clinical realm than in a

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professionalized business sense.

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Yep.

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You brought in cost as well.

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I was I was taught early, you know,

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I needed permission at one of my jobs

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to spend more than a thousand dollars,

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but I didn't need any permission to waste

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twenty five people's time.

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for an hour.

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When you start looking platform wide,

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eight hundred people's time for one hour,

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everything stops.

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Nothing's being produced.

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It's an opportunity for waste or success

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or connection.

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So that was one of the strongest lines

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I thought in the article.

00:10:51.163 --> 00:10:53.426
The platform learned nothing about itself.

00:10:53.745 --> 00:10:56.989
So how can eight hundred employees attend

00:10:57.009 --> 00:10:58.350
a meeting and the organization just

00:10:58.471 --> 00:11:00.773
doesn't learn anything?

00:11:02.748 --> 00:11:04.369
Yeah, I mean, you know, there's math here,

00:11:04.408 --> 00:11:04.669
right?

00:11:04.750 --> 00:11:06.331
Eight hundred people times an hour of

00:11:06.370 --> 00:11:09.153
salary equals one big expense.

00:11:09.413 --> 00:11:09.573
Yeah.

00:11:09.673 --> 00:11:12.096
And in some ways it's actually worse than

00:11:12.115 --> 00:11:12.817
that framing.

00:11:13.177 --> 00:11:14.918
It's not just an hour of salary.

00:11:14.938 --> 00:11:16.659
It's an hour of the entire platform's

00:11:16.700 --> 00:11:19.842
attention and attention and trust.

00:11:19.903 --> 00:11:21.484
And it's more expensive than payroll

00:11:21.524 --> 00:11:23.066
because you can't get it back and you

00:11:23.105 --> 00:11:24.106
can't stockpile it.

00:11:25.488 --> 00:11:27.068
Here's how you produce nothing with it.

00:11:27.089 --> 00:11:28.470
You design the meeting to flow in one

00:11:28.509 --> 00:11:28.909
direction.

00:11:29.470 --> 00:11:31.091
Slides go out, nothing comes back.

00:11:31.211 --> 00:11:33.092
And an organization only learns something

00:11:33.432 --> 00:11:34.913
when information travels up.

00:11:35.254 --> 00:11:36.894
When a question gets asked that leadership

00:11:36.975 --> 00:11:38.456
didn't already know the answer to.

00:11:38.856 --> 00:11:40.217
That's the entire mechanism.

00:11:40.518 --> 00:11:41.578
That's the learning.

00:11:42.820 --> 00:11:44.500
And now look at what pre-screened Q&A

00:11:44.681 --> 00:11:45.041
does.

00:11:45.822 --> 00:11:47.403
The question about compensation gets,

00:11:47.442 --> 00:11:47.724
well,

00:11:47.764 --> 00:11:50.745
we annually do a compensation survey and

00:11:50.785 --> 00:11:52.947
we look at the market and everything is

00:11:53.028 --> 00:11:56.091
vetted to be comfortably answered,

00:11:56.130 --> 00:11:58.032
which means it was vetted to contain

00:11:58.173 --> 00:11:59.854
nothing leadership didn't already know.

00:12:00.413 --> 00:12:01.495
So by design,

00:12:02.596 --> 00:12:04.778
nothing crosses from the floor to the top.

00:12:04.817 --> 00:12:06.198
You've engineered their learning out of

00:12:06.239 --> 00:12:06.639
the meeting.

00:12:07.261 --> 00:12:08.582
and you've kept the attendance.

00:12:08.722 --> 00:12:10.063
Eight hundred people showed up.

00:12:10.403 --> 00:12:12.164
Participation could have even been a

00:12:12.225 --> 00:12:13.105
hundred percent.

00:12:13.525 --> 00:12:14.826
Learning was zero.

00:12:15.267 --> 00:12:17.107
And the CEO measures the thing by

00:12:17.148 --> 00:12:18.408
attendance and runtime.

00:12:18.769 --> 00:12:20.188
The two numbers that have absolutely

00:12:20.288 --> 00:12:22.630
nothing to do with whether anybody

00:12:22.831 --> 00:12:24.091
actually learned anything.

00:12:24.172 --> 00:12:25.351
It's a green dashboard,

00:12:25.371 --> 00:12:26.232
but a dead meeting.

00:12:26.690 --> 00:12:28.091
Now, what some organizations do,

00:12:28.630 --> 00:12:30.011
it's very difficult for a multi-site

00:12:30.052 --> 00:12:31.432
provider because you can do it at lunch,

00:12:31.451 --> 00:12:33.232
but people have clinic during lunch.

00:12:33.253 --> 00:12:33.913
You can do it early.

00:12:33.933 --> 00:12:34.953
It's going to eliminate some.

00:12:35.234 --> 00:12:36.235
You can do it after hours.

00:12:36.254 --> 00:12:37.836
Some people want to be paid for it.

00:12:38.296 --> 00:12:40.017
If you're going to invest that much money,

00:12:40.076 --> 00:12:41.397
you want participation,

00:12:41.758 --> 00:12:43.759
but you want active participation,

00:12:43.818 --> 00:12:44.698
not eyeballs.

00:12:44.979 --> 00:12:46.360
You're not streaming video.

00:12:46.720 --> 00:12:50.081
You're streaming across exchanged in a

00:12:51.121 --> 00:12:51.903
conversation.

00:12:52.143 --> 00:12:53.583
And that's what the all-hands meeting

00:12:53.604 --> 00:12:54.144
should be called.

00:12:54.163 --> 00:12:56.304
It should be an all-hands conversation.

00:12:57.984 --> 00:13:01.027
You identify three potential failures.

00:13:01.086 --> 00:13:01.826
This is what people like.

00:13:02.347 --> 00:13:04.208
This felt a little like, you know,

00:13:04.269 --> 00:13:05.070
pick your poison.

