Tips for Staying Intellectually Curious & Keeping the Patient First (ft. Dr. Stephen Beck)

Thanks for tuning to Digital Voices podcast, where we chat digital transformation, challenges, and opportunities across healthcare and life sciences. And now, your host, Ed Marx.

Ed Marx here with Digital Voices. Thank you for listening to another episode. We are commercial-free, advertising-free, gives us a lot of freedom, have great guests as a result. And today, is no different with Dr. Stephen Beck. He is the CMIO, Bon Secours Mercy Health for Business Partners. Welcome, Stephen.

I'm so happy to join you here today, Ed.

Yeah, it's good. It's good to have you. I know we reconnected. We had known each other a while ago, and then I showed up at the— I think it was the Central Southern Ohio HIMS one time, uh, in 2022. And, uh, we're like, hey, you know, it's like, uh, catching up like the old days. So I was like, oh man, we have so much to catch up on and we should have you on Digital Voices. So again, thank you for being our guest.

My pleasure.

So, you know, you're a pioneer, and we'll get into that in terms of the physician executive in digital, in technology, you know, CMIO type stuff. But you're also sort of healthcare futurist, informatics leader, digital health, patient engagement, patient experience, clinical decision support. So we got a lot of stuff that we can jump Jump into, but that was how we you know I don't remember the exact time we first met, but certainly got reacquainted in 2022. And Stephen, as you know, because you've listened before, the first song we ask is what's on your playlist, or the first question we ask is what's on your playlist?

Well, I think like many people, it depends on the mood, right? But consistently, you'd see the Doobie Brothers, Eagles. Tom Petty, and, uh, you know, those times where you got to get the blood pumping, some classic rock, Van Halen, maybe even, uh, the Red Hot Chili Peppers.

Yeah, you know, um, Kansas is coming back through, so they're on their 50th anniversary tour.

Yes.

But that's like, that's classic. That fits right up there with the Doobie Brothers and Tom Petty and stuff.

That's right.

That's— they're, they're, uh, a good band. So is there a quote or a life message mantra, something that you sort of live your life by?

You know, I have 2 things, and the first and the foremost is family first. So when I got to the point of having a family, everything I started to do really was focused on my family. And, you know, I tell my kids, or I used to tell my kids quite often, you know, everything I do is for you. Someday, I think they'll acknowledge that, but it's still a very important part of what I do every day.

Yeah.

The way that I think. And then there's another part that's really important to me as well, and that's being a physician and primum non nocere. I mean, first do no harm. And, you know, there's a great opportunity of providers who are always doing what they think is right, But we always need to step back and say, should I?

Right.

So, so I think that's another aspect that I've started to live by since I've been a physician. And, and really, in healthcare, we need to oftentimes take a step back and think about what we're doing, even with the best intentions.

Yeah, those are good words for sure to live by. Stephen, tell us a little bit about your story. Obviously, we know you have a family and you're a physician, but You know, start back as far as you want to go and tell us a little bit about what's happened to become who you are today.

Yeah, boy, that's a long and convoluted story. But, you know, I started in primary care and loved what I did and realized with the timing of electronic records coming out that I really wanted to be involved in it. So over the years, started getting more and more involved and was involved in one of the very first fully integrated electronic records in my part of the state of Ohio back in 2000.

Wow, yeah.

So it's been a long time. And that work just continued to progress, and I started to take on some leadership roles and did some consulting along the way. And it's gotten to where I am today, where My passion in improving healthcare and healthcare delivery is really relative to all that I do every day.

That's great. Yeah. And you, so you managed, like when you were in med school, were you already married and had kids or did that happen a little bit later?

Actually, I got married right between medical school and residency.

Okay.

A very short period of time to start, you know, thinking about a family and moving from there.

Yeah, because the mantra of family first, it can be difficult at times, you know, in a lot of different professions, certainly being a clinician and working in digital technologies as well. It's kind of a double whammy. So good for you for making that one of your objectives. So tell us a little bit about your current role and Bon Secours Mercy Health. What's your focus as a longtime CMIO?

