Improving the patient experience: healthcare is not just about medicine

Thank you so much for the generous introductions as well and thank you all for being here today. This is an exciting time, I think in healthcare, but I will say that I truly am honored to be here finally on this campus. I've spent a lot of time up in early and then have really appreciated and been thankful for the partnership that we've had with Siemens in terms of your just your focus on patient experience, your focus on the four themes you see behind you, which I think all tide together into improving the human experience in healthcare overall. So I'm going to start with you if you'll indulge me with stories, so I hope that there, for those of you that are not bearing fans, I'm sorry. But congratulations on the good season. This is actually my son Sam. Somehow he became a Bayern fan and he's a little footballer. He reminds me, you know, in the United States we we miss named football soccer somehow. And so the but he reminds me everyday dead. I play football. I play football so we were in A at a soccer practice one day at the indoor practice area during the winter and he realized a bunch of gentlemen in the locker room were wearing our new club in our town where I live now, Nashville. Nashville Soccer club jerseys. Like their sweatshirts and he's like that are those is that the soccer team and I'm thinking I said I guess so. And he turns around literally is a 5 year olds Dad hold on a second. I'll be right back and so I'm thinking, OK, maybe I should not let my son walk across the locker room by himself, but there it goes across the room and he goes up and starts talking to this young man and he introduces himself and I'm watching this from far away and the story basically goes like this. He walks up to this gentleman. His name is Martine Galvo. He's young gentleman who just started playing for the Nashville Soccer Club in Sam. Goes up to him and says. Are you a professional soccer player? And I watched Mr Martine actually choke up a little bit because Sam as a 5 year old was the first one to acknowledge that that's what he did. It was the first time in his life he was called the professional soccer player and he realized in that moment that this little 5 year old kid acknowledged him for that. And they built this human connection where Marty Mr Martinez saying Lexa Colom said him. You know one day you have to come to a game and watch me play. And I want to just frame that conversation because what we miss sometimes is the human connection that it takes to provide excellence in our relationships in healthcare. As we were talking about in your practice. When we don't find the connection to the person in front of us, we sometimes miss the opportunity to provide the best in clinical outcomes. The best in excellence of care. And when we find that ability to drive that connection, I hope that's the story that will have about elevating the human experience today. Now you heard a bit about the Barral Institute, I'll just frame it briefly for you. We've been working truly globally on building a field of patient experience, and it's been driven on a definition. Of patient experience that I'll share with you in a second, but as you heard, building a community practice of about 55,000 people now in 70 countries around the world, framing body of knowledge we've had the honor to create a globally read now academically peer review Journal. That's actually. Believe it or not, read in 200 countries around the world, which to me is still amazing and developing professional certifications for individuals that want to make this a field profession. And so in the last decade we've been on a journey to make this not just a nice thing about healthcare, but something that's fundamental to the fact that we all are human beings. In the health care experience, and I think that's important, so let me let me ask you a tough question. I know it's still early. How many people here are human beings? OK, I always wondered. Always get laughs from asking that question. I don't know why it's features. There are sometimes where I've been told, you know, not everybody raises their hand but you know, you know we hear about the differences in health care systems while in Germany it's different than it is in the UK or in Australia. It's different than it is in Asia or the United States or Canada. But you know the one thing I've had the benefit of being, you know, on about five continents. I still haven't made it to an article, but about five continents a year, having conversations with people about this, and whenever I ask that question, everybody raises their hand. And so when we think about the essence of healthcare, we are ultimately human beings, caring for human beings, and we have to take it from that perspective of things that you develop the tools, the resources, the technology that comes from Siemens actually helps. That interaction happened and we need to think about what that means and how that plays out for the people that you serve in terms of your own customers and consumers in your work. So we think about that basis of human beings caring for human beings. And I think we really are beginning to have a conversation on is in healthcare were ultimately changing it. By elevating a conversation on the human experience. Because it's not simply the fact that we do things to were four people in healthcare, but we do them with the patients and families we serve, and