00:13:05.791 --> 00:13:08.932
EBITDA theater, the pre-screened Q&A,

00:13:08.972 --> 00:13:10.374
which you've mentioned a couple times,

00:13:10.413 --> 00:13:12.096
and then audience mismatch,

00:13:12.135 --> 00:13:13.956
either clinical operations and mashing the

00:13:13.976 --> 00:13:14.197
two.

00:13:14.977 --> 00:13:17.080
Which one's doing the most damage in

00:13:17.159 --> 00:13:18.100
healthcare today,

00:13:18.160 --> 00:13:19.841
or is it sort of just a little

00:13:19.861 --> 00:13:20.423
bit of all three?

00:13:21.738 --> 00:13:21.977
Yeah.

00:13:22.018 --> 00:13:23.339
So the way I think about it,

00:13:23.458 --> 00:13:24.899
EBITDA theater is the most common and

00:13:24.919 --> 00:13:26.881
that's ridiculous because your folks don't

00:13:26.902 --> 00:13:28.322
even know what EBITDA means.

00:13:28.363 --> 00:13:29.903
And most of the people on executive teams

00:13:29.923 --> 00:13:31.384
don't really know what EBITDA means.

00:13:31.926 --> 00:13:34.086
The audience mismatch is probably sort of

00:13:34.106 --> 00:13:34.927
the most structural,

00:13:34.947 --> 00:13:36.408
but the one that's the most damage in

00:13:36.448 --> 00:13:38.811
my opinion is the pre-screen Q&A.

00:13:39.191 --> 00:13:40.172
It does the most damage.

00:13:41.293 --> 00:13:43.134
And let me be sort of precise,

00:13:43.214 --> 00:13:44.294
which is sort of the whole point of

00:13:44.335 --> 00:13:44.836
the article.

00:13:45.375 --> 00:13:47.336
I rank these by what they cost you.

00:13:47.957 --> 00:13:49.499
EBITDA theater costs you attention.

00:13:49.519 --> 00:13:50.139
You bore them.

00:13:50.820 --> 00:13:52.621
You bore them with same-store comp.

00:13:53.182 --> 00:13:56.884
You bore them with phrases that have never

00:13:56.924 --> 00:13:58.567
been spoken between clinicians in the

00:13:58.606 --> 00:13:59.768
history of the company, right?

00:14:00.168 --> 00:14:02.629
The audience mismatch causes you

00:14:02.750 --> 00:14:03.210
relevance.

00:14:03.230 --> 00:14:06.513
You try to serve operators and clinicians

00:14:06.552 --> 00:14:08.434
together in one shapeless agenda,

00:14:09.034 --> 00:14:10.736
and they end up serving sort of neither.

00:14:10.777 --> 00:14:14.559
But the pre-screening costs you belief,

00:14:14.580 --> 00:14:14.860
right?

00:14:15.900 --> 00:14:18.842
Okay, audience is damaging,

00:14:19.302 --> 00:14:21.745
the mismatch costs you attention,

00:14:22.424 --> 00:14:25.326
the pre-screen costs you belief and trust,

00:14:25.647 --> 00:14:27.187
because when you stage a question,

00:14:27.227 --> 00:14:28.187
you answer that,

00:14:28.568 --> 00:14:31.070
it's effectively a press conference.

00:14:31.750 --> 00:14:32.711
The floor is not full,

00:14:32.750 --> 00:14:34.532
they know exactly what they just watched,

00:14:34.951 --> 00:14:36.633
and it teaches them that something is

00:14:36.734 --> 00:14:37.134
permanent,

00:14:37.153 --> 00:14:38.995
that this venue has been engineered

00:14:39.554 --> 00:14:41.056
to prevent a real exchanges.

00:14:41.416 --> 00:14:43.635
It also does a damage from what I've

00:14:43.676 --> 00:14:44.496
talked about before,

00:14:44.537 --> 00:14:46.096
which is psychological safety.

00:14:46.716 --> 00:14:48.837
Is this a place where I am safe

00:14:48.857 --> 00:14:50.038
bringing things up?

00:14:50.458 --> 00:14:52.418
And when you get pre-screened answers,

00:14:53.100 --> 00:14:54.519
the feedback you get is no,

00:14:55.240 --> 00:14:56.321
I'm asking a question,

00:14:56.421 --> 00:14:57.520
I'm at a press conference,

00:14:57.640 --> 00:14:58.941
I'm not seeing vulnerability,

00:14:59.081 --> 00:15:00.142
I'm not seeing trust,

00:15:00.701 --> 00:15:03.143
all I'm seeing is pre-screening.

00:15:03.643 --> 00:15:05.984
And it's boring and you don't recover from

00:15:06.024 --> 00:15:06.264
that.

00:15:08.615 --> 00:15:09.196
Irrelevance,

00:15:09.216 --> 00:15:12.018
you can fix over time in a segmentation.

00:15:12.097 --> 00:15:13.979
Cynicism, you do not get back.

00:15:14.099 --> 00:15:15.740
Lack of trust, you do not get back.

00:15:15.760 --> 00:15:17.581
Psychological safety is too hard to build.

00:15:18.062 --> 00:15:19.602
And once the floor decides that the

00:15:19.643 --> 00:15:21.403
meeting isn't real, it's inauthentic,

00:15:21.784 --> 00:15:23.166
they stop bringing you anything.

00:15:23.466 --> 00:15:26.227
It's not an all-hands meeting anymore.

00:15:27.609 --> 00:15:28.408
It just isn't.

00:15:28.428 --> 00:15:29.470
And so you've trained the whole

00:15:29.509 --> 00:15:31.432
organization to really stop talking to

00:15:31.471 --> 00:15:31.672
you.

00:15:32.032 --> 00:15:34.413
That's the most expensive outcome on the

00:15:34.453 --> 00:15:34.714
list.

00:15:35.198 --> 00:15:35.698
Yeah.

00:15:35.739 --> 00:15:36.919
Well, you stuck on that for a while,

00:15:36.940 --> 00:15:40.221
that pre-screened Q&A section.

