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In this episode of IT Leaders, Dr. Mark Pierce, a seasoned physician and IT executive, explores the intricate relationship between clinical practice and corporate leadership. With over 25 years at Parkview, Dr. Pierce shares his unique journey from practicing medicine to becoming a key leader in healthcare IT. He discusses how his medical background shaped his approach to leadership, emphasizing that effective leadership is a skill set developed through practice, curiosity, and courageous conversations.
Dr. Pierce debunks common myths about leadership and medical training, revealing how the competitive and high-stakes environment of clinical practice can both hinder and enhance leadership development. He underscores the importance of mentorship, continuous learning, and the need for leaders to challenge their assumptions by staying curious and open to feedback.
Listeners will gain valuable insights into the parallels between clinical and IT leadership, learning how skills from one domain can inform and strengthen the other. This episode is a must-listen for professionals navigating leadership roles in the intersection of healthcare and technology, offering practical advice on cultivating the behaviors and mindset necessary for success in both fields.
Creators & Guests
What is IT Leaders?
The purpose of the IT Leaders Council is to bring together IT Directors and Managers for leadership training, educational content from guest speakers, and peer discussions in a vendor-free, collaborative environment. IT Leaders Councils are currently offered in Indianapolis, IN and Columbus, OH, with more cities coming soon!
00:00:00:03 - 00:00:26:02
Mark Pierce, M.D.
Thanks for having me, Doug, I appreciate this. And I just want to make sure you realize you're asking for a readership base. And you're right. And you're not saying. You're saying bottom of the barrel. They're saying you're not the person. So so how are we briefed right now about pivot? Like you're sink shark teeth. You are in the next 30 minutes at work on the minutes.
00:00:26:04 - 00:00:48:16
Mark Pierce, M.D.
And then when the slide, it's about my overall view of leadership. We'll talk a little bit about my cat. It's kind of unique. When I say the top of that, we are training and that of why. And then I want to shift gears and talk about three discrete pearls to leave you with that have served me well in my 25 plus years at Parkview.
00:00:48:18 - 00:01:06:07
Mark Pierce, M.D.
For our sales over slide and turn it over to Ron and you guys, I still can't we you're asked for leadership advice like, I was coming here to listen to Ron story and Nixon going like nobody asked in 30 minutes on the agenda and that's them. So I'm sorry guys. So let's jump right in and get going.
00:01:06:08 - 00:01:30:01
Mark Pierce, M.D.
30 minutes goes quickly. Is there a secret recipe to successful leadership? And I've been at least say no, at least in my opinion. And I've white candidates and kind of the coffin cold aisle and CVS. If there was a good cough remedy right there be what, maybe one, maybe two products. Right. Six aisles of of flu stuff. Same thing with leaders, right?
00:01:30:01 - 00:01:48:12
Mark Pierce, M.D.
If there was one secret sauce, you have a book, you'd have two books, maybe three. Okay. Right. Ten years ago or a publishing business leadership rate of four a day. Imagine what it's like now in the realm of self-publishing, right? There's no secret sauce to this. And you look around, there aren't a bunch of Steve Jobs oriented around them.
00:01:48:14 - 00:02:09:04
Mark Pierce, M.D.
There are about two jacks running around, and they're certainly not a bunch for Malcolm Gladwell for them right now. I know he's not an IT leader, but look, when we got here like that and I could put the jacket on your presentation. So sorry. Entertaining myself up here. All right. So what is leadership? It's the unique potion of you.
00:02:09:06 - 00:02:34:08
Mark Pierce, M.D.
Honesty, your upbringing, your values, all that stuff, your vertical, your culture, all of those things that are uniquely you. But it's not happening in a vacuum. You're seeing things around you. And there are things that sort of agree with you and your style that you pick up along the way, right? And you're picking up the most splitting pieces and blending that as you develop.
00:02:34:10 - 00:03:00:15
Mark Pierce, M.D.
Okay. So that's my overview of leadership. Let me transition and talk to you about my country. And honestly, way back when I started, I was on the orange path, right? Straightforward and straightforward. I met you guys in that. So after undergrad I did four years of medical school, but I, you and indie and then I did four years of residency internship trading in Houston, Texas for the first couple of and finish the last two at this hospital in in Indy again.