we do them with the people that are delivering care around us and so that idea that the human experience is fundamental is not something that should be taken lightly. Because if we don't take care of the people delivering care if we don't provide them the right resources to do what matters to them, then they can ultimately provide the best outcomes for the patients and families they serve. Either. And when we begin to think about human experience to me. I see exactly the four things you know. Thanks for the placement perfectly. You know this idea of expanding position, medicine care delivery, improving patient experience, digitizing healthcare this these are all pieces and parts that influence the human experience in healthcare and we begin to think about that. I hope we can elevate that conversation in the work that we do. You see, there's a. There's a gentleman kind of. I've studied a lot in my work and sort of management and large scale change in organizations serve Keller just passed away recently was the Founder and CEO of Southwest Airlines. And what he said. The essential difference in services, not machines or things. It's the minds, hearts, spirits and souls. Now get you right. He understood that it took the machines to make his business run, but it wasn't the machines that made the difference in how his business ran. It was the people that he wrapped around. It was the culture. It was the way in which people use those machines that mattered. See when you put product out into space. It's not simply that you drop and imaging machine in the hospital, but it's what you create in terms of the environment around that that matters. It's how your customers see that is impacting and influencing. The capacity of that organization to care for the people they serve that matters. It's about the souls, hearts, spirits and minds of people in their capacity to do that. And I want to share that through some stories of actual examples of customers of yours. The chance to talk to you as well. Now let's talk about this conversation from what is patient experience. There was a story I was shared recently. There was a call that came down to a reception desk at the hospital and the receptionist answered the phone. And on the other side the phone. The woman said, ma'am, I'm trying to find out some information about Mrs Smith. In room 301, we believe she's supposed to get her test results. Today things are looking good and she should be discharged today as well. We believe that's the plan. Can you help me out find out anything about that and the receptionist being very service oriented and trying to be customer focused. And man let me find out what I can and she calls up to the health care unit to the nurses station and talks to some folks and gets as much information as she can within sort of the confidentiality guidelines and gets back on the phone with woman on the phone, says ma'am yes, everything sounds good. It sounds like she will be discharged today and then going. The extra step says can I help you? Figure out where to go. You know our buildings are confusing. Where to park? How to find, where to pick her up? All these kind of things and she thought she was being great. Is this receptionist? Well, the woman on the other end of the phone just gives a big sigh. Well honey, actually my name is Miss Smith in room 301 and nobody tells me a blankety blank thing around here, right when you think about the reality? I mean that's a simple one like somebody our patients in our beds in our hospitals around the world are calling to find out their plan of care. We missed an opportunity, didn't we? And we've dropped our opportunities when we put technology in place and we wrap it in the right kind of communication. That matters, in fact, I was just down in San Paulo, Brazil at Cearley Manasse hospital. One of your clients and I was down there. We just actually, it's really exciting. We started the first global postgraduate program in patient experience down there and we have 50 health care leaders from 19 states across Brazil. Now studying how to be postgraduate professionals and patient experience and one of the physicians literally physician came up to me and told me a story about her experience. Now this is a health care professional that understands how healthcare works that lives everyday. In the delivery side of care. But was having to go in for her own imaging. And she went in for imaging, and she was going through the procedure and she gets taken into the machine. And somewhere in the middle of this process, everything just stops. And it goes quiet. And she's sitting there in quiet. And she's sitting there. And she's sitting there and she starts to panic because now she's in this machine and she does not know what to do. She knows what it's like on the outside, but she's never been on the inside and she's panicking. She didn't know it was broken. She didn't know if something was wrong, if they saw something, and for this, what ended up being only three minutes of her life, but felt like an eternity. Nobody communicated anything to her. She said it was the worst experience she ever had in her life. It wasn't the machine, it was the fact that the wrapping around that machine changed the way she perceived that interaction. You know she loved the technology she knew it was doing what it needed to do. But because we didn't create the space around it to be successful, we actually created a disconnect for that experience. For