00:15:40.841 --> 00:15:42.222
You basically argued like you just did

00:15:42.263 --> 00:15:42.462
there.

00:15:42.523 --> 00:15:43.844
Many organizations have created that

00:15:43.884 --> 00:15:46.004
appearance of openness while carefully

00:15:46.065 --> 00:15:48.405
preventing anything uncomfortable

00:15:48.546 --> 00:15:48.905
happening.

00:15:48.966 --> 00:15:51.187
And it has that negative effect.

00:15:52.148 --> 00:15:54.089
That feels like it's even worse than

00:15:54.129 --> 00:15:55.690
having no Q&A at all.

00:15:55.750 --> 00:15:57.912
We can get to that mathematical formula,

00:15:57.951 --> 00:15:59.692
which you actually say there is at least

00:15:59.732 --> 00:16:00.552
a guideline of.

00:16:00.592 --> 00:16:03.634
So why is this fake one, fake Q,

00:16:03.654 --> 00:16:06.277
pre-screened Q&A worse than having nothing

00:16:06.297 --> 00:16:06.616
at all?

00:16:07.812 --> 00:16:08.432
Yeah, and Jimmy,

00:16:08.493 --> 00:16:09.692
you've been on the comp side,

00:16:09.712 --> 00:16:11.734
so you already know where the room gets

00:16:11.813 --> 00:16:13.813
built and where it's framed.

00:16:13.874 --> 00:16:15.995
It's just deceiving, right?

00:16:17.495 --> 00:16:19.754
And you're trying to protect the principal

00:16:19.794 --> 00:16:20.034
here.

00:16:20.375 --> 00:16:21.916
You're trying to protect the CEO and the

00:16:21.936 --> 00:16:22.696
executive team.

00:16:23.155 --> 00:16:24.755
And you want to make sure that everybody's

00:16:24.796 --> 00:16:25.657
not blindsided.

00:16:26.096 --> 00:16:27.616
Everyone in the room thinks they're doing

00:16:27.636 --> 00:16:28.756
their job, and they are.

00:16:29.037 --> 00:16:31.077
But here's why it's worse than nothing.

00:16:31.457 --> 00:16:32.038
No Q&A...

00:16:33.956 --> 00:16:35.037
is just an omission.

00:16:35.057 --> 00:16:36.158
There's no Q&A.

00:16:36.519 --> 00:16:37.960
Everybody knows there's no Q&A.

00:16:38.120 --> 00:16:39.341
Nobody's pretending otherwise.

00:16:39.380 --> 00:16:42.543
It's honest by just being present.

00:16:42.663 --> 00:16:46.006
The pre-screened Q&A manufactured

00:16:46.587 --> 00:16:47.788
appearance of openness,

00:16:48.288 --> 00:16:49.971
specifically engineered to prevent the

00:16:50.051 --> 00:16:51.711
openness that it's advertising.

00:16:52.072 --> 00:16:52.293
Okay,

00:16:52.312 --> 00:16:53.614
so one thing is not having any Q&A.

00:16:53.653 --> 00:16:54.654
That's just an omission.

00:16:54.715 --> 00:16:56.817
Pre-screened is actual damage.

00:16:56.836 --> 00:16:58.158
It's the absence of something.

00:16:58.217 --> 00:16:58.998
It's counterfeit.

00:17:00.844 --> 00:17:02.085
The tell is in one sentence.

00:17:02.125 --> 00:17:04.085
The CEO never says, he never says,

00:17:04.144 --> 00:17:04.625
I don't know.

00:17:04.704 --> 00:17:06.385
He never says that's a fair criticism.

00:17:06.425 --> 00:17:08.425
He said, I hadn't thought about that way.

00:17:08.807 --> 00:17:10.186
He's never shown any sense of

00:17:10.227 --> 00:17:11.747
vulnerability.

00:17:11.787 --> 00:17:15.147
That's not a conversation.

00:17:15.268 --> 00:17:16.189
It's man reading.

00:17:17.509 --> 00:17:20.070
a room and responding to a curated input

00:17:20.111 --> 00:17:20.510
stream.

00:17:20.851 --> 00:17:22.992
And the part that's unfair to the comms

00:17:23.012 --> 00:17:24.554
team, to folks like you,

00:17:24.574 --> 00:17:26.275
is that nobody in that prep room is

00:17:26.315 --> 00:17:27.776
assigned to represent the floor,

00:17:28.056 --> 00:17:29.376
to represent the commission.

00:17:29.777 --> 00:17:31.837
Everybody's representing the CEO.

00:17:32.118 --> 00:17:33.940
They're kowtowing to the CEO.

00:17:33.980 --> 00:17:34.619
So, of course,

00:17:35.040 --> 00:17:36.981
the meeting comes out optimized for one

00:17:37.041 --> 00:17:39.202
person in a building of about eight

00:17:39.242 --> 00:17:41.224
hundred.

00:17:41.285 --> 00:17:42.685
Yep.

00:17:42.806 --> 00:17:44.446
One thing I kept thinking when I was

00:17:44.467 --> 00:17:44.807
reading this,

00:17:44.866 --> 00:17:46.048
I jotted this down was

00:17:47.230 --> 00:17:49.211
What do leaders actually want?

00:17:49.270 --> 00:17:51.432
If everyone's just there to support the

00:17:51.472 --> 00:17:53.233
CEO from the production side,

00:17:54.054 --> 00:17:56.134
what do leaders actually want?

00:17:56.234 --> 00:17:57.435
What are they looking for?

00:17:57.695 --> 00:17:59.998
Do they want feedback or do they want

00:18:00.117 --> 00:18:01.377
confirmation?

00:18:01.858 --> 00:18:03.859
Because your article suggests those two

00:18:03.880 --> 00:18:08.021
things are very different things.

00:18:08.061 --> 00:18:08.643
No, it's great.

