MG100 Discussion on How to Help During Crisis

Beaches are crazy. The beaches in my area in Sanibel have been crazy. And, you know, we've got a national emergency here and people aren't listening. And so to me, that's a major contribution that could be made if there's a way to influence around the reality of this situation.

That's a good start. I just want to let you know this is being recorded now. I'm sort of wanting to make sure everybody knows that. And we have about a half hour to 45 minutes for this. We can go over to the hour if we need to. Today we're going to be talking about really medical best practices, what we can do to create either a practice together, what we can do to provide to the world, pay it forward, what are our sort of strengths and what can we create as a result of meeting here together today. So we named it Medical Best Practices and brought an agenda forth for it today at 9:00 AM, 9:05, so we're a little bit off. It's about introduction, discussion of our strengths, who we are, what we do, what we think we can bring to the world of medicine. To healthcare in this time of COVID-19, as well as just how we're sort of moving forward in healthcare space and hospitals, perhaps what we're seeing, what we're working on. 9:15, we'll go into discussion of our collective offering, sort of what we all can provide together, or even as independents providing out, and how that may look like. 9:40 is operationalization, sort of collective offering, what it looks like, how we can make it happen, and then sort of catalytic learning, sort of next steps, and then end ending it. So let's just start by going down here and saying who we are, strengths for co-creation, and the way I believe we can make the practice happen is by— I'll start. My name is Louis Carter. I'm CEO of Best Practice Institute, which provides transformational best practices as well as consortiums and executive coaching organizational transformation to CEOs and large systems. Our clients range from anywhere from Springfield Health Care Clinic, which is a consortium of hospitals and a clinic in Central Illinois to Fortune 500s like Kimberly-Clark and TIAA-CB. And so that— what I do is provide them with the research and leadership development, the CEO coaching, the enablement of change transformation inside their companies to pivot develop great work and really get to that next level. And we're doing that actively today. I'm even having a talk with a CEO at Springfield Clinic. We have them weekly, especially now and what we're doing with board meetings, because board meetings keep going on. Every life keeps moving even though we have all of these things happening. My strengths really are working with CEOs. I love it. Um, I have good relationships with them. I feel great having those kinds of relationships. I, I give a lot. I'm much of a servant leader, and they're attracted to that, and I'm attracted to providing that to them and their top teams, their senior executive teams, and to their board. The way I believe we can make a practice happen is I was thinking that looking at our individual strengths and saying, this is what I do, and here's how you can sort of get in touch with me, maybe having one page where we could say what those individual strengths are and how they can come to you. With regard to this specific healthcare practice now, or— and I really do think it should be specific to this healthcare practice and how you do it. So let's just go down the list. So it's Julie, Bill, Alex. Hi, Alex. Karen. And then we have one more. I can't see you though. If you could turn on your video, I know some people do. Caroline Webb. Okay. So it'd be lovely to see— hey, Caroline. So it's great to see everybody. Julie, Bill, Alex, we just saw each other. Hey, Karen. We saw each other yesterday. And Karen and Caroline. So let's start with Julie. Julie, introducing yourself and going through the 3 parts. Hey Julie, can you hear us? Okay, Julie seems to be frozen. That's okay. Bill, do you want to— we'll come back to you, Julie. Bill, do you want to unmute yourself and then we'll go through these 3 questions?

Sure. Thank you, Louis Carter. Um, and by the way, you saw that Mo had something urgent come up.

Okay. Yep.

Great.

Hi, Bill.

Hi, I'm Bill Carey. Uh, I'm a West Point graduate, former Army officer. I started a leadership coaching company 15 years ago. I work with senior leaders in organizations from about $100 million to $10 billion, board of governors of the Federal Reserve, Done work at Homeland Security. In respect to healthcare, I used to work in a hospital while I was in the Army for a year. I was in the coordinated care portion of a hospital in Colorado. In fact, I wrote a grant that was about the whole idea of supporting elderly in the military healthcare area. And these days, in terms of coaching, I've coached the chief administrative officer of a hospital system, the head of human resources for a hospital system, chief nursing officer for a system. My strengths are in coaching and in leadership, executive presence, support of others, setting up structures. The way that I think we can work on this practice is by doing what we're doing. Understand where our various strengths are, put together a short set of ideas on how we can help, and then go forward and set that out to our networks.