00:03:00:17 - 00:03:26:09
Mark Pierce, M.D.
Right. And started a practice in South Bend, moved to Fort Wayne, started another practice there around this time that Y2K happened. And my hunch is several of you weren't even born in there, even though about white. Right. But as this painful. So when the dust settle from white and you can actually that was probably the first time that I got an inkling that temp really had a big role to play, even out here.
00:03:26:11 - 00:03:44:14
Mark Pierce, M.D.
So out of the blue other mine in my arm is the patients. Right. And I get this call from the then chief information officer and she said, hey, do you want to go to one jackasses right southwest across from my office. And I'm like, what can I do for you? Don't turn that down. Right? I mean, it's a it's a long day, and a lot of times you don't get a lunch break.
00:03:44:16 - 00:04:04:11
Mark Pierce, M.D.
And I don't know how she knew this to this day, but I had experience with both. EMR is that she is considering deploying a Parkview. And it started with a conversation and it started in second conversation. And then it was, hey, can you attend this meeting? We have a half day of your time. Do we have a day of your time?
00:04:04:13 - 00:04:29:04
Mark Pierce, M.D.
Fast forward four years and I don't to see patients for one day a week, and I'm an 80% IT guy. A couple of years later, I was given a title, a medical director, and actually even are off by a couple of years. In about 2006, I was the chief Medical Information officer title. And like that for the better part of, you know, going on a long time, 20 ish almost year.
00:04:29:06 - 00:04:55:05
Mark Pierce, M.D.
And and my leadership has evolved as this role has and this role as it are gone four distinct iterations. And way back in the day when I first came, I was we were really the doctor piece, right? Or somebody at administration that could be that way around tech, you know, go, go fix it. Right. The doctor please. There's a scrum type by tech act where everybody was deployed to a tribe metaphor.
00:04:55:05 - 00:05:14:07
Mark Pierce, M.D.
Right. Your toilet kind of stuff. And the best there the hybrid role is at rest. The sea level people of go away. Right. You replace him. Are you rid of the guy? We're on? But as you all know, technology and organization doesn't exist in vacuum, right? As people, that's process and technology. And the problem is, what about the physician?
00:05:14:13 - 00:05:47:18
Mark Pierce, M.D.
Well and how where about the clinical workflow and processes. So the second iteration of this role we're had workflow as the badge. The band a week here okay. This third iteration of this is sort of where I get charged and in probably the last ten years had been the CMO of 3.0. It has a true civil player with a focus on value, the coaches on digital assets at a strategic level, as a value level, data as a strategic asset.
00:05:47:20 - 00:06:10:22
Mark Pierce, M.D.
In this time, I start at the I team that's out to 70 and thriving on modern throws in this series really hit where I had a great deal of interest and especially probably in the last been this 24 months, this four iteration of a key leader role with that where and it's sort of the entire ecosystem of tech and a healthy jury, not just hospital.
00:06:11:04 - 00:06:37:23
Mark Pierce, M.D.
And then with all, as I said, against modeling and stuff, that then really is is getting, getting a bit of care and this and for of my evolution as, as a leader as well and as, as doc alluded, as luck would have, it would last like a maybe 12 weeks. I have a different title now. There's a new CMI, a party, and I now the physician CIO, and I'm Ron's dyad partner and together lead it all of it.
00:06:38:02 - 00:07:04:15
Mark Pierce, M.D.
Opportunity to address that. There are some pet project that sort of stick with lead. AI is one of the, final thoughts, but that's a little bit about my journey into it. And I would already probably or eight people probably seen a pair of estuary. All right. Anybody here with an NDA? Somebody. Okay. Life is good. And I ought that that's our traditional way in years to create and not happen NBA.
00:07:04:16 - 00:07:26:14
Mark Pierce, M.D.
This is not about a senior who achieved leadership. This is sort of the unique way of going about it. And across picked up one way Ron can talk about that. I'll talk to you guys. Chat with you about that. What I'm going to talk to you about is the variable way, but year. Okay. And, I feel like at times looking back, if it's manageable but not studio.