her. It changed her mind the next time she's now taking someone into and imaging session around what's important to know there is going to be a 3 minute pause or a four minute pause where we reset things or look at something differently and we need to communicate that to you. But we need to ensure that that happens. You see when we think about experience and we think about the capacity for that. We're not just talking about satisfaction around how happy somebody is. This isn't just check the box, you know someone is happy with what we've done in care. When we think about experience, the way I like to frame it is that it is everything that we lived through. All that's perceived remember understood how many people here right now, have a healthcare story in your mind of either yourself, a family member, a loved one, a friend that you know is either wow. That's an amazing thing, or I can't believe that ever happened to that person. That's just top of mine right now. See, they live in us. These just don't evaporate into the ether. Healthcare stories live with us. They drive our decisions and this is what we're learning in our data as well. You see, when we look at what patient experiences and we go deeper. Kind of that core of definition like I shared. It was really four things that stood out for members of our community as we look to define this that it came down to interaction. But you know, human beings, human beings, we have interactions. We have interactions with each other. We have. Interaction is not through technology. We have interactions with the technology that we use, the kind of interactions that we have in our healthcare. Organizations are completely built on the kind of organizations we build, the culture of those organizations, the people that we put in place, the expectations of behaviors we espouse, the kind of things that we expect our people to think, do and act. And it is at every touchpoint across the continuum of care. This isn't simply in the four walls of the clinical encounter where the four walls of and imaging suite this goes well beyond that for people experiencing care. When you think about your own stories as well, because at the end of the day, it's the perceptions of patients and their family members that matter. And so we look at experience. It is every one of those interactions. It's grounded in the kind of organizations that we build in health care and support building in healthcare that it happens at all. Touch points across the continuum. It is purely and most ultimately measured by the perceptions of patients and their family members. We can think we're doing great all day long. But if they think we're not in that they some is us as well, then we've pretty much missed our opportunity to provide the best outcomes overall. And so we gotta dig a little deeper into this. I think as we look at this, and so for me, what we've done often in Healthcare is we've sort of developed, kind of this ability to deal with our own chaos. You know, we've created safety procedures and quality stuff, and we dealt with service in one place. We managed cost or driven outcomes and we've kind of operator operationalized all these things separately. I was probably guilty of it myself when I was a administrator in healthcare. When we begin to look at it from the outside in for our perspective as consumers of care really is all part of 1 experience, we can't distinguish between these things and it's driven on. I think the heart as we talked about how we engage patients and families, but also how we ensure we engage the people in our workforce. Every instance in almost every story that I'll share today. It's the fact that we didn't have our people doing what mattered, that enabled our capacity, or blocked our capacity to provide the best an experience for people. And this isn't just like a nice thing. I think you know, some people said all this experience thing is nice, but I think. This is about our capacity to drive quality outcomes as well. There was a great study done and it was published on HBR Thomas Lee. He's one of the chief medical officers at a company called Press Ganey. There are measurement company States and they did some study based on their data that basically showed those organizations that perform high on patient experience. Measures also had better clinical outcomes whether it was length of stay or hospital acquired syndrome, how conditions re admission, overall safety, performance that one. When we got the experience part right, safety followed and so this is the reality. We can't do. These things distinct were separately when we create safe, quality effective, reliable clinical environments. It's because we wrap them in an effective experience overall and I think that is ultimately why we have to look at experience from from an integrated view. So at the Institute. We with our community, really worked on developing an integrated model of experience that looks at 8 strategic lenses that it's not simply about, you know the like I said, satisfaction or happiness, but it's all these pieces that we need to think about the culture we put in place. The way we build the right governance, how we engage our people, how we engage patients and family members. It's the policy that drives us. It's the environment that we frame. It's the Clinical Excellence that we drive. And yes, it's the innovation and technology piece. I think a lot of what you play the role that you play and seems is not