Thanks, Bill. Appreciate that. I— sound advice and sound thinking. Appreciate that. Hey, Alex. I can see you again. That's great. You're on mute and we can go through that. You should unmute and you'll be able to talk.

Lovely. All right.

Can you hear me okay?

Very well.

Yes.

Great.

So I'm just dialing in from London. Great to be part of this practice. And we'll just— I'll just have to see what happens with time. And I have children, young families. It might be that very sadly, I'll be sort of taking out some of the attention from different groups, but I would love to support your collective efforts in any way I can. And obviously would like to stay committed, but if my commitment dips, it will just be for those reasons. So I'm Darling from London. I do a lot of work in here in the UK, but also across the world. The US is our second most frequently booked location, but so is Europe and parts of Asia. Right now, as with most of us, the business is going through a halt phase where we're just reaching out to all our clients and sort of introduce the empathy and compassion and just listening to people with whom we have been in great dialogue with and continuing to provide support for leaders in crisis. I think that's a resounding theme for us and really just reminding the leaders that their leadership is tested today in these times. So whenever we do leadership development, we're preparing the leaders for the time and the people we work with for those testing times. Those testing times have happened now. So what happens on a daily basis, etc. So there's still a lot of dialogue, and, and I've been working very, very long hours trying to sort out also private issues. What we do, we specialize— we're a boutique global company providing very bespoke content. So it's a mix between consultancy and coaching, one-to-one coaching of C-suite and members of the senior management teams with the view of creating culture that cascades. We also provide services or rather thinking products that center around innovation, creativity, strategy, and impact. So, like, again, like many of us, it's about igniting the kind of thinking that moves the business forward. We work with clients in all sectors, and what brings me into this Zoom room today is our client in the UK called NHS. It's a leading national health provider with 1.5 million employees. We are looking after, or have been partnering with, one of their leading pathology services. It's very timely. In fact, I can now think that I just a year ago I was taken around different labs of level 1, 2, 3, and 4. Well, you cannot enter lab level 4, but that's where Ebola and others are treated. But I have had a very eye-opening and fascinating window into what happens in pathology. So I have since worked with this particular unit I've been coaching their CEO, I've been coaching the lead for healthcare and pathology services, and then 35 or so people. We've been working with them for a year, off-sites, practice, developing success behaviors. So it's very much related to what is the return on your time investment and what is your return on your learning. What new behaviors do you deploy in the workplace that really create the culture of Compassion. Our work was linked and supported by government research from the King's Fund Research, which revealed that compassionate cultures across medical healthcare, medical and healthcare providers, are linked to lower mortality rates. It's, it's, it's— I know Mo knows that and you guys know that, but it is staggering to know that even though there is research and even though we know that psychological safety in teams is is so important for people to own up to mistakes, for people to own up to saying, "I don't know what to do with this patient. I don't know what to do on the job." But we found that even though we know that, the groups of people we've been working with had a really, really long way to go to make each other feel safe and to understand what behaviors are required for that. So I'm really pleased to say we have Yeah, we've done a lot of work with them around self-awareness, awareness, what it's like to be on the receiving end of violence, the behaviors that are required. But we bring other perspectives. Another client is Spotify, Disney, Fox, Adidas, fashion brands here, KPMG. So professional services. So we don't have one, one client. It's about whether the client is willing to engage in true behavioral change. And, you know, redesigning perhaps the value system for the greater good of the ecosystem in which we're in. But my strengths for this co-creative practice is that I can tap into some of the practices and wisdom because I can access them directly from NHS. And the lady that I'm working with, our partners on the other side, they're very progressive. It's their curse as well, because to be so progressive in medical place, it brings all kinds of different opponents. But I'm I'm here to give, and I'll give you whatever is needed, whenever.