00:18:09.742 --> 00:18:11.503
I think what they really want, Jimmy,

00:18:11.624 --> 00:18:12.285
is honesty.

00:18:13.660 --> 00:18:16.083
They want, most want really, you know,

00:18:16.143 --> 00:18:16.963
confirmation.

00:18:17.023 --> 00:18:18.164
A few want, you know,

00:18:18.184 --> 00:18:19.787
a few people just want airtime, right?

00:18:20.928 --> 00:18:22.088
And generally, you know,

00:18:22.128 --> 00:18:23.851
there's those that want feedback.

00:18:24.392 --> 00:18:25.893
And the beautiful thing is that you can

00:18:25.932 --> 00:18:27.775
tell which one you're dealing with inside.

00:18:28.615 --> 00:18:29.317
You know,

00:18:29.336 --> 00:18:30.897
I would say within about the first ninety

00:18:30.958 --> 00:18:33.499
seconds of a real Q&A, you know,

00:18:33.538 --> 00:18:35.559
but watch what happens when a hard

00:18:35.619 --> 00:18:36.681
question lands.

00:18:36.740 --> 00:18:38.241
And I've been in this seat before.

00:18:38.781 --> 00:18:41.003
The leader who wants feedback leans in.

00:18:41.044 --> 00:18:44.286
They get visibly curious or interested,

00:18:44.526 --> 00:18:44.685
you know,

00:18:44.705 --> 00:18:46.987
because a real question is the most useful

00:18:47.027 --> 00:18:49.148
thing that can that's happened all hour.

00:18:49.368 --> 00:18:50.229
So it's exciting.

00:18:50.269 --> 00:18:51.990
And the leader who wants confirmation gets

00:18:52.029 --> 00:18:52.651
defensive.

00:18:53.411 --> 00:18:55.252
Or worse, they demur.

00:18:55.573 --> 00:18:57.013
Or my favorite is they say, well,

00:18:57.034 --> 00:18:58.615
I'll flip that over to HR.

00:18:58.635 --> 00:19:00.357
I'll flip that over to our general legal

00:19:00.778 --> 00:19:01.077
leader.

00:19:01.598 --> 00:19:02.779
Or one of the lines that you like,

00:19:02.819 --> 00:19:03.980
but we'll talk about it offline.

00:19:04.401 --> 00:19:06.103
Yeah, we'll talk about it offline.

00:19:06.123 --> 00:19:06.262
I mean,

00:19:06.303 --> 00:19:08.204
the question I put to operators is simple,

00:19:08.404 --> 00:19:10.567
and it also makes them squirm.

00:19:11.708 --> 00:19:14.530
When's the last time somebody changed your

00:19:14.590 --> 00:19:15.971
mind in a meeting?

00:19:16.509 --> 00:19:18.351
It's a mentoring question I ask.

00:19:18.790 --> 00:19:21.351
When did you admit that the data that

00:19:21.391 --> 00:19:25.712
you were feeling or seeing, inculcating,

00:19:26.833 --> 00:19:29.614
conflicted with what people were telling

00:19:29.653 --> 00:19:32.234
you and you literally changed your mind?

00:19:32.255 --> 00:19:34.234
If you can't relate to a specific

00:19:34.295 --> 00:19:34.815
instance,

00:19:35.816 --> 00:19:37.215
you haven't run into the very

00:19:37.256 --> 00:19:39.017
conversations as a leader that you should

00:19:39.057 --> 00:19:40.217
be having with your folks.

00:19:40.777 --> 00:19:42.278
What you're running is broadcast.

00:19:42.298 --> 00:19:43.298
You're running spin.

00:19:44.622 --> 00:19:46.384
And you've been making mistaking the

00:19:46.503 --> 00:19:48.806
silence in the room for agreement and

00:19:48.865 --> 00:19:51.548
consensus when it's actually people who've

00:19:51.608 --> 00:19:52.569
just checked out.

00:19:52.690 --> 00:19:55.252
They've just stopped trying.

00:19:55.333 --> 00:19:57.095
Yep.

00:19:57.134 --> 00:19:57.275
Yeah.

00:19:58.817 --> 00:20:01.759
You proposed a pretty radical idea for

00:20:01.818 --> 00:20:03.059
healthcare companies anyway.

00:20:03.681 --> 00:20:06.102
Take live questions.

00:20:06.522 --> 00:20:07.762
Don't screen them.

00:20:07.804 --> 00:20:10.345
Let the audience sort of upvote them and

00:20:10.505 --> 00:20:11.625
answer them in real time.

00:20:11.885 --> 00:20:13.928
What the floor is actually thinking about.

00:20:14.847 --> 00:20:17.369
Why are so leadership teams in twenty

00:20:17.410 --> 00:20:19.270
twenty six so uncomfortable with that?

00:20:19.811 --> 00:20:21.833
And then what is that discomfort?

00:20:21.972 --> 00:20:23.594
Actually, that feels like a data point.

00:20:23.614 --> 00:20:24.434
What does that tell us?

00:20:25.287 --> 00:20:25.969
Yeah, it's interesting.

00:20:26.088 --> 00:20:28.232
I've been at real meetings where they do

00:20:28.252 --> 00:20:28.433
that.

00:20:28.453 --> 00:20:30.017
They have all these questions and they

00:20:30.076 --> 00:20:31.740
vote on the questions through all these

00:20:31.881 --> 00:20:33.765
various tools that you've seen that all of

00:20:33.785 --> 00:20:35.509
the meeting software have.

00:20:37.278 --> 00:20:39.759
but the discomfort's the single most

00:20:39.799 --> 00:20:43.122
honest point in the entire exercise.

00:20:44.442 --> 00:20:46.164
I want to say that even harder that

00:20:46.204 --> 00:20:46.765
in the article,

00:20:46.805 --> 00:20:48.465
if your leadership team is uncomfortable

00:20:48.506 --> 00:20:50.048
taking live on screen question,

00:20:50.087 --> 00:20:52.730
that discomfort is information.