00:07:26:15 - 00:07:48:03
Mark Pierce, M.D.
And what do you earn that way, too? It's completely at for all that. Unless I sleep for that beat or rotation in med school, which maybe, maybe write the following book as a group is the higher room. At that. We get our stereotypes of what it's like to grow up in. That's right. Where do we get those kids?
00:07:48:03 - 00:08:09:11
Mark Pierce, M.D.
Well, we, here, right? I mean, let's be honest. Or there and if we sort of hold on, let me just look like. Yes, right in there. And then 100 bonus points and again, that dyslexic free card, if you can name this, anybody starting to stand out and we lose our school. Phenomenal. See now who was this close to you know aspire.
00:08:09:11 - 00:08:45:16
Mark Pierce, M.D.
It's say now it's worth almost almost anyway. So we're from Roberts right. So let's do this for a few slides. Let's follow the TV gene. Let's play some mythbuster. All right. What's that like? Mating goes on in medical training. Does leadership training for politicians and physicians and talk about that for a minute. So first myth that's out there, medicine teaches this Darwinian training model of your ascension to leadership is only survival of the fittest.
00:08:45:18 - 00:09:19:03
Mark Pierce, M.D.
So this is actually quite true. Even today we get that day one lecture book to your web. Look, deer by one of those people was in a struggle with something that he's forced depression to the bad way. He he still get that much pretty sobering. And I get your survive months right now. These days it's probably more that it look left or look right that same but but that's that okay that day one much or Steve.
00:09:19:05 - 00:09:44:04
Mark Pierce, M.D.
And if you think about progressing through medical training there are wounded. Well are they gymnastic for us. And you compete for that. It's a limited no. So you know that two choices. You either got me self-soothe like star or make everybody else now we can is so in all honesty and some of those medical dramas you see on TV where you see the sabotage, that stuff happens, that's actually a fact kind of exist.
00:09:44:10 - 00:10:15:16
Mark Pierce, M.D.
But the real question is, does this really train you well to be leader for a care team? Will do. What about for predicting it. All right. Met the rookie clear expectations. And now I do performance part good true or false. You state to be true a half of room. No. There's this age old dealio that of pimping on arms where somebody berates somebody who's above it or on the term all questions things.
00:10:15:17 - 00:10:43:03
Mark Pierce, M.D.
Well, they can't answer with the intent of May, you're here, still have this will say still houses. Do you have medical training? What is that. Be there where he break. Well, that's we're already embedding this leadership role of interest. It's not really her. It's not meritocracy. It's more on the higher tenor. How does station right. And by the way back to met it when trauma this past chance knowledge stuff.
00:10:43:08 - 00:11:07:18
Mark Pierce, M.D.
So you know there's this life threatening the and that and attendee be died in charge drunk from where if for entering comes in does this conflict surgery to send it out never had right. And that's that's all team. This is all right there myth come on you guys sending it this one right okay. Does medical training prepare you and get you in the mindset that you shifting these environments.
00:11:07:18 - 00:11:26:02
Mark Pierce, M.D.
You face this work and the answer is oh heck no. Right. For me especially. So I train back in the day in truly 120 plus hour workweeks, and there are several months and six week period it 36 hours straight week. You were off for 12 hours, probably ten, which you slept in half a week for 36 hours.
00:11:26:05 - 00:11:42:05
Mark Pierce, M.D.
That would go on for about six weeks and most in time. You then get to write to a, a little bit lesser stressful rotation. But I'll tell you, if you ask me in that category and I work nights is nights a days, I just would have said yes and kind of slob or I didn't. It's used were at this point right.
00:11:42:07 - 00:12:09:09
Mark Pierce, M.D.
I think there are legal limits now where you can only work 80 hours a week that that's come back into, reality. Right. And if you think about it, during that time, the opportunity for exercise, just no equipment, no time. And the fuel, I mean, at that point, cafeterias, it had healthy options, right? It was a short order cook fries to add a burger, maybe a fried chicken sandwich.
00:12:09:09 - 00:12:32:16
Mark Pierce, M.D.