Awesome, that's a great way to set the tone for this, Alex. Thank you. And well, let's get it. We'll go to Karen, and then I see Julie's here as well, got back on. Hi, Julie.

I lost the call, sorry.

It's all right, it's all right. Would you like to go next?

Karen can go next, and I can just follow it up, and then we can open the forum.

Sounds good. Karen, nice to see you.

So I'll just, I'll do a speed round. So my background, I kind of, my roots are in leadership development, team effectiveness, organizational effectiveness. I then spent a chunk of time designing and leading large-scale organizational transformations as a partner at a big global management consultancy and as an executive inside companies as either head of transformation or chief people officer. My work in A lot of my work has been in healthcare life sciences over the course of the past 25 years. I was inside a hospital system for 2 years, Cancer Treatment Centers for America, in working through that transformation. I've also worked with large provider organizations, example, Atrius Health in Massachusetts, as well as Envision Healthcare, which is multi-site within the US. My client network now, my focus is primarily on one-on-one coaching, top team coaching, and I do some select retainer-based advisory work on leading through change and uncertainty. And my constituency is global. In addition to my practice, I also coach through Harvard Business School and work with folks from around the world. When I think about my strengths for this practice, I think it touches around what I've talked about in my background, which is leading through change and uncertainty. How do we think about what that means in the context of leaders operating through high-stakes situations. How do we actually kind of keep teams aligned and learning? How do we think about team resiliency through this context? And what does it mean from an organizational system that's under stress and duress to keep it actually in, in a healthy place? So the aspect of individual, team, and organization, I've kind of spent my career around each of those concentric circles. And what does it actually mean to create a sustainable system in the context of crisis moment like we're in. As I think about the place we can make a practice happen by, where I go to actually is what are the problems we're trying to solve. So I think about problems, and that was— I was— you saw me looking down, so I was just jotting some notes that were coming up for me. One is like emotional resiliency of leaders. How do they actually, in a high-stakes situation, so how are they individually actually continuing to navigate the uncertainty and stress that we're in? And that goes to also The flip side of that is collaboration. So what's critical now is the connection and collaboration of providers across the system, and then the collective team resiliency through that. How do we make sure people are staying in a we and us mode instead of a me mode, which is very probable of happening when fear and exhaustion is present. People kind of tend to go in within to me instead of to we and us. And then I think about the other dimensions. So this individual resiliency, team resiliency, How do they keep learning? So in a— continue my work, I've also done a lot of work in agile, and so this notion of kind of thinking about team agility and learning agility, where rapid-cycle learning of insight about what's working and what's not, they've got to actually understand, be intentional about experimentation and spread that learning and knowledge as quickly as possible through teams, units, and the hospital systems to be able to continue to make progress and move forward. And then I think about the other aspect, which is inspiration. So how do we think about where kind of keeping individuals in an organization or a system aligned towards what we're actually trying to do and the hope towards what we can— what is actually kind of possible, and how do they continue to look for that possibility and anchor in that possibility while still balancing it with the reality of what they're actually faced up against? So I think it's— I think there's an enormous amount of knowledge and expertise that's present on this call, and we can channel it in lots of ways, but I think about what are, you know, if we kind of brains— the offer I put, or the proposal I put forward is to really start to think about what are the 3 or 4 key problems we're trying to solve, and then from a customer back perspective, and then how can we deploy all of the brainpower around this virtual table to be able to help address those problems.

That's great. Karen, thank you very much. I was really— we're going to need you for the summation and the concentric circles and model building. I can already tell the way your mind thinks is quite very orderly and thoughtful. So thank you so much. Julie.