00:20:53.390 --> 00:20:55.551
And here's the part that people miss.

00:20:55.592 --> 00:20:57.794
The audience also gets uncomfortable too.

00:20:58.314 --> 00:20:59.755
You're not the only one with something at

00:20:59.775 --> 00:21:00.194
stake in there.

00:21:00.355 --> 00:21:01.536
You've been in meetings where somebody

00:21:01.616 --> 00:21:03.157
asks a question, you're just, you know,

00:21:04.089 --> 00:21:06.240
You're getting all uncomfortable in your

00:21:06.300 --> 00:21:06.943
own seat too.

00:21:08.839 --> 00:21:10.500
And the leadership is uncomfortable

00:21:10.520 --> 00:21:12.722
because live questions remove the one

00:21:12.762 --> 00:21:14.704
thing that the entire meeting was

00:21:14.765 --> 00:21:15.945
organized to protect,

00:21:16.446 --> 00:21:17.768
controlling the narrative,

00:21:18.188 --> 00:21:19.588
controlling the spin.

00:21:19.910 --> 00:21:21.451
You cannot pre-write the answer to a

00:21:21.490 --> 00:21:22.711
question that you haven't seen.

00:21:23.352 --> 00:21:25.875
And for a leader who's used to a

00:21:25.954 --> 00:21:26.755
scripted room,

00:21:26.775 --> 00:21:28.977
that loss of control feels like free fall.

00:21:29.458 --> 00:21:31.159
When that loss of control,

00:21:31.459 --> 00:21:32.700
you have to normalize.

00:21:32.740 --> 00:21:34.662
And normalizing discomfort is a saying

00:21:34.682 --> 00:21:35.282
that I love.

00:21:36.202 --> 00:21:37.243
to say in our company.

00:21:37.624 --> 00:21:40.626
But to turn around and win the discomfort,

00:21:41.267 --> 00:21:44.229
it should feel useful because fear has a

00:21:44.308 --> 00:21:44.749
shape.

00:21:44.769 --> 00:21:47.050
And there are three or four specific

00:21:47.090 --> 00:21:47.872
questions, by the way,

00:21:47.912 --> 00:21:50.513
that you're hoping nobody stands up and

00:21:50.814 --> 00:21:51.193
asks.

00:21:51.814 --> 00:21:53.836
And here's the move I give every operator.

00:21:54.076 --> 00:21:55.817
It's the most important thing in this

00:21:55.856 --> 00:21:56.958
entire episode, Jimmy.

00:21:56.998 --> 00:21:58.558
The next time your comms team wants you

00:21:58.578 --> 00:22:00.220
to prescreen, let them.

00:22:01.101 --> 00:22:02.983
but make them tell you which specific

00:22:03.023 --> 00:22:04.526
questions they're screening out.

00:22:05.527 --> 00:22:06.769
Don't argue with them.

00:22:06.828 --> 00:22:08.171
Just write the list down.

00:22:08.951 --> 00:22:10.673
That list is your real agenda.

00:22:11.034 --> 00:22:13.217
Those are the conversations your platform

00:22:13.297 --> 00:22:15.240
really needs to have and has been

00:22:15.279 --> 00:22:15.780
avoiding.

00:22:16.396 --> 00:22:18.557
The discomfort was never reason to skip

00:22:18.597 --> 00:22:19.459
the live Q&A.

00:22:19.499 --> 00:22:22.119
It's the map to really the meetings that

00:22:22.160 --> 00:22:24.080
you should be trying to run all along.

00:22:24.201 --> 00:22:24.381
Yeah.

00:22:24.580 --> 00:22:24.740
Yeah.

00:22:24.840 --> 00:22:25.902
Show me what you're scared of.

00:22:25.922 --> 00:22:26.761
Show me what you're avoiding.

00:22:26.781 --> 00:22:28.363
And I'll tell you what we should lead

00:22:28.403 --> 00:22:29.683
with right out of the gate.

00:22:30.564 --> 00:22:31.964
And that should be the intro.

00:22:32.045 --> 00:22:33.205
Here are the things we are going to

00:22:33.226 --> 00:22:33.726
talk about.

00:22:33.786 --> 00:22:35.066
And if the audience doesn't lean in,

00:22:35.467 --> 00:22:36.906
you got the wrong group of people or

00:22:36.926 --> 00:22:38.107
you're avoiding the real problem.

00:22:40.531 --> 00:22:42.673
You end the article on your Substack with

00:22:42.692 --> 00:22:43.413
a line that I loved.

00:22:43.953 --> 00:22:46.976
Ending sixty one seconds early was never

00:22:47.016 --> 00:22:47.596
the achievement.

00:22:47.717 --> 00:22:49.518
Eight hundred people out of eight hundred

00:22:49.538 --> 00:22:51.939
and sixteen attended is not a goal.

00:22:52.500 --> 00:22:53.901
It was the sound of a room with

00:22:53.961 --> 00:22:56.342
nothing left to say to each other.

00:22:56.922 --> 00:22:59.364
So if a CEO or a director or

00:22:59.463 --> 00:23:00.404
someone who's on the.

00:23:00.904 --> 00:23:02.726
camera side looking into the camera for

00:23:02.766 --> 00:23:04.406
meetings like this right now and listening

00:23:04.846 --> 00:23:07.208
wanted to met what wanted one measure to

00:23:07.248 --> 00:23:08.729
determine whether they're all hands is

00:23:08.788 --> 00:23:11.630
working or not what's a you know for

00:23:11.670 --> 00:23:15.051
their language what's a KPI I think it's

00:23:15.172 --> 00:23:17.153
what I would call the Q&A ratio one

00:23:17.212 --> 00:23:17.472
number

00:23:18.282 --> 00:23:20.284
And you can calculate it very easily.