So stuff like that to get you through the day. So definitely don't here last myth to talk about mistake or learning opportunities. Well, I'm going to have to say false on this. Have you guys seen all the medical dramas, the grand rounds phenomenon where where somebody presents a case in front of 50 to 150 of their colleagues, it happens.
00:12:32:16 - 00:12:52:02
Mark Pierce, M.D.
It happens weekly, sometimes twice a week, and there's no way in. And then this is what I did to stay out. I'm just there for everybody to see and comment on. And I'll tell you, these are sometimes overtly, sometimes indirectly punitive. And I'll tell you a story from my residency in Houston, I had a resident who presented two cases on great route in six weeks each other.
00:12:52:07 - 00:13:10:20
Mark Pierce, M.D.
Both were kids who presented with a LED. And in this first case, the resident went through the case and the attending listening to this started standing up and pacing, and he started getting excited. And all of us are taken with we still don't know what this you'd have. What's going on? To make a very long story short, and I won't bore you with medical details.
00:13:10:21 - 00:13:32:13
Mark Pierce, M.D.
Turns out this kid had something called CNS Central Nervous System with all right. But I know, like you, Mr. would put a nice squeeze in the show. I mean, anus would actually a very rare syndrome a CNS with only before that only seven cases reported in the world. The way to treat this is the case with us. We're getting ready to finish that rotation.
00:13:32:13 - 00:13:59:08
Mark Pierce, M.D.
We've got another kid. It shows up within it. Resident does walk up that. And again this is in the in the video night. And it was about 2030 5000 bucks an MRI all sorts of tests. Lumbar punch said. It turns out the kid had come and his link was from a little bit of Flemish, very calm. This particular virus the race got three by that same attendee was thrilled with weapons and up down, up the beyond.
00:13:59:11 - 00:14:24:23
Mark Pierce, M.D.
You said month ago about about or on the comical. A year later I rotated with the same breath and he was still gunshot when you order an MRI and got it through, meaning one could use a free of his group, right? These are decisions that that stay in hatred, that once bitten thing, especially in medicine. You're always looking out for you.
00:14:25:01 - 00:14:53:13
Mark Pierce, M.D.
All right. So let's change gears. We've seen four slides myth busting. And quite honestly, if medical trainees form and experientially as we talked, is sort of counterproductive to what we accept as leadership, norms and corporate I, how in the world do clinical preaching and corporate IT leadership feed each other in a possibly that's what we're gonna talk about right?
00:14:53:15 - 00:15:18:01
Mark Pierce, M.D.
Right. Let me give you those three concepts that I think illustrate well, the overlap and I let use. They were not there. They're part of your permission okay. Number one, the first one it on your ship is a skill set. It's a skill set. Think about that for a moment. It's not book knowledge. It's not book knowledge. It's a set of behaviors.
00:15:18:03 - 00:15:49:17
Mark Pierce, M.D.
It's absolutely a set of behaviors. Not just reading and going on this subject. It's jumping that knowing doing gap in consciousness. It's the skill set, right. Medicine itself is the ultimate apprentice skill development model, right? We spend 8 to 16 years going from iPad one digital, and each way each step 100 times a day. It's see when do one talk about once each one with be back of everything we do from history taking to procedural right diagnostic data.
00:15:49:20 - 00:16:15:02
Mark Pierce, M.D.
We get feedback on that the whole time. And let me ask you, this should have a leadership, especially in it, have some agreement with their let me and if you accept that that's or changes the wire that they think, let me give you a quick example. Right. If you buy. So it's a set of skills and behaviors. Let me ask you about succession plan.
00:16:15:04 - 00:16:38:11
Mark Pierce, M.D.
Push the next leader in the organization. Who should it be? The person who thinks the most liking your best friend person who's there along is the person who's smartest. You didn't get it. That book knowledge is necessary, but not sufficient. They could read this four books a day, right? Yes, it's a skill set. Then what do you need?
00:16:38:12 - 00:17:00:00
Mark Pierce, M.D.