So I'm Julie Rosenberg, and I think I've met, at least in passing, everybody on this call. I'm a board-certified pediatric oncologist, and I've worked in both academic medicine in the pharmaceutical industry. I most recently was an executive at Pfizer for the past 5 years. I've had the opportunity to develop oncology products, and actually now I'm working on a vaccine for breast cancer, not for COVID-19. However, there's a big race at Pfizer and other companies to really try to help with the development of the vaccine, which will take 12 to 18 months minimum to develop. So where I can add I'm sorry about this. Obviously I'm at home and my dog is barking. Um, okay, hopefully we'll get the dog out of here. Where I can add value to this is that I'm coming from a different perspective, I think. Um, first of all, I've been entrenched in the medical industry and I have a deep understanding of what's going on with COVID-19 and the overarching situation. Secondly, I understand the business of medicine as well as the practice of medicine, having worked in the pharma industry and having managed billions of dollars in terms of drug development programs. I've also managed global teams of over 100 people with everyone being non-colocated except for my base team in New York. I understand— again, what I can bring to this is obviously not the deep business expertise as many of you, but I do understand managing uncertainty as I'm trained in yoga, meditation, and mindfulness. I've written 2 books on this matter, Living Your Best Life Now, whatever the situation may be. And I understand the dilemma of COVID-19. And what Louis and I were talking about briefly, because we logged in early, and I wonder if we might be able to dovetail on this a bit, is that the way, the best way to relieve the burden on the healthcare system, those on the trenches, is to ensure, especially in the US, and I know we're not all US-based, but to ensure in our area where I'm following this closely that people are heeding this warning that this truly is not just the "I," as I think Karen said, it's, it's really thinking about the "we." We have to think about the community and we have to heed the advice of authorities in the medical community because every day this situation is rising exponentially because people do not follow the guidance of, you know, self-isolation, staying at home, and not exposing others. So one of the things that is absolutely critical is the mandate toward prevention. And I'm working— I live in Florida— I'm working with the state of Florida and my local community to try to enhance this because beaches in Sanibel Island where I live, beaches in Tampa and the surrounding area are just totally overrun, and restaurants, if they're open— now there are mandates around separation, but people are congregating and they're just not necessarily heeding the advice. So can we, in some way, with a preventive angle and a personal leadership angle, can we think about if we can help to flatten the curve, so to speak? So that's my angle, and that's what I really could offer on the front end of this, as well as an understanding of clearly how to protect yourself from this virus and how to support your own immune system when you may need it most. So that's where I'm coming from.

That's great, Julie. And what I see there is that something emerging within all of us is that we can help physicians help patients get even better. And I think that's a great angle here, is that we're talking about physician leadership development as much as we are patients and helping patients. And it sounds like something's emerging here that's quite nice, and I see it happening right now. And then Caroline, how are you? Good to see you. Where are you calling in from? Hi again.