00:23:20.403 --> 00:23:22.505
Take your last all four hands meetings,

00:23:23.326 --> 00:23:25.247
add up the minutes leadership spent

00:23:25.267 --> 00:23:25.707
talking,

00:23:25.866 --> 00:23:27.367
then add up the minutes of the real

00:23:27.407 --> 00:23:28.509
live Q&A.

00:23:28.548 --> 00:23:30.028
And the real is doing a lot of

00:23:30.068 --> 00:23:30.890
work in that sense.

00:23:30.950 --> 00:23:33.330
It means unscreened questions answered in

00:23:33.351 --> 00:23:35.152
the moment with the CEO occasionally

00:23:35.192 --> 00:23:36.553
saying, man, I don't know.

00:23:36.613 --> 00:23:37.614
I haven't thought about that.

00:23:38.054 --> 00:23:39.375
That's a fair criticism.

00:23:39.654 --> 00:23:41.516
That's a perspective that I hadn't thought

00:23:41.556 --> 00:23:41.675
of.

00:23:42.135 --> 00:23:44.616
Then divide the second number by the

00:23:44.656 --> 00:23:45.057
first.

00:23:45.178 --> 00:23:45.978
Google, by the way,

00:23:46.018 --> 00:23:47.519
their original target was fifty five.

00:23:47.618 --> 00:23:49.840
Two to one, yeah.

00:23:49.861 --> 00:23:50.642
Yeah, Slido,

00:23:50.682 --> 00:23:51.942
which is another organization across

00:23:52.143 --> 00:23:52.603
companies,

00:23:52.663 --> 00:23:54.184
recommends at least twenty percent.

00:23:54.845 --> 00:23:56.646
The health care platforms I watch run it

00:23:56.686 --> 00:23:57.887
closer to five percent.

00:23:58.188 --> 00:23:59.048
Under ten percent,

00:23:59.068 --> 00:24:00.349
you're running a press conference and a

00:24:00.390 --> 00:24:02.131
broadcast and you're controlling the story

00:24:02.151 --> 00:24:03.372
and you've got spin control.

00:24:04.192 --> 00:24:05.534
But just to be honest, you know,

00:24:05.614 --> 00:24:06.894
if that's the case of what you're going

00:24:06.914 --> 00:24:08.215
to do and you're going to do prescreen

00:24:08.236 --> 00:24:09.576
questions, don't take any questions.

00:24:09.738 --> 00:24:11.038
Just call it quarterly update.

00:24:11.459 --> 00:24:12.079
Another one,

00:24:12.259 --> 00:24:13.861
it's just not an all hands meeting.

00:24:14.340 --> 00:24:15.521
If you're under five percent,

00:24:16.262 --> 00:24:17.804
It's probably because your floor stopped

00:24:17.864 --> 00:24:19.465
asking questions because, you know,

00:24:19.506 --> 00:24:21.307
they've stopped expecting the same old

00:24:21.366 --> 00:24:21.728
answers.

00:24:22.528 --> 00:24:23.749
And on the line that you quoted,

00:24:23.788 --> 00:24:25.711
ending sixty one seconds early was never

00:24:25.730 --> 00:24:26.432
the achievement.

00:24:26.892 --> 00:24:28.732
The executive mentions it with pride

00:24:28.752 --> 00:24:30.214
because they think they finished early.

00:24:30.375 --> 00:24:32.576
They think that signals discipline and

00:24:32.616 --> 00:24:34.538
efficiency and respect for everyone's

00:24:34.597 --> 00:24:35.078
time.

00:24:35.318 --> 00:24:38.320
Oh, that line where they say,

00:24:38.340 --> 00:24:40.042
we'll give you that sixty one seconds back

00:24:40.063 --> 00:24:40.623
in your day.

00:24:41.064 --> 00:24:43.065
Man, if anything needs to disappear,

00:24:43.105 --> 00:24:43.586
it's that.

00:24:44.758 --> 00:24:46.020
No, that's exactly right.

00:24:46.060 --> 00:24:50.152
And here is the interesting thing is it

00:24:50.192 --> 00:24:52.798
goes to the basics of efficiency versus

00:24:52.898 --> 00:24:53.721
effectiveness.

00:24:54.655 --> 00:24:57.397
With efficiency, be a systems thinker.

00:24:57.577 --> 00:25:00.099
With effectiveness, be a people thinker.

00:25:00.799 --> 00:25:02.300
In all hands is meant to be an

00:25:02.340 --> 00:25:03.862
effectiveness meeting,

00:25:04.143 --> 00:25:06.663
which means time should not be

00:25:06.723 --> 00:25:07.444
constrained.

00:25:07.845 --> 00:25:11.106
The best all hands meetings run eleven

00:25:11.146 --> 00:25:13.528
minutes or so longer because the questions

00:25:13.608 --> 00:25:16.371
wouldn't stop and the CEO refused to cut

00:25:16.391 --> 00:25:17.412
them off and said, look,

00:25:17.451 --> 00:25:18.551
I'll be here as long as there are

00:25:18.571 --> 00:25:18.992
questions.

00:25:19.012 --> 00:25:21.114
I can remember this during the COVID days,

00:25:21.153 --> 00:25:21.374
man.

00:25:21.453 --> 00:25:21.974
It just was

00:25:22.575 --> 00:25:23.996
I remember getting over a hundred

00:25:24.036 --> 00:25:25.355
questions during one of the COVID

00:25:25.375 --> 00:25:25.776
meetings,

00:25:25.816 --> 00:25:27.237
and they were tough and painful and

00:25:27.277 --> 00:25:27.797
vulnerable.

00:25:28.537 --> 00:25:30.778
And we made the decision way back then

00:25:31.238 --> 00:25:32.897
that we weren't going to lay anybody off,

00:25:32.978 --> 00:25:34.719
or if we were going to balance the

00:25:34.778 --> 00:25:37.180
part-time with whatever dollars we were

00:25:37.200 --> 00:25:37.559
going to get,

00:25:37.599 --> 00:25:39.780
because at that time we weren't able to

00:25:39.820 --> 00:25:42.922
take the dollars because we had some PE

00:25:42.961 --> 00:25:43.422
investment.