simply in this bucket, but I want to focus on it as we think. About some of the examples that we talk about today, so I think from there it's important for us to look at then how patient experiences viewed and I wanted to share two studies in particular that we've been looking at in the last year. One consumer perspectives, a global study that we looked at what people experiencing healthcare told us, and then we're going to come back to the influence factor study that Ralph was alluding to around how we really understood the linkage between what people do in care think are important to those receiving care, believe are important and why that matters. And connecting those two. So this is Jerry Mansfield, he's a nurse leader or chief Nurse executive at M USC. He's also on our Nurse Executive Council. He's also the chief executive Chief Experience officer. Excuse me at MUSEMUSC as well and I want to give you the executive perspective of how you guys show up in space and how it influences influences experiences as well. Because this is the lens of a chief nurse, executive Anna Chief Experience Officer combined, which is a rare feat in itself. What Jerry said in particular in radiology and women and children's they're working to operational and procedural efficiency. So what they saw is the partnership, the Opportunity Elevate Experience was about. Procedural operational efficiency. The ability to increase access. What matters to to patients and families. We're learning more and more is that ability to reduce wait times, ensure access, feel comfort? But what he said was more important and I asked him So what matter to most? In this conversation we said, you know what matters to our patients. How long do I have to wait? What was my wait time when I got there? Did you prepare me? Did they inform me? Did we achieve the results we hoped? See when you look at the application of the things that you do with them. It's the things that patients and families are asking organizations that frame their experience, and that's the important thing. How is you begin to bring product to market? How do you think about what your resources, your solutions your product's do to improve the experience for those in each of these organizations that you serve? And is Jerry added? He said, you know what was so important? And I liked and I gotta say, is a little biased to his response. He said no, this definition of patient experience, really. Helps us frame the application of this technology because when we help people realize it's the interactions that we have around the technology that we apply, we get it right. If it's simply about dropping it in space, then we do not have the opportunity to do this, and what we use technology in the right ways. If we use the equipment that we purchased in the right ways when we think about our strategy in this idea in the right ways, then we can ultimately impact care and a much more significant way. And this is what we're hearing. In fact from the consumers you know in the recent study that we did on the consumer perspectives on patient experience, we found that basically Nana 10 consumers of care globally said my experience matters to me to an extreme extent. Now let me ask you as putting your patient hats on does the experience you have in healthcare matter to you? It's not shocking data, is it? But it's important that we hold on to it and understand that this is kind of gives us the evidence on which to act. Because when we ask them why it was important and we ask consumers why is important, don't worry bout all the datasets. What I really want to point out is the first thing they said. It was about their health is that I choose to come here for a reason that I'm trying to get healthy or deal with my situation or understand my diagnosis that it's about how you treat me. And ultimately, it's about being a customer. The choices that I have in healthcare that make a difference. This is why patient experience is important to me as a consumer of care. This is what drives my decision making, and in fact so much that they did say it drives their decision making when we ask them to pieces and parts of all the aspects that we asked him to rank what they told this was this, and I think it's really interesting is that the people factors. Were more important than the process factors and much more important than the place factors like the way they were treated, how they were communicated to, and you'll see some of these distinctions in a second Trump the processes, the efficiencies, and clearly the place in which they got care, which sometimes we reverse and priorities in terms of our spending in healthcare. I think So what shapes experience what we learned from them is? It's really if you see listen to me, communicate clear in the way that I can understand and treat me with courtesy and respect. You heard that again and all the stories that we talked about when we look at that the next to give me confidence in your abilities and take my pain seriously. See those items first, really about the human element connecting with the human element care. The next two are about Clinical Excellence. These is what people. This is what consumers really expect of us in care. And the other end of the spectrum where they told us where things like OK, the age of the health care facility that you provide amenities now tell me which side of the chart in front of you is the most expensive one for health care organizations. Is it