Calling in from London. Yeah, calling in from London. The reason I'm joining the call is that for a large part of my professional life, I focused on clients in healthcare, and I'm not sure to what extent that's going to be useful, but I thought I'd chip in, and if there's anything I can do to help, then I'm happy to. So a little bit of background, I had a first career in public service and then joined McKinsey and was at McKinsey, the consulting firm, for 12 years where I was a partner in the organization practice. And specifically, for a period of time, I started the leadership practice there along with a few other people, and that was the center of my life there. So leadership coaching in all its forms— so individual, top team effectiveness, and leadership development programs. With my public sector background, I was always looking for ways to do work that was connected to public service. So I I then was the person that built up McKinsey's and led McKinsey's organizational change work in healthcare. So that was both on the payer-provider side and also on pharma side, although I had personally more work focused on the provider side. So I coached the Chief Medical Officer and Chief Nursing Officer of England and Wales. I coached the Health Minister of another country. Yeah, okay. And I coached CEOs and chairs of about 30 hospitals and did a lot of board development as well for commissioners of healthcare. So healthcare was a big part of my life, and I think what I can do, what I can say is that experience is quite out of date in a sense because I haven't done it for 10 years, but I'm still pretty well connected in that space. And so I know— I think Alex is way more involved right now, but I can perhaps complement anything that we do in the UK by connecting with— there's a woman I'm very close to, was one of my main clients for many years, Helen Bevan, who is one of the most extraordinary transformation leaders in the world. She was actually profiled in New Power, Jeremy Hyman's new book on sort of how to drive change at scale. So I can make some connections like that. I was already planning to reach out and see whether there were very stressed-out leaders that I could coach, probably on a pro bono basis, and I work well with doctors. I wrote about clinical leadership back in the day. I work well with doctors because I take a very sort of behavioral science front-forward approach. So it tends to help to tackle topics like resilience and bringing a team together and motivating and inspiring people in tough times if you can also talk about some of the neuroscience that sits behind it. The things I can do, so intros in the NHS, if helpful. I'm certainly going to be doing that myself anyway. Behavioral science, the behavioral science angles of anything that we might do so that we can appeal to technical folks. And I am separately looking at whether it's possible to set up laser coaching sessions for leaders who might not otherwise be able to reach out for coaching. And there's a separate little group that's looking at that. I personally am very attracted by laser coaching because I think that a lot of the people we're trying to reach are very busy and are not going to have more than an hour free. We may just parachute into their lives. Also on my side, my mother has terminal lung cancer, so that's one of the reasons— well, that is the reason that I moved back from New York to London. So I'm juggling that, and so wherever I can be helpful in a really short amount of time and come in and do an hour and really help someone and then, you know, zip out. I'm really excited about exploring that model and actually expanding that. I've been doing a bit of it in the last few months, and I think that there's more capacity to use that. So if that's useful, then I can make the link with the other group that is thinking about ways to do that at scale within the MG100.

So I'm really seeing a top group here forming. Of the best of the best in healthcare. And it's just, it's so apparent to me right now that we should have a subgroup, right? This is the top. We have UK, Europe, we have US. This is incredible. You know, and what I'm seeing, and so much talent here. And we can promote each other as a group. We could, I'm seeing a page emerging I brought on my COO onto the call, Scott Baxt. It's the other Scott. So I want Scott to introduce himself. Scott was one of the— he ran the IQPC office in New York City, one of the first people to create ERE. And then he came on with me and worked with me at Best Practice Institute. And Scott right now is going to help us to operationalize this, talk about what we can do to bring everybody on, perhaps create a WordPress page. Everyone could send us their bios, let's get quick bios and just one quick perhaps vision or mission we can just throw on the, on the screen right now, that kind of thing about what we do. We can even bring it down to maybe 5 simple words, you know, what we do and what we hope to be, right? So, uh, just Scott, just introduce yourself. And I, what I'm seeing here is a, uh, is sort of a creation of mission vision in a very simple way right now. But go ahead, Scott, and please introduce yourself and what you see and what you've heard today. And I'd like you to just say hi to the group with your video too, please. Can you see me? Yes, we can. Oh, good. Yes, you're in the office, right? Okay, good. I'm glad you're there. I'll come in a little later.

Thanks, Lou. And it's great to meet everybody. And Juliana, we've spoken before. And thanks, Lou, for inviting me. And just a little bit about myself, like Lou said, I I'm from New York, now down in South Florida. I ran the New York City office of IQPC back during 9/11, so obviously been through many crises like this. I then spent 12 years building ERE and being one of the first people at ERE and TLNT, which is in the talent acquisition and recruiting space, and also talent management, and then been with Lou for 5 years as well. So what I love about this and hearing from all of you is that we all bring kind of different perspectives. Perspectives to it and our work. And, you know, as I've been with Lou for many years now and love how that mission of really creating cultures that people can attach to missions and purpose for whatever the needs are. Obviously, there's a calling here for needs within the healthcare space to continue that, yet for obviously for bigger needs. So I'm honored to be part of this, and I think there's a lot we can do. Of course, identify our missions, kind of connect all the work to that purpose. I love hearing about the different perspectives that you all bring in different areas around what's needed, especially within the healthcare space now. There's a— it's a very fluid situation. Obviously there's the immediate need right now of the public health, and then there's going to be the immediate need once the public health kind of crisis starts to die down a little bit in how do we continue to build a space where they can continue to bring their best self to work every day, recover, and also build cultures where, you know, they'll continue to grow. So, you know, I think as Louis said, building a website is the first step and kind of getting everybody on there and really building this cohesive group where we can merge all of our specific interests and specialties and expertise into one great resource that we can share with the world, and happy to be part of it. So, you know, just operationalizing it, I think that the key is for everybody to kind of share with us that mission, that vision, as Louis typing here, and about yourselves, and then start to put it out there in a way where they can see the immediate impact and the resources that we can provide.

