Speaker 1: By a show of hands, how many of you in the room today expect the members of your teams to treat each other with courtesy and respect at all times? Raise your hands. Keep your hands up for a minute, please. And everybody look around the room. There's a pretty good chance that everybody raising their hands is a dirty liar. Most health care leaders really only want three things when they go to work every day. They want their teams to work hard, they want their teams to get along, and they want their teams to wow patients. The problem is, we don't give health care leaders the skills and tools and training that they need to know how to do all those things every day. They want their teams to work hard. I want the folks who work in our sites to come to work every day and give their full effort and energy and attention and care as much about what we're trying to do here as I do. Leaders also say, I want my teams to get along. I want the quality of the interactions taking place in the workplace to be high. And I want these people to rise above the petty high school crap that creeps in on health care teams. And leaders say, I want my teams to wow patients. I want them to show up every single day and deliver a patient experience whose quality is at the highest levels of service excellence. I'll let you in on a little secret, and it's something that we don't talk about enough in health care. When that second thing's not happening, get along. Those other two things are impossible to achieve. I'm on a mission to rid health care of bad bosses. I've been a trainer for 17 years. I've been in health care for more than a decade. And unfortunately, we rarely give leaders at any level in health care the skills and tools that they need to go to work every day and really navigate the real world people management problems that they face. How many of you feel like this sometimes? Why can't my staff just act like adults? Anybody ever had that experience? How many of you say yes? How many of you say, oh my God, yes? This is something I hear from health care leaders all of the time, and when I ask them to describe the behaviors that are most troubling to them, the answers I get back I put into a giant bucket that I call drama, navigating the complexities of lots of different personalities and putting them into the compassion-demanding, high-stress, high-contact environment that is health care. You are going to get conflict. You are going to get those personality differences. And part of a leader's job is to help people navigate those things when they rear their ugly heads. I think his approach really lightened it up and really opened up our eyes to see how we can change. I think it's the humor. It kind of brought everyone together.

Speaker 2: Just the examples he was using were incredibly appropriate. He nailed it.

Speaker 1: You are the only ones who can do it. You're the only ones with the power and the opportunity who see those teams every day and who can intervene in the ways that we just talked about. So my final thought is simply this. Own your team. I know how hard you work. I know you're spending 50, 60 hours a week. I know you have to get up early or stay up late just to get through all those emails. I know you're unlocking the doors and navigating all of the myriad challenges that come with being a leader in a health care setting, but folks, I am telling you, if you show up every day and you pour this into your team, these changes will not happen without effort and they will not happen overnight, but they will happen. If you do these things, you can create high-performing, close-knit, no-drama work teams who come to work every day and work hard, get along, and wow patients. Thank you. Thank you.