the left or the right side? The right side and we spend a lot of time spending money on the right side. Stuff in healthcare organizations when if we can get the left side stuff right, we're going to better outcomes and better results for the patients that we serve. And so my thought. And my observation and thinking about talking to some of your clients is when you show that what you apply helps achieve the things on the left side. Then you're actually making an impact for the people that you serve as well. How is it facilitating the ability to listen to people? How do you help people communicate more effectively? How do you ensure? That they're treated with dignity and respect when we ask people about what a negative experience was, what do you think were some of the things that they said? What would you say? Any ideas? Sorry, unfriendly duck, unfriendly doctors. We've never had that happen. What stands out to you here? 'cause this gets to it right long? Wait, right. People don't want to wait. People feel rushed or they feel like people were rude or uncaring and the reality is that wait time isn't like the time they don't sit there with the timer and check it's the perception of time that matters. And so again, communication. How we engage people that matters. Now if you invert it, what do you think were some of the things that people said were most important to them in their care experience? That dictated a positive care experience. Any ideas? Knowing so communication, yeah, I mean and what they said here was caring, professional, compassionate communication, understanding, comforting. So we asked people what matter to them. They're looking for. Consumers are looking for that level of care that matters. Our capacity link. Those things are really important and so the impact of patient experiences. Significant. So I want to tell you about I've had a chance to visit with Kieran Salute last year. They're implementing in there. I can have powerful alone and never. I always miss that one by practicing their patient. Experiencing was telling me about some new implementations they had. And they've been in implementation, the machines, but they've been working on the process around it now. Cure on Salute has a broad strategy. If you see their slogans, a little light here is less allude persona persona. Health person to person. So what they realize is implementing technology they had to follow that strategy around. How do we make this stability connect person to person when they built the process around it when they put in the right technology when they figured out what mattered what they were told by patient and patient and patient again is that you started to take care of me in ways that I couldn't even have imagined. In fact what they found was that this growth, sorry they found this incredible growth in their Net Promoter scores because they changed the process. They changed. They implemented new technology and they change the processes around it. To connect the human being back to the care as well, and they saw that significant increase recently in their Net Promoter scores in the way that people saw them because of their willingness to apply this in a way that mattered to them as well. You see patient experiences, in particular, positive, patient experiences are lasting. We found out from people was that in two times as many cases they remember the positive stories. They remember the stories that matter to them. But we all, as we just agreed to remember the stories of health care, and we know in fact that those stories have tangible implications. When we ask people what matters when you, what you do in terms of your health care experience, but they told us, was that in both positive and negative experiences. How do you hear about your health care experiences? In what ways do you hear about it? Yep, personal exchange. You hear it at the side of the football pitch. You hear it when you're, you know, picking up your children from school when you call up a friend and say where should I go for this right? And what we found from consumers more and more and more and more. Whether it's positive or negative, the most important thing they here is they tell other people about their experiences. So we begin to create that Ripple effect the conversation that people have really drives change, and in fact what you see if it's a positive experience, people tend to stay. And then if it's not, they tend to leave in about 4, four at a 10 cases people right now in healthcare, potentially losing customers because of the experience they provide overall, and so there is a huge implication for this conversation for them from a business standpoint, you see what we found out from consumers that this drives their decision making. It's extremely significant, sees me extremely, can significant in their decision making, and it is at every touch point across the continuum of care. So it's not just isolated to a physician office or a hospital, but in every place that consumers touch, it makes a difference in. In fact, what we found was that those recommendations and referrals, the voices of your family members, the voices of your friends were driving people's decision making in healthcare above all else. So what is our capacity ultimately build that becomes part of the conversation. So when you all build products, when you all engage your customers when you think about what makes a difference in improving the experience that you provide people