John Nance

In the aftermath of the international healthcare emergency caused by the Covid-19 Pandemic, few if any hospitals large or small have escaped having to deal with major systemic stress. In most cases, in addition to unleashing major unexpected financial challenges, the seismic challenges to clinical staff and all support services has spawned untold examples of how people rose to the occasion (or didn't), and how bedrock procedures and strategies were changed on the fly (and in some cases abandoned) to get the job done. All of this occurred against the backdrop of a massively challenged, frightened, and often polarized civilian population whose lack of collective knowledge and understanding of the factual science often made the hospital's job infinitely more difficult. There has been created, in other words, a major anthology in terms of how your institution dealt with all aspects of the Covid-19 challenge. Moreover, every salient aspect of that anthology (including the clinical, scientific, procedural, human, and financial history) holds untold lessons. Those lessons, if captured and examined appropriately, will light the way to far more realistic systemic and professional knowledge of how high reliability, just culture, patient safety, and the highest level of care are really achieved, especially in your institution!

For: All Leaders involved in healthcare, and specifically Hospital/Clinic/Healthcare System C-Suite Chiefs, Directors, Staff Vice Presidents, Managers, Department Heads (Clinical and Non-Clinical), Medical Executive Members, and Members of the Board of Directors/Trustees.

This wide-ranging and comprehensive full-day (8 hours) of dynamic training and coaching for healthcare leaders of all levels consists of a carefully selected mix of energized didactic lectures, Socratic discussion, highly-relevant and challenging exercises, and enterprise coaching for immediate improvement of safety, quality, communication, and teamwork creation.

Encapsulated in the curriculum are the same presentation elements and voluminous takeaway techniques that have been so highly effective in John Nance’s bi-annual segments in the Intermountain ATP Course in Salt Lake City, as well as his twice yearly segments in the Leadership Series conducted by Texas Children’s Hospital in Houston.

John Nance’s background in law, system safety and human factors, national broadcasting and journalism - in addition to his quarter century in medicine - inform a wide range of useful insights regarding both the serious risks and potential remedies for being unprepared to respond appropriately to sentinel events.

For: All Leaders involved in healthcare, and specifically Hospital/Clinic/Healthcare System C-Suite Chiefs, Directors, Staff Vice Presidents, Managers, Department Heads (Clinical and Non-Clinical), Medical Executive Members, and Members of the Board of Directors/Trustees.

This wide-ranging half-day (4 hours) of dynamic training and coaching for healthcare leaders of all levels consists of a carefully selected and hard-hitting mix of didactic presentation and Socratic discussion, and enterprise coaching for immediate improvement of safety, quality, communication, and teamwork creation. Encapsulated in the curriculum are the same presentation elements and voluminous takeaway techniques that have been so highly effective in John Nance’s bi-annual segments in the Intermountain ATP Course in Salt Lake City, as well as his twice yearly segments in the Leadership Series conducted by Texas Children’s Hospital in Houston.

John Nance’s background in law, system safety and human factors, national broadcasting and journalism - in addition to his quarter century in medicine - inform a wide range of useful insights regarding both the serious risks and potential remedies for being unprepared to respond appropriately to sentinel events.

Whether we measure it in terms of reimbursement, patient safety, service quality, market share, or provider satisfaction, there's no question that the landscape of healthcare delivery is being as violently reshaped as if a great earthquake were roiling the terrain. And though we hate to admit it, when your once-familiar world has been upended, it is very hard to be calm and methodical enough to ferret out the right path to survival - especially if those steps are non-traditional. That is why tough and confusing times demand voices and influence from outside the institution - calm, incisive voices that can dramatically boost the urgency of the wakeup calls needed to spark a Renaissance.

The greatest threat to any healthcare institution right now is failing to infuse the appropriate sense of urgency in your people, physicians included. Providing that energizing wakeup call is precisely what this keynote is designed to do: To spark, inspire and incite the cultural and clinical, financial changes you need to surf this tsunami. It is, in other words, designed to be a powerful aide to your efforts to get your "army" marching in the right direction, and for the right reasons.

As of the first months of 2014, a multiplicity of new studies have begun validating up to fifty percent reductions in Wrong Surgeries (wrong site, wrong medication, wrong patient, retained object) throughout hospitals and healthcare settings. The engine of change in virtually all these results is a steadily and universally applied program of Team Leadership Training for the entire medical team involved in any form of surgical intervention at the patient's beside, in the OR, the cath lab, ER, or the physician's office. Going far beyond the basic exposure to Team Steps and aviation's Crew Resource Management, Team Leadership Training creates proven and professional Collegial Interactive Teams, but must be built on complete cultural change.

This lecture lays the groundwork for why this is such a powerful and certain way to improve the performance of not just surgical interventions, but virtually all medical interactions. The hallmark of a mature Collegial Interactive Team is a leader who knows how to bring out the best performance and best participatory ownership in each member of the team. A trained CIT leader - often a physician - knows how to eliminate all communication barriers by making it completely safe for any member to speak up, and by creating and maintaining an atmosphere of mutual respect, constant learning, and non-hierarchical interchange. While these principles, techniques, and methods have never been taught in medical schools, nursing schools, or traditionally used in medicine, the dramatic and positive effects of appropriately inculcating such team leadership go directly to the bottom line, inclusive of significant improvement in morale.