You need practice in 85 that Gladwell Gladwell's back again right. And guys have read outliers. How many reps do each is about a skill set and be world class. I max out hours exact tons of breaths and I'm not say enough what you have to do, what you got to get out of the starting gate. My simple with basic find a coach, find a coach.
00:17:00:02 - 00:17:27:15
Mark Pierce, M.D.
Not more direct. Do it. This mean doing this week. Find a coach now by coach. I'm not talking about paying somebody necessarily, but that's that's not at all what I'm promoting. You need to be able to see and receive authentic feedback. You need to be able to role play, rehearse difficult leadership situations before they happen, talk about in After the Habit and Role play.
00:17:27:17 - 00:17:59:08
Mark Pierce, M.D.
Absolutely critical. And in fact, like you. Sure, Ron is this I've actually coach for the last 18 years. In slack, I have a call and I don't. Find a coach. For any number to be curious. Not junior or high medicine house. Hey, I see it. 30 plus years of clinical practice, and especially this year that it's had made some really bad decisions morally.
00:17:59:08 - 00:18:27:22
Mark Pierce, M.D.
Spears had you in there. This some people across the people who've really made some bad decisions, the ones Addison teaching in those situations can't be judgment. Not you cannot be just that. You have to focus on the next question. You have to put all of that aside. Do we do that in leadership? Well, right. Is that guilty? This I would say where I am guilty.
00:18:27:22 - 00:18:52:19
Mark Pierce, M.D.
This Ron will laugh how many times? Well extra failures doctor so-and-so up is detritus. I get that come on. Gosh guys, at those people, as soon as they raise their hand on teams, you're like, oh middle I, I'm can pray. All right, wake right to judgment. Maybe you can't hear. Oh, you're wanting your guitar. That's why you need coach.
00:18:52:21 - 00:19:18:07
Mark Pierce, M.D.
What opportunities you let slip by so. Well no. Next time. And we try and mix that. You're right. So I go to that this whole concept of curiosity, it's a judgment. A post pandemic. Got a ton of press. And I'd love for the show to have SNL, a play this clip. It's about a minute and 10s, so it's a little more uncomfortable with the speaker.
00:19:18:11 - 00:19:40:06
Mark Pierce, M.D.
I mean, a but it was a challenge. You block out the interview or I just I listen with leadership ears and to step seeing as I see a team of darts. The character Ted Lasso suits the guy there in this Rupert. And they're down. You pick your index to triple 20s and bullseye. Yeah. So again, forget to entertain a piece.
00:19:40:10 - 00:20:09:05
Mark Pierce, M.D.
Listen to this. Look. We are sinners. Well, you. May we don't need to win two 20s snubs from seven. Good luck and. You know, Rupert, guys have underestimated me my entire life. And for years, I never understood why I used to really Bob. But then one day, I was driving my little boy to school and I saw this quote by Walt Whitman.
00:20:09:05 - 00:20:32:01
Mark Pierce, M.D.
It was paint on the wall there and said, be curious, not judgmental, I like that. How about a little scarier? So I get back in my car and I'm driving to work, and all of a sudden it hits me. All them fellas used to belittle me. I was single, one of them curious, you know, they thought they had everything all figured out.
00:20:32:01 - 00:20:41:07
Mark Pierce, M.D.
And so they judged everything and they judged everyone. And I realized that they're underestimate me.
00:20:41:09 - 00:21:12:19
Mark Pierce, M.D.
Who I was had nothing to do with it. Because they were curious. They would ask questions, you know, questions like, have you played a lot of darts? Did. Oh, which I would have answered. Yes, sir. Every Sunday afternoon at a sports bar with my father from age 10 to 16, when he passed away.
00:21:12:21 - 00:21:20:10
Mark Pierce, M.D.
Barbecue sauce and.
00:21:20:12 - 00:21:48:00
Mark Pierce, M.D.
Okay, so I apologize for witnessing what I felt is no heat. However, with leadership, here's the impact. This a golf race is for a 2.5 hours. I've actually done it and stopped at 90 minutes. Let me take it out the free roof and it just. And to mind that those street. So without curiosity every race and every three out is that where you think you are as leader?
00:21:48:02 - 00:22:11:17
Mark Pierce, M.D.