what you enable them to do is actually create the right kind of stories, right? The stories that people tell the recommendations that they give others those stories are recommendations that people tell or what drives choices that people make in healthcare. And when you think about the opportunity that you have, when I look at the kind of the four strategic focal points here and how that drives the capacitor people to make the right choices, that's what, then sets expectations. That is what then enables healthcare organizations to drive outcomes that matter and ultimate leads back to the ability to provide experience. See, we're in a cycle right now. In your part, I think a critical part of that cycle of experience that matters. So I've had a chance. And you know, in my healthcare life, to kind of identify at least. And I think we've come to some agreement with lot of my leadership friends that. There's four outcomes we're striving for in healthcare. It's about clinical outcomes, financial outcomes, consumer loyalty, and and ultimately that we want to be known to have a strong reputation. I have yet to find a hospital or health care organization that says, oh, I want to be want to be the third best, you know, we want to be known as the third best in our community, and so we find is really experience is the one thing that drives all of those things. If we get experience right, we have the capacity to drive all the outcomes that matter to health care organizations in away. That enables them to provide the best and outcomes for those that they care for and serve as well. So I think this then kind of poses and frames a conversation about what I believe is the opportunity here for you all. And we think about, you know, elevating the human experience we think about your opportunity in terms of taking the work that you do, the global conversation experience, and the impact that I believe you can have a great chance to speak to a woman by the name of Viola lot. So this is Viola Viola's. 44 now she was a Kaiser Permanente in California. She was doing sort of her standard self breast exam and she felt something that she wasn't that comfortable about. So she calls up her doctor and she goes in. To the Medical Center. For for mammography. An as she goes in, they find something and literally in the course of one day. Because of the technology that was put in place, they were able to assess that they're able to move her to into actually quick surgery and believe it or not, within 48 hours they had done everything they could to start treating her because they were able to apply technology in a way that matter to her. And she was so touched. I mean what she ultimately said. Was you know, first and foremost that technology made it easier for me and it saved my life. See what she saw in terms of the things that were in place. Was the process the ability to see everything, the capacity to run through that process in a way was significant, but then obviously, being diagnosed with cancer, she had ongoing situations as well. She had to keep going back for different sets of imaging. Another cursory other cursory stories as well. And as she continued to unfold her story. What she said, you know, was that number one? What was so important to me was I understood the machines were helping me, but I knew more that I was being informed that I was being engaged, that I remember the time she told me and she was getting teary on the phone that I was getting nervous and I had the ear buds in my ear and they were talking to me and I just remembered this sweetest voice come over and said to me it's going to be OK honey. Just hold on a few more minutes. She said that was all I needed at that moment when I was laying there on my back to know that I know this is not an easy place to be, but it's going to make the difference for me. And she had a tear I could hear in her eye as she shared that story with me and and it was so interesting, because then she talked about, you know, I had to go through this series. She. She's like the ultimate customer. 'cause I think she's been through every sort of imaging another machine sound like and she actually went through the MUGA scan there as well and she said she had to spend over 30 minutes in this place and what she told me was she said it was amazing. I went in there and there was music and it was calming and it was like a spa and she started laughing and I said what's so funny while she said you know some days I wouldn't really mind going back into that thing. So you also realize when we create the right technology when we create the right tools that actually are that calming, that relaxing, she was almost to get away opportunity for her. While they're literally scanning her heart. That made a difference for her. See each one of each and everyone of these individuals lies we touch or touched in ways that we can't imagine. But it's our capacity to really think about the wrapping of experience around that that matters. So it does lead us to the research that we've done that came from the work that we did with here at Siemens and then paper that we wrote to curious human at the Institute. And really, what this enabled us to do was now look at the general patient experience community and high performers and healthcare around the world. And really, the bottom line of this is really interesting. What we found think about what consumers said. We found that those high performers don't worry about all the