Sure. My current focus really is on relationship and service that Bon Secours Mercy Health offers our business partners. And those actually are the health systems and providers that we share our electronic record with. So that includes a lot of different aspects of change management, clinical prioritization, optimization, and escalations when and where they're necessary. But of course, I can't do all of that without deep integration with our core teams, our electronic record teams, our informatic teams throughout the Bon Secours Mercy Health enterprise. So it's been, it's been a lot of fun getting back into the health system. I was previously with the health system about 6 years or so ago and had been in there for many years. So it was getting reacquainted roughly about 18 months ago and starting the work over again.

Yeah, that's very cool. What are maybe 1 or 2 initiatives that you're working on?

Yeah, there's a large focus right now on instance consolidation across our Bon Secours Mercy Health Enterprise. And if you think about 2 different health systems coming together, that is the Bon Secours and the Mercy Health, for quite a period of time, we've been existing with 2 different instances of the same electronic record. So merging those into one is really part of an important movement that's going on right now. And hopefully we'll finish up before the early summer this year. But the core notion really here is standardization and standardization of best practices whenever possible. And so really that goal helps achieve really what we're trying to do. So it's not simply just a cost-saving measure, but rather a goal of standardization too.

Yeah, no, those are some, Pretty heavy, uh, objectives and things that you're working on. Uh, those are tough to do, and, uh, I'm sure you'll pull it off, and you got a great team. Uh, but yeah, those are really important things to do because a lot of times, yeah, there's all sorts of M&A activity happening, and then when it gets— after the papers are signed, it gets to the tough stuff. And a lot of times they're so hard they're never done, you know, and then you, you lose the, you know, the— some of the overall goals for having, uh, merged. So, uh, but it sounds like you— I'm sure you've got it. If anyone can do it, pull it off. It'll be you and Bon Secours Mercy Health for sure. Do you think that you compete these days with non-traditional providers? So back in 2000, you know, when you and I were just starting off, um, you know, it was just we were competing with maybe there's another health system in town. Uh, but do you see yourselves as competing with other, uh, non-hospital systems?

That's, uh, a great concept that oftentimes we forget about. So historically, I remember when pharmacies in our state were given the rights to start giving, administering routine immunizations. And I saw that as a threat, not just a threat to the way that I practice, but a threat to care delivery and patients. And I'll say that I was biased in my view. And that what I was doing was really observing my view and not the patient view. And so I've changed that concept now to really start thinking from the aspect of the patient. And yes, while I want my patients to come and see me and get all their care with me, I know that's not always possible.

Yeah.

So what I'm seeing these days is, yes, there are other businesses Pharmacy is a great example. You know, the large pharmacy chains are now starting their own brick-and-mortar healthcare delivery. And yes, it is a threat and it's nontraditional. But I think the key is making healthcare easy for the patients.

Yeah.

And so if we can step back as a health system and say, all right, it is competition, we realize that. But if Amazon starts getting into the business of medication refills, as they are, I should be confident that my health system is going to do great because we do electronic refills. We mail prescriptions to the patient's house. We make it easy for the patient to get all of that completed in the way that they want to get it completed.

Yeah.

So over and over again, our focus needs to continue As being the patient and having the role of the patient being first and foremost, keeping them engaged in their own care and making it easy for them. And really, that's what creates the stickiness of patients despite these distractions of other competitors that will continue to come. Yeah.

No, that's a great way of looking at it and a great response for a health system is, yeah, you know, it's going to happen. There's going to be these certain things. So you just continue to do what you do best and you have that great relationship with the patient, you make it as convenient as possible for them to continue that relationship, and you provide that entire service, not just a niche piece of that service. And I think, yeah.

Ed, I might add one other thing. I might have a different opinion about traditional competitors too, but my view on that is that we as health systems need to share more often.

Yeah.