It's a dangerous place to me, right? Without curiosity, you have a question for asked. He has questions. Are they questions allowed? Encouraged me. Right? He talks about being underestimated in leader speak. That's the trigger for me. And as a leader, that's what you have to think about. How do I do the best? And it and get into my life's work.
00:22:11:19 - 00:22:37:03
Mark Pierce, M.D.
Right. Just an adversity curiosity question. In that moment. Right. To this comment of judgment. First, curious sort of four corollaries to that, sort of any people that I want to get through with you and then on this and the other to unpack instead, if you're interested, I had contact information at the end at chapter two than the four precautionary, terribly curious logistics.
00:22:37:08 - 00:23:04:18
Mark Pierce, M.D.
First right is everybody's the ego makes sense right. This particular person different iso jerk to bad. Here we go at the end of the day. And there is a reason why they people get away there that when yes everybody's good either. Makes sense. So we've got a lost that and sometimes the sufferer will be right. I can look at this beach ball and say, I tell you with certainty it is red, blue.
00:23:04:20 - 00:23:31:12
Mark Pierce, M.D.
And you can look at it and say it's white, orange and green in different ways. To look at the same thing in the At differ. Eat the hat that I give you. The third corollary would be the most important, and I'll tell you it seekers that are not where you want their outcomes. Yeah, behaviors. Ways to get your will in very first.
00:23:31:14 - 00:23:37:04
Mark Pierce, M.D.
How did I did I get you eat.
00:23:37:06 - 00:23:56:08
Mark Pierce, M.D.
That's absolutely critical. The last caller with so I can throw it out what do you say there. And 40 and later right about this Susan Stadler Michigan State is the worst. I'd like it to be bright. In other words, for making stuff out. The conversations you have in your head can be very convincing. You don't of he he cares.
00:23:56:08 - 00:24:22:00
Mark Pierce, M.D.
Astro. Great. But that time, that unhappy, sick of wanting to throw others out for freedom. So why is self-attention really a quick application? It's something that really did happen to me. A reason they kind of pulls all this, see it where you can see a lot of these points in action. Right. So here's the sage. There's a direct report of Lane and CBA for two to easy to them.
00:24:22:02 - 00:24:45:03
Mark Pierce, M.D.
I was less than please right. The it was it it was not a good feeling. And this particular coworker was retired from a very busy inpatient unit because they were acted loaned out, didn't know what the nights and weekends I wanted to spend more time with their kids. Totally get that right. And before then, you know that is kind of all right the time.
00:24:45:03 - 00:25:14:06
Mark Pierce, M.D.
What is what early ten day, right when there was much less time for looking to work. And a lot of us we been question about productivity. This is permanent. When we do it right. So as a lot of the stuff going around, I mean, why me? And here's the question. How would you can help us? And I love to say that it's curiosity versus judgment, but I'm going to be transparent with you and say it a little bit ago, right.
00:25:14:08 - 00:25:36:23
Mark Pierce, M.D.
We it's just going to be a jerk. Give up. Everything is okay. And you could be. Yeah I don't that right. Or do I end up show. Well even here did I set the expectations was correct okay. All sorts of things where you got to look in the mirror first. That has a appeared. Term they handle. I'm unaware and keep watching me.
00:25:36:23 - 00:26:11:20
Mark Pierce, M.D.
That's what it's right that all that stuff went through my mind had a chance to rehearse the conversation regardless. Had the conversation. It turns out that kids are home from school, right? Pandemic months? School? They actually quit with a substance abuse and spouse. And there was a relapse that we and there were safety issues around us. Imagine in person, okay, how will he first see I'm Jeff the Great as at night in the day to impress their.
00:26:11:22 - 00:26:44:09
Mark Pierce, M.D.
All right. So hopefully that's an illustration. Homestretch guys. The third world lead with any crime or mess. And Fox it no displays will is courageous conversations medicine is is the best. Nope that is every day we have uncomfortable conversations in history taking at the west here and then it will tragedies. Really tough conversations are a part of what we do in in clinical medicine.
00:26:44:11 - 00:27:18:16
Mark Pierce, M.D.