00:25:44.021 --> 00:25:45.583
And man, we didn't lose anything.

00:25:45.623 --> 00:25:47.224
We didn't have shortages and those kind of

00:25:47.265 --> 00:25:47.505
things.

00:25:48.185 --> 00:25:49.646
We just kept everybody together.

00:25:49.686 --> 00:25:51.067
And I think it was because in those

00:25:51.127 --> 00:25:51.469
meetings,

00:25:51.509 --> 00:25:52.930
we just tried to make everybody feel

00:25:52.970 --> 00:25:53.390
secure.

00:25:53.410 --> 00:25:54.570
And if we didn't know something,

00:25:54.671 --> 00:25:55.352
we didn't know it.

00:25:55.771 --> 00:25:57.973
Who knew what the heck the next stage

00:25:58.034 --> 00:25:59.675
was in COVID after the first week,

00:25:59.776 --> 00:26:00.675
after the second week?

00:26:01.237 --> 00:26:01.616
And by the way,

00:26:01.696 --> 00:26:03.598
nobody thought about bragging that I'm

00:26:03.638 --> 00:26:04.980
giving time back to you, right?

00:26:05.401 --> 00:26:07.261
Nobody cared that the meeting went long.

00:26:08.403 --> 00:26:09.884
They were just too busy talking and

00:26:09.903 --> 00:26:11.546
engaging with what you were saying.

00:26:12.300 --> 00:26:13.261
You also had something,

00:26:13.301 --> 00:26:15.323
I don't have the exact quote,

00:26:16.284 --> 00:26:18.645
pay attention to your last four all hands

00:26:18.665 --> 00:26:18.945
meetings,

00:26:18.986 --> 00:26:20.646
the questions that were asked but not

00:26:20.767 --> 00:26:21.147
answered.

00:26:21.488 --> 00:26:24.250
If they keep showing up, that's a trend.

00:26:24.549 --> 00:26:25.770
And if they're not, if the audience,

00:26:25.790 --> 00:26:29.374
the floor is continually asking and you're

00:26:29.413 --> 00:26:30.894
uncomfortable answering,

00:26:31.214 --> 00:26:32.596
that's a good thing for now.

00:26:33.016 --> 00:26:34.596
But once they stop asking,

00:26:34.698 --> 00:26:36.499
that's the real loss.

00:26:36.519 --> 00:26:37.799
No, that's right.

00:26:37.920 --> 00:26:39.760
Avoidance is not a good strategy in

00:26:39.800 --> 00:26:40.162
business.

00:26:41.038 --> 00:26:42.779
You know, problems, as I like to say,

00:26:42.880 --> 00:26:44.021
grow in weeds.

00:26:44.102 --> 00:26:46.585
Your job as an operator is to get

00:26:46.605 --> 00:26:48.847
as much water away so that the weeds

00:26:49.189 --> 00:26:49.669
drown out.

00:26:50.680 --> 00:26:52.902
And that should be intuitive in those that

00:26:52.961 --> 00:26:53.623
are in health care,

00:26:53.663 --> 00:26:55.964
because do we ever say to a patient

00:26:56.464 --> 00:26:58.006
who comes in complaining about their

00:26:58.066 --> 00:26:59.367
problem, do we ever say to them,

00:26:59.847 --> 00:27:01.548
don't ever bring me a problem unless you

00:27:01.588 --> 00:27:03.330
can bring me a solution?

00:27:04.211 --> 00:27:06.973
We are paid to help with solutions by

00:27:07.034 --> 00:27:08.836
having conversations that are meaningful

00:27:09.435 --> 00:27:11.278
and that create psychological safety.

00:27:11.698 --> 00:27:15.058
And the more you can be proactive about

00:27:15.138 --> 00:27:17.599
addressing uncomfortable conversations,

00:27:17.759 --> 00:27:20.300
the better as an organization you are and

00:27:20.320 --> 00:27:21.902
the more you'll grow and the more you'll

00:27:22.001 --> 00:27:22.862
trust you'll have.

00:27:23.261 --> 00:27:25.442
And the conversion for that will be KPIs

00:27:25.502 --> 00:27:26.243
like retention.

00:27:26.824 --> 00:27:27.584
Yeah.

00:27:27.604 --> 00:27:29.125
You want to give a forward tease?

00:27:29.345 --> 00:27:31.105
This was the end of the meetings series,

00:27:31.164 --> 00:27:32.625
right?

00:27:32.766 --> 00:27:34.166
What's on the chopping block next or

00:27:34.186 --> 00:27:34.967
what's been bothering you?

00:27:35.597 --> 00:27:37.719
We have one more.

00:27:37.838 --> 00:27:38.759
We have the audit.

00:27:39.039 --> 00:27:41.321
So the sixth article will be on how

00:27:41.342 --> 00:27:45.284
to audit the meeting stack with checklists

00:27:45.324 --> 00:27:46.085
and other things.

00:27:46.105 --> 00:27:47.645
And so it's just kind of a summary

00:27:47.685 --> 00:27:48.605
article, if you will.

00:27:48.945 --> 00:27:50.126
But I'll tell you what's been on my

00:27:50.186 --> 00:27:50.827
mind, Jimmy,

00:27:50.847 --> 00:27:52.749
and that's those companies that recruit by

00:27:52.808 --> 00:27:54.609
saying they have mentoring programs.

00:27:54.630 --> 00:27:55.750
Ah, yes.

00:27:55.770 --> 00:27:57.751
So we're going to talk about mentoring and

00:27:58.011 --> 00:27:59.472
retention and turnover.

00:28:00.276 --> 00:28:02.897
And it's interesting what the data and the

00:28:02.938 --> 00:28:05.500
research say about all of this.

00:28:05.579 --> 00:28:06.361
And I think, again,

00:28:06.421 --> 00:28:08.382
it's this whole idea we use words to

00:28:08.442 --> 00:28:10.584
recruit mentoring.