So what I did was—

Can I ask a quick question, Lou? And maybe others know if this is the case or not. I understood from Scott Osman that there is some type of a business opportunity that he's been asked to serve related to healthcare. I think that's how this all came about. Was that just a theoretical thing that he was thinking about? Or is there actually a need for service now? Does anyone know?

What I saw, Julie, in the thread was that he had a— I think I saw there was something real-time in Burlington, Vermont, which I'm assuming is a Burlington healthcare system up there. Potentially university. And so it sounded like there was a real-time— there was an actual client need that he said he has that he wanted to respond to and that he could create more opportunities linked to that. So I think a key question is, to understand from Scott, like, what's the need, what's the problem that they've reached out that they need help with, for us to understand, is that a one-off situation for that particular client, or is that— could that be a generalized problem that we could be of service to more broadly?

Yeah, because it might help— thanks, Karen— it might help to further elucidate what the mission should be, because one thing I can say, and I really value the wealth of of talent and the varied experiences here, the system, those who are working on the front lines, like in New York, 'cause I'm in very close touch with what's happening in the hospitals, myself being there in part, you know, with the cancer-related community, and people are really overwhelmed. So while it's possible that someone might be interested in laser coaching in the here and now, I honestly think it's unlikely because things that, again, I can only speak about the US, I guess from experience here, but, but things are escalating so quickly. So that's why my focus is really what can we do to help prevention? But I think it would be helpful in maturing what the mission of this group is to understand what it is now and what it's going to be a month from now and what it's going to be 3 months from now, because the situation clearly is going to get worse before it gets better. And then of course there's going to be a huge economic impact as well. I'd just be interested in hearing, you know, what's coming into Scott O. related to this, because it could be quite informational.

That would be— it's always good to hear what's needed, and we could put that in our notes here to ask Scott what that is. Because it's being recorded now, we could put that, of course, in it and saying, you know, what are we hearing out there? And what is it that's needed? I think one of the things that's interesting is that we all have the ability to ask, right? To call up who we work with right now and to call up others and say, you know, this is just the first shot at it. I took it. We can all work this. You know, we are a group of the top healthcare coaches and transformation agents in the world. We're called Health 10 or Health Transform, Health Coach, whatever it may be. Change it. And our mission is to bring physicians, senior staff, and whole healthcare organizations the best transformation development. And our vision is, you know, to make healthcare the best possible experience for physicians and patients worldwide, right? I can change that too. So tell me, what are you working with right now? You know, what are you doing right now? What are your needs? You know, how have things changed? Are things the same? Is it just that business is good. So what is this question that you're dealing with, that you're grappling with? And that's really, I think, the best way for us to begin is to say, what is it that you want and need? Right. That's my thoughts. You can work with these mission, vision, and also the name of the group. Perhaps that's our next talk, is to work with the name of the group. I think we have 20 more minutes. We could do that. What always helps a group is number one, what do we call ourselves? What are we doing, mission? And then what do we see as sort of that moonshot of what we can become? And so let's go around. We could break up into groups. I can actually do that in Zoom, believe it or not, for you guys to create on these specific things, name, mission, and vision. And you could go off and do that in groups of 3. 1, 2, 3, 1, 2, 3. We have them here. Or we could just try with the group of 6 or 7 to do it. Usually 6 or 7 gets a little bit tough, but we'll give it a shot for next steps. Let's do a process check. How are you feeling about that way? How are you thinking, feeling, knowing, believing about this way of moving forward of name of group, mission, vision? Kind of what are we doing? What— give me just a process check to us now.

