In this special Speaker Series, Becker's Healthcare caught up with Brad Meyer, CEO of Bluestem Health, a safety-net medical, dental and behavioral health services provider based in Lincoln, Neb.
Mr. Meyer will speak on a panel at Becker's Hospital Review 7th Annual CEO + CFO Roundtable titled "Key issues for critical access, rural and safety net hospitals" at 2:15 p.m. on Monday, Nov. 12. Learn more about the event and register to attend in Chicago.
Question: What initially piqued your interest in healthcare?
Brad Meyer: I always I knew wanted to help people. I thought that meant I should go into law enforcement, because that's what I knew due to family members being in law enforcement. After volunteering as an EMT for my local fire department, I fell in love with healthcare. I become a paramedic and worked full-time for awhile. I eventually transitioned into volunteer and part-time paramedic/firefighter work while managing clinics and leading healthcare organizations.
I appreciate working in a safety-net because I grew up in a family that was at 200 percent or below the federal poverty level. My dad was a farm laborer, and we could afford to go to the doctor. I remember my dad complaining of medical bills, so all of us kids hid illnesses and injuries so we didn't have to upset our parents. So, I can appreciate situations where parents and individuals are not feeling well, but can't afford to go to the doctor.
Q: Describe the most challenging decision you had to make as a healthcare executive. Why was it so challenging?
BM: Terminating and laying off team members for behavioral issues has always been my hardest challenge. Your actions are going to affect not only that person, but also their relationship with their spouse and on their kids. I've learned to accept that as long as I've done everything by the book and have given them an appropriate amount of time to make the changes needed. It is in the best interest of the organization to make the changes that need to be made.
Q: What's one conviction in healthcare that needs to be challenged?
BM: The hardest thing to change in healthcare is breaking the complacency that goes with doing the same thing and the same way we've "always done it." Just because what you're doing now is still working, it doesn't mean it's the most efficient way to do things. Processes change, and you have to verify that your documented policy and procedure corresponds with the processes you are currently doing. Any policy that is two years or older should be reviewed to make sure it is what is currently being done. Listen to your new team members and encourage them to tell you how they did things in past jobs. Sometimes they've got more to teach you about current practices than you are aware of.