So in other words, we can be fiercely competitive in competitive markets, yet highly passionate about improving patient care across the continuity. In other words, in our communities and our state. So if I can do something that helps improve the care of patients in my community, why wouldn't I want to share that with others, even health systems that might otherwise be deemed As traditional competitors. So I'd like to see more sharing going on. I think we do it a bit, but I think we have more opportunity to really raise the bar and improve the care of all those in our communities.

Yeah, I'm encouraged by, you know, those words, and I've seen it even north of where you are, you know, in Cleveland, where major organizations are now working much closer together. So it's kind of cooperative You know, but it's doing the right thing for the community, right thing for the patient, and everyone can win, um, in that scenario. So I love that. So we mentioned at the top, Stephen, that, that you've been sort of pioneer CMIO. You've been a CMIO for quite some time. Uh, like you talked about, you got involved with EMR back in 2000. And, you know, how have you seen the role shift, or has it shifted, uh, since 2000?

Yeah, in the early days, and, and as the role of CMIO was first forming, of course there was a heavy emphasis simply on moving physician to electronic tools. And of course, as it came out from the federal government, meaningful use, which everybody wanted the meaningful use dollars. And so of course those were clearly important at the time, but the shift that's going on right now is the continued shift towards quality outcomes, population health, and then more recently patient engagement and and digital tools. So those have been the major shifts, notwithstanding the fact that we still need to support all of those aspects that the federal government throws in our laps that we don't have control over. But the hope is that those federal government demands over time will continue to diminish. And just as some of the charting documentation requirements have changed more recently, hopefully some of the other requirements will start to change too so that So it's really about delivering better, more efficient care, and hopefully along the way we can do it with less clicks too.

Yeah, no, that— yeah, it has really been quite a remarkable evolution, I think, of the position, to your point. And those are some great examples how that has occurred. What about advice for clinicians who may be practicing full-time today? They see someone like you, Steven, they're like, hey, I kind of like what he gets to work on. How do I get involved? So other than applying directly for a CMIO job, you know, there might be some interim steps that someone could do just to gain some experience. What would you suggest?

My first bit of advice is get a mentor. So, you know, talk to somebody that you trust, and ideally they can mentor you through the process, give you advice, help direct you to to different areas. I always advise for anyone to start exploring the opportunities to learn more about your own EMR. So you can check in with your vendor and see if there's some opportunities for advanced education or even some type of certification as a builder, as an example. And then really starting to dive in more about informatics in general. Of course, HIMSS is a great place to start with that. There's other resources as well. But I think it all comes back to making that personal connection with somebody you trust and getting some good advice and maybe even separately a coach to help you through that transition as well.

Yeah, there's 4, 5, 6 great ideas, Stephen. Thank you. That anyone can leverage. And even for a non- clinicians. Uh, those are all still, uh, very valuable, uh, ideas. So thank you for that. Is there, you know, even though you're a tenured leader, what's the last thing that surprised you or caught you off guard? Like, oh dang, you know, uh, where you had sort of reaction like you didn't expect something that you learned or what have you?

Well, I'm gonna, I'm gonna use a personal experience that has to do with information and information technology. So, you know, the fantastic ability of Google Maps to always find the shortest route without traffic, but sometimes with a twist. And I think we've all experienced that form of decision support, because it is, right? And, you know, a map's taking you through a bad part of town or through some side streets. And over the Christmas holiday, I was out near Flagstaff, an area that was completely foreign to me. And so I was really depending on Google to help me with that technology. And it routed me as I was traveling between 2 remote scenic locations. It routed me on a Forest Service— Forestry Service road, which, you know, I knew what I was getting into, but I wouldn't— I didn't really know how far it was going to take me. And so as I started going along and driving along this road with volcanic ash and washed-out areas and— You know, I finally reached an impasse, a downed tree on this single-lane road that I'd driven for miles and miles.

Oh, dear.