data points. It's kind of an eye chart here, but the point that I want to make is that what we found only general health care organizations and high performing healthcare organization said it was pretty much the same that it was around the way we communicated with patients and families that matter. And it was the way that we take care of ourselves as health care providers that matters. As well. The human experience in healthcare. And in fact, you know it came down a little lower, but the effectiveness of diagnostic experiences, diagnostics, xperience, is and the comfort of diagnostic experiences. But when you think about that, and I think this is what's really interesting to me in the data, the reality of this is that everything that makes people comfort, comfortable and feel like it's effective is everything we set up top. They communicated to me. They listen to me, they respected me and treat me with dignity or inspect as well, in so much that when we added in the consumer study data. What we found is that if you look at they line up everything that we heard the consumers of care tell us we new as high performing organizations we knew and healthcare there's not a disconnect of what people are asking for and what we know we need to deliver. In fact, when we look at it really is around some core things. It's about how we treat people as as human beings. It's around how we communicate. It's the teamwork and engagement around the teams that we put in place. It's around the partnerships that we build with patients and families and how we engage those people in our care that matter. It's about the clinical quality and coordination of care around the ease of access and the efficiencies that we talked about and that we enable people to engage in the technology and engage in the outcomes that matter to them. See, we wrap this whole conversation together. Then we begin to have a much more, I think, profound and important conversation overall because when we look at sort of these four strategies that we that are, you know again, Apley behind me. When I started to look at these, and we've had deeper conversations about them. For what this matters to you. When we link these altogether. This to me is all about the human experience. Because when we think about everything consumers said and everything we know in the delivery of care, the fact that people want care in different ways. Now the fact that they want it to be about themselves. The fact that they're looking for it to access it in new ways, through technology, digitization and other things, and that ultimately for them, the experience that we provide patients and families matters. But if we don't also take care of the people that deliver care, then we're never going to get it right. See in every story that we talk about in every story that we share. We might all an. I'll admit, I'm a geeky researcher like we talked about. So sample sizes are great and all the things that we can prove are great. But the one sample size that matters more than anything that I've at least discovered on this journey over the last decade is this sample size. See it's you. As one person lying in bed you with your child in the emergency room saying that's the sample size, that's all that matters to me right now. And when you realize what you build when you realize what you bring to market actually impacts every single one of those moments of end of one that's profound. Because you're not building something for just some generic population, but for Viola lot. Who can lay there and know that her life is in your hands in a way, and that what you're able to get your enabling healthcare organizations to do is changing lives for people like her. And that's the context of this conversation of experience that matters to each and every person there. There's a great colleague of mine in a mentor doctor David Feinberg, and he's now VP at Google Health. He was at UCLA Health and then was the the CEO of Guy Singer and he said, you know, Jason, we were rounding one day soon as you can show me the patient who deserves any less care than the one that came before him or her. That's when we can relax. This is why probably when you walk into your health care organizations, you realize that everyone's got their hands on their needs. They don't get to stop. Because the next person is as important as the person that came before the end of 1 matters. And that's the opportunity that we have in healthcare when we provide the right resources for folks doing the work each and every day. You know there was a story that I was told that. About a patient that was lying in her bed and she was a fall risk. And she knew it, and so she didn't like. Want to get up. But she went to grab the Cup of water that was on her bedside table, and she knocked that water down on the floor and there was a spill on the floor now. And so she presses the call button and she presses the call button and she press the call button. And eventually the nurse walks into the room and sees the spill on the floor and looks at the patient and she walks over to the phone on the wall. Who do you think she's calling when she gets on the phone? Housekeeping environmental services so she you know next thing here coming down the hallway like just that Yellow Bus where there's the same yellow bucket in any health care organization ever been and now the housekeeper environment services shows up with the MOP. And he looks at the nurse. And he looks at this