What are they? If you look at the Crucial Conversations book right each out there, there are three elements. Opinions different differ. Emotions are high. Most importantly, stakes are high. Right? My advice to you have them have these conversations. Everyone in this room I'm going to assume you're pretty smart, and I'm going to tell you you are smart enough to make great excuses to avoid them, and you can justify that in a court of law.
00:27:18:17 - 00:27:54:16
Mark Pierce, M.D.
You win the case. I'm not going to have this conversation, but you got that's how you get high performing. Keep the excuses are too easy for smart people to make that we're too good at rationalizing things like that. Why are these important by their very nature? Three points which we use to define them. They are important. Important. And let me just tell you, they connect to everything that's important to you as a leader, not only the actual outcomes, but the behaviors that lead to those outcomes, to the efficiency with which you achieve absolutely critical.
00:27:54:18 - 00:28:22:07
Mark Pierce, M.D.
There is one core area to this that link throw at you as well, and that is saying nothing is saying something better said saying nothing is screen being something. Think about that for a minute. This was probably most evident for me when I was a kid. My oh one ish rule is back in 2011, High Tech Act were rolling out our new EMR and the medical staff does all of that.
00:28:22:09 - 00:28:50:18
Mark Pierce, M.D.
They still want to do payroll, and they're grumbling and their cocktail about the money to worsen. And they are wrong. Right? Doctors grumble not on surges. Last time. Not fun. So I'm walking through the doctor's office. True story. I'm late. I'm late to another meeting. I'm walking through. It's a it feels like it's about that. And there's a table of four of my colleagues to ask, these are just two surgeons.
00:28:50:20 - 00:29:11:07
Mark Pierce, M.D.
I know one of them personally, friends. And they're having this kind of conversation. Trash talking EMR. We're never going to do this. It'll never work in the and why they reason for. It's just over to make sure I share this I'm taking Seth after step. I'm like, I got to get to this meeting. I only had this done.
00:29:11:07 - 00:29:41:10
Mark Pierce, M.D.
It, turn around and have a conversation. If I to walk by, what does that what does that say? That's crazy. Or crucial conversation. It's not just the content, but it's the kind of it. Now, if you guys read this book right, it says over 5 million copies sold. It took me five minutes in my house. I think I probably have a million of this time.
00:29:41:12 - 00:29:59:22
Mark Pierce, M.D.
Right. And I'm thinking, how in the world do I have this? And this is just in my home library. This is like in my office and in a couple of different offices. I bet I had a ton of these. And he read this book and they were everybody okay, well that's good. Here's my question for you. How do you practice?
00:30:00:00 - 00:30:29:08
Mark Pierce, M.D.
Right. And let's say, hey, you had a crucial conversation. Now that's that's too easy, right. Have you before the conversation role played and ask for feedback after the conversation went through it again talked about had hadn't idea where there are opportunities for the next one. Is it time? That's what leadership is. You have to be willing to seek and give and receive authentic coaching if you're ever that to develop this of that.
00:30:29:10 - 00:30:58:18
Mark Pierce, M.D.
Right. So my watch is going off, which means three minutes. This brings us full circle to our first point of it. Leadership skill set to come full circle. Let's summarize the profit of the moment okay. So first of all, I think definitely medicine is a nontraditional path to IT leadership. And I would argue that medical training itself doesn't necessarily lend itself to corporate leadership.
00:30:58:20 - 00:31:25:04
Mark Pierce, M.D.
The three pearls I would leave you with leadership is a skill set. And in my case, it's a distinctly separate skill set from that. Also, it okay, Pearl, number two, you got to have got to have curiosity. It will be your is got to have it and keep your judgment check right. Third pearl that's there. Leadership skills include these crucial courageous conversations.
00:31:25:06 - 00:31:44:08
Mark Pierce, M.D.
And then the last kind of home run thing is all of these skills and more have to be coached, mentored with be that cheated out that, oh, you're going to be better at. Okay. So with that, if you want to get a hold of me, that's my email address. And it looks like we're ready for work at one.
00:31:44:10 - 00:31:49:22
Mark Pierce, M.D.
But you're happy. Go.