And so then you make decisions, right? So here's technology that you depend on and real life that gets in the way. And it was a great analogy for me. By the way, there was a family huddle and we said, hey, we can't move that tree. Is there another way around? And we got through. So that's the good news.

Yeah.

But the lesson for me really is just like any technology, we know it's not perfect and we have to be aware of that in our everyday lives. And we also have to be aware that there's always an opportunity to improve on it.

Yeah.

And so I think all of those things fit together As I was caught off guard with this advanced form of decision support.

No, that's a good example. And I'm laughing too because I won't go into the details of it for the sake of time, and we want to hear more from you. But last year, we were using a mapping software, and we were going from someplace in Romania to someplace in Bulgaria, and all of a sudden, we're at the Serbian border because that was the shortest route. Uh, not an advised route, but it was the shortest route, kind of like in your scenario. That's pretty funny. Let's, let's shift a little bit into leadership. So was there a time where you first realized that you were a leader? Because obviously, you know, you're a leader today, but, you know, was there a particular time that comes to mind where it's like, dang, um, I guess I'm a leader?

Uh, that's, that's, that's great to think and, and reflect on, and You know, I was a Scouter and a Boy Scout, and, you know, I think the Scouting program is fantastic.

Yeah.

So, you know, your goal of ultimately becoming an Eagle Scout, which I did and was really honored to be an Eagle Scout, but there's actually mandated leadership requirements along the way and positions that you need to take on. But it was the great opportunity To be in this supportive environment where you can learn, make honest mistakes, course correct, and yet not feel like you were going out completely in a field by yourself.

Yeah.

And so, you know, going through all of those phases and taking on leadership roles through the scouting organization really helped me understand that, hey, I can do this. And by the way, if I have an idea, people might just want to hear it.

Yeah.

And it's okay to speak up. And, you know, I think all of those important learnings are, besides being lifelong learnings, there are great opportunities for someone that's young to really get into an organization that helps foster that leadership environment. And there's other programs for kids that are similar as well.

Yeah, that's a, that's a great, um, great memory. I could, as you're sharing the story, I could see it, uh, playing out for you. Uh, what's the hardest decision that you ever had to make? Maybe it was in scouting or maybe it was more recently, but it was, you know, when you reflect back on leadership, you know, was there like that one that sticks out?

Well, Ed, the hardest decision I've ever had to make is actually giving up full-time medical practice. Uh, and it was, it was very tough. You know, I had this vision of going into medical informatics and sometimes in some way, shape, or form finding this perfect balance between being a great practicing doc and doing these other things. And eventually I had to make a decision. And as much as I love taking care of patients, and I still do, I had to decide to give up the full-time practice to to approach this other passion. And, you know, over time, and you may have heard me say this before, I made the decision of, you know, caring for 3,000 patients or having the impact on literally millions of patients in the work that I do every day. And I don't regret it, but it was a hard decision.

Yeah, yeah, I could see that. I could tell that. What's the best advice you ever received? So obviously you give Quite a bit of advice because you have all this tenure and experience. What's the best you've ever received?

You might find this slightly amusing, but many years ago, a motivational speaker I was listening to shared a quote that really had a big impact on me. And it was Yoda. And Yoda says, do or do not, there is no try.

Yeah.

And for people that know me or have known me for a long time, They might have even heard me say it once or twice. But I have that phrase sitting on my desk right in front of me now, in fact. And I do reflect on that because what it really means to me is you have to go in intentionally with what you do and you can't give up. And I think that's the failure that we can't allow ourselves personally to take.

I like that. That's a good one. I can appreciate it. How do you stay current? So you're— again, you've got a pretty big job there and you're busy. You still see patients. You have family. How do you stay current and keep your eye on the future so that you can continue to guide your organization?

Well, the good news with technology these days is there are tons of electronic news feeds that are available. And so I use those pretty strategically every day. So I've got several of them: medical, medical informatics, general news, innovations. I think those are all important, but I don't want to separate myself from the other piece, which is really catching up on a regular basis with leaders of other health systems.