bill and it looks at the nurse. It looks at this pill and he does one of these. Nurse walks over the housekeeper there and they're standing in the, you know, the doorway of this patient room and what breaks out right. There is probably the world's loudest whisper fight, right? What do you think they're fighting over? Right, the nearest dinner self? No, that's a nurse. I spill, you didn't need to call me, no, that's that's an environmental services size spill. That's why I called you. Where is this happening? Where is this happening in front of the patient right? Maybe their family members may be their roommate, their peers walking down the hallway. The people passing by or watching this whisper fight go on. And in the middle of their whisper fight, all of a sudden they just hear this push. And they stop when they turn in. The patient now is sitting up in her bed. With what used to be the full picture of water on her bedside table, turned upside down. And there's water all over the floor and she looks at them both in the eye. And she says, is it big enough for you now? You see, that's all that patients and families are asking for us each and every day. See, you might not connect it sometimes, but the work you do is so profound because you help. Healthcare or healthcare organizations make it big enough for them. Now in that moment, at the end of 1 for that person, that deserves nothing but the most unparalleled experience because their life matters to them. It's about their health. That's how this all fits together. When you help healthcare organizations make it big enough for that person now. That is what people are asking for each and every day. That's what you would be asking for and have asked for for yourself and your loved ones. So we begin to think about what that means. You know it brings me back to that little guy, shared starting out with. So Mr. Martime sent me a message one day and said, hey, I promised Sam he could have some tickets to the game. I still can't believe he was, you know, just he's change. You know, you helped me realize as a professional soccer player and so we got to go. And so here's Sam got to go to his first professional soccer game. You think he looks excited. It was like sub Arctic. He's got his Parker on a shirt over. We had to get all the paraphernalia. I still don't understand how the New York Mets hat fits at a soccer game, but that's another story for sports. Fans were watching the whole game and it's a great game. In the whole game, he's looking around like behind me, and he's looking all over the place. And I'm like saying the games down here. Who do you think and what do you think he was looking for? He was looking for Mr Martime. He was looking for Mr Martime. At the end of the game we get this text message. Hey, can you guys come back up here for a second? I said Sammy, I come with me for a second. He said where we going to just come with me for a second and there at the top of the stairs was Mr Martine. And I mean it was like there wasn't even a game. It was like Sam got to walk up there and he's like look at that face, I mean. He just like mad God or something, right? And what was so magical in that moment was the whole time. That's all that mattered to Sam as a human being at the same time. That's all that mattered to Mr. Martime. It wasn't. The game was playing, it was this little boy that helped him say. Then said to him, you're a professional soccer player. In fact, if you look at Mr More teams, and that's the stack of thank you notes that Sam Rodham that he brought with him in his jacket, then when he saw Mr. Martini gave him, and that I know for a fact. Now Mr. More team plays professional soccer. I believe in Cyprus now. He got called back to Europe. They hang in his office. Still to this day, because that's the kid that helped him realize what he was doing was his dream. See when we connect? Human being to human being, that's our opportunity. And while you might not be in the trenches of healthcare everyday, while you might not be facing patients every day, you're impacting patients lives. Every day you are impacting the lives of families in the ripple effect that matters in the things that you bring to bear. And we realized what's potential in that and the possibility of what you do and how you can support your clients and customers, and being able to do that at the end of one and elevating the human experience that is potentially the most profound and important work that we do in healthcare. See, we can touch lives by being human beings caring for human beings, and ultimately, you know there's a great patient advocate. You know Kristen trill easy. She said, you know we may not be able to control the world. We may not be able to control everything that we do, but each and everyone of us, regardless of our role in healthcare, because we've committed to this work, does have the opportunity to impact the human experience. And that's what I hope that you will take with you. Understanding what people are asking for, but knowing what your possibility is, and I can say this whole heartedly, from my travels around the world. Your commitment to this idea of experiences profound your commitment is significant. Don't just see it as words on a wall because I believe you're living every day. It is impacting lives and it's truly not to travel this journey with you. So thank you all so much for having me here today.

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