00:28:10.903 --> 00:28:12.965
Then they get on and ninety to one

00:28:12.986 --> 00:28:14.747
hundred and twenty days later, you know,

00:28:14.767 --> 00:28:16.508
where's this so-called mentoring that I

00:28:16.548 --> 00:28:16.909
had?

00:28:17.368 --> 00:28:18.829
And so that's been on my mind a

00:28:18.890 --> 00:28:19.790
bit lately as well.

00:28:20.310 --> 00:28:21.252
buyer beware,

00:28:21.292 --> 00:28:23.958
the words that we use to get someone

00:28:23.978 --> 00:28:24.578
to show up,

00:28:24.719 --> 00:28:26.563
but where's that thing when we want them

00:28:26.583 --> 00:28:27.163
to stick around?

00:28:27.805 --> 00:28:29.248
I'm going to give you one more,

00:28:29.268 --> 00:28:29.989
by the way, Jim.

00:28:30.210 --> 00:28:31.873
The other thing that's been on my mind

00:28:31.972 --> 00:28:32.113
is

00:28:33.123 --> 00:28:34.443
What we have seen in the economy the

00:28:34.463 --> 00:28:37.185
last several weeks is there has been in

00:28:37.226 --> 00:28:39.647
health care a slowdown in new patients.

00:28:39.708 --> 00:28:42.390
And, you know,

00:28:42.750 --> 00:28:44.891
I'm not saying this in a specific sense,

00:28:44.931 --> 00:28:46.112
but in a universal sense,

00:28:46.172 --> 00:28:48.513
less new patients are accessing dental and

00:28:48.554 --> 00:28:50.474
health care services and physical therapy

00:28:50.515 --> 00:28:51.036
services.

00:28:51.556 --> 00:28:52.436
Part of that is copay.

00:28:52.497 --> 00:28:53.958
Part of it is probably the economy, right?

00:28:53.978 --> 00:28:56.358
When you're paying more money for

00:28:56.398 --> 00:28:58.240
gasoline, you have other kind of things.

00:28:58.580 --> 00:28:59.821
And so then everybody looks at their

00:28:59.862 --> 00:29:00.721
marketing department,

00:29:00.741 --> 00:29:02.182
says they're not doing their job.

00:29:02.243 --> 00:29:02.604
And so, yeah.

00:29:03.144 --> 00:29:04.969
I've got a whole series I'm looking at

00:29:05.130 --> 00:29:07.256
on how marketing is your company's

00:29:07.455 --> 00:29:09.582
responsibility or is it the clinician's

00:29:09.622 --> 00:29:10.443
responsibility?

00:29:10.871 --> 00:29:12.771
yes there's an element of both but the

00:29:12.853 --> 00:29:15.013
real healthcare practitioners the real

00:29:15.074 --> 00:29:17.875
dental professionals assume the

00:29:17.915 --> 00:29:19.958
responsibility of building their practice

00:29:19.998 --> 00:29:22.279
their practice and they assume it by

00:29:22.579 --> 00:29:26.962
referrals that reveal not by gimmicks and

00:29:27.042 --> 00:29:29.605
lead generation and purchasing and more

00:29:29.644 --> 00:29:33.708
google ads but by conversations and care

00:29:33.907 --> 00:29:35.229
and consistency

00:29:36.109 --> 00:29:38.154
you know, clinical excellence,

00:29:38.255 --> 00:29:39.257
customer service,

00:29:39.336 --> 00:29:40.720
care and compassion excellence.

00:29:41.240 --> 00:29:44.468
Those will reveal referrals that you don't

00:29:44.508 --> 00:29:45.549
even ever have to ask for.

00:29:46.332 --> 00:29:48.152
right well subscribe to the uh the sub

00:29:48.172 --> 00:29:50.232
stack the operator for how much larry how

00:29:50.272 --> 00:29:51.813
much does it cost to subscribe to the

00:29:51.833 --> 00:29:55.374
sub stack zero it's free uh this month

00:29:55.394 --> 00:29:57.575
uh fifty percent off of that as well

00:29:57.694 --> 00:30:00.095
if you subscribe yes uh most leaders think

00:30:00.174 --> 00:30:02.556
you're a friend if you're a perfect a

00:30:02.635 --> 00:30:04.115
lot of a lot think the uh the

00:30:04.195 --> 00:30:06.176
all hands exists to communicate

00:30:06.257 --> 00:30:08.836
information larry would argue it exists to

00:30:08.936 --> 00:30:11.478
gather information just as much as it does

00:30:11.518 --> 00:30:12.157
to communicate it

00:30:12.498 --> 00:30:14.319
Because when leadership spends an hour

00:30:14.359 --> 00:30:15.901
talking and five minutes listening,

00:30:16.142 --> 00:30:17.102
as grandma said,

00:30:17.442 --> 00:30:19.525
you got two ears and one mouth.

00:30:19.845 --> 00:30:20.846
Use them proportionately.

00:30:21.226 --> 00:30:23.769
The platform learns almost nothing about

00:30:23.808 --> 00:30:25.691
itself unless you listen.

00:30:25.730 --> 00:30:27.412
Your grandmother is a smart lady, Jimmy.

00:30:27.432 --> 00:30:28.113
Yeah, she's quick.

00:30:28.633 --> 00:30:30.654
If today's conversation made you rethink

00:30:31.115 --> 00:30:33.337
how your organization is communicating and

00:30:33.357 --> 00:30:34.259
made you a little uncomfortable...

00:30:34.819 --> 00:30:35.059
Good.

00:30:35.099 --> 00:30:35.882
That's sort of the point.

00:30:36.102 --> 00:30:38.067
Subscribe to that operator on Substack.

00:30:38.468 --> 00:30:40.211
Until next time, keep operating.

00:30:40.271 --> 00:30:42.096
Larry, thanks for the time.

00:30:42.115 --> 00:30:42.416
Thank you.