Yeah.

Catching up with Ed Marx and getting his opinions, collaborating when we can, just like I was saying before. Collaborating with your partners and also collaborating with those that might be considered competitors. So those, all of those things really help us work together to keep an eye on the future.

So you're keeping an eye on the future, you got family, you got practice, a lot of different things, scouting, right? I think you're— are you still involved with scouting?

Not as much as I used to, unfortunately.

But, but I knew you were even as an adult, right? And, and what about your kids? Did any of your kids continue with scouting?

Yep. My, my son was, was able to complete his Eagle Scout as well. And, and, and I had one of my daughters that went through and completed a similar female scouting program and Got their highest award as well. So it's, you know, we've been an outdoor family, which is great. And I think, you know, leveraging our experience of an ability to get away from things is always helpful.

Yeah, 'cause that's where I was headed. I was going to ask you, you know, 'cause you're so busy doing a lot of different things, you know, how do you recharge your batteries and, you know, remain fresh as a leader?

Yeah, I love getting outside, and better yet, with a camera in hand. I've really enjoyed doing scenic photography over the years. My wife says, oh, you should be selling those pictures. But, you know, there's some personal nature to it that I really enjoy, and capturing and sharing things with someone who might not otherwise be able to go to a place or see a thing that I've been able to see. And really doing something completely different and unexpected is always fun. So I tend to be a planner, but as I've gotten older, I like to plan less and just do more.

Yeah.

Yeah.

There's something about the spontaneity and I kind of gone through the same thing. Maybe it's just sort of this curve arc in your life where I was like super, super planning and now like sometimes on vacation, we just know the city that we're going to land and take out of, uh, we rent a car and we just go. Um, it's kind of fun, uh, to be that way. Wow. Uh, Stephen, I, I know why we're so connected because, you know, and I didn't respond to everything that you say because we were highlighting you and I want to get, uh, hear as much as we can from you and less from me. But almost everything that you spoke about, I have some corollary, not exactly the same. You know, I'm not a physician. Um, but it's very similar in philosophy, and I know— I think that's why we're probably connected the way we are. So we, we talked about a lot of stuff, you know, sort of life philosophy, your role at Bon Secours Mercy Health, um, this evolve— evolving of the CMIO role, leadership advice for leaders or emerging leaders, hard stuff that you've had to go through, lessons that you've learned, how you stay fresh. What did we miss? Or is there anything we did talk about that you want to double down on? I'll leave you with the final word.

Well, there is a lot to unpack. I think ultimately, if I can leave a thought in anyone that's listening in their mind, which is continue to be intellectually curious.

Yeah.

And the best way to do that is What I call, and it's not my idea, I'm not sure where it originated, but the 5 whys. Ask those 5 whys. Why? And then ask the next why and the next why. So ask 5 whys. Keep track of them. And that really continues your intellectual curiosity and helps you get to the bottom of what you might be interested in. Or perhaps what's not going well. Because sometimes we stay superficial, and that's the biggest mistake we can make. There's something always under the water. I didn't mention I'm a scuba diver as well. So there's always something under there. And to be able to get down to the bottom and really understand what's behind it Taking the time to be intellectually curious about that is what I'd like everybody to consider.

Yeah, that's well said. And so, but I have to ask you the question now, um, do you do photography while scuba diving?

Absolutely, I do.

Oh man, you got to show me pictures. So that's one thing you have not, uh, shared with me previously. So next time I'm down in Ohio, I'm gonna look you up, and I would love to see some of your your photography and the scenes, pictures that you've taken.

I've got lovely items to share with you, and the splendid toadfish is one that is not to miss.

All right, I'm keeping you honest to this agreement. So, hey, Stephen, thank you so much for being our guest. I've been wanting you on Digital Voices for quite some time. I'm glad it finally worked out, and I wish you continued success. Thanks again.

Thank you, Ed.

All right, that wraps up another edition of Digital Voices.

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