Well, hey Louis, thank you for organizing all this, and you have such a warm facilitation style.

Thank you. I try. I put on the warm glow of the lamp. That may be what it is.

I'm thinking that this is a good process, and I have some desire to know the specific goal, the short-term specific goal, which I think would help with all of this. You know, what is it that Scott was looking for? I texted him to see if he could join us. If we don't have that, this would be a fine conversation. I'm feeling some urgency about the urgency.

Where my head— oh, go ahead.

No, no, go ahead, Carrie.

So where my mind goes, I think I just— I'm getting kind of— I'm coming back to the problem. And I think about it in the context of what Julie said about kind of just this frame about now versus kind of 3 months from now. And so what I'm, what I'm getting from my network is that from folks within the systems is essentially there's two overriding emotions, which is overwhelm and fear. Overwhelm in terms of what's coming in and getting inundated, and then just fear about personal safety. And they're just like, what, and potentially in the worst case scenario, thinking about what's going to be coming at them. And so I think about just the emotional state of where folks are at and already the stress that are happening in the system about how do you actually do triage. And then I think about the second piece, which is what's actually the future going to hold. And so I think about this context from a scenario perspective in terms of what are— for them to really think about what are the potential futures about what this could look like in 3 months and 6 months. In a couple of different situations, and then how would we address those? And what are we going to need to do now in order to get ready for that? So I think it's— where I'm going to is this notion of like, how do you help people feel in control in an uncontrollable situation? Because that's about keeping grounded so they can actually remember all of the resources that they actually have individually and collectively as a team. And so I'm just more riffing here, but I think it's in that context around that notion of addressing the real fear and overwhelm that's going on that's very understandable and very present, and that's actually just going to get worse. And how do we help reground, reorient, and help people feel like we've got a plan, we've got it, the plan is going to continue to morph, but we've got we've got a way of actually making our way through this that keeps— that tries to keep the team and the organization together. So I think the reason for the rift, it goes back to what's the problem we're trying to solve, a little bit of to Bill's point of what's the immediate problem that Scott saw. But I think about in the context of, for me, it's hard to think about vision and mission without thinking about what is the— what's the specific acute problem or set of problems that we think we can uniquely help people address. So that's where I'm just— it's hard because I think we could have a really fascinating conversation on mission or vision, but it could be at a much higher level than being kind of directed towards kind of this notion of like, why us? Like, we're a group of really cool people, but like, why choose us for, for the problem that you have? So I think to be able to really hone in on that would make a yes from the other side just so much easier. So for what it's worth, my two cents.

I think that's spot on, and if I think about what we have that's unique, we have extraordinary access to an extraordinary network of coaches. We have a great group of motivated, mission-driven people in the MG100, And on the other side, we've got incredible crushing demand from physicians and also the people who are leading the organizations that the physicians are part of, where they're facing terrifying circumstances. Everybody is gearing up for losing colleagues, for potentially exposing themselves to much more physical risk than they've ever experience in their working lives. And I do wonder whether there might be some kind of matching process that we could put together that would enable us to offer rapid coaching to— I mean, we can't possibly, we can't possibly, you know, support every single doctor who's stressed. But I wonder whether we could, to borrow a term, triage the demand and find a way to provide support to leaders who are perhaps orchestrating the response across a number of health systems that we sit across. I do think that's something that we might be able to do that's quite concrete and that might really sort of play to what is the MG100 uniquely placed to do.

I think it's— just wanted to say, Karen and Julie and Scott, I've not met you before, so it's really great to be pulled in on this call. So great to hear about your achievements, what you do, your interests, your passion, your vision. So just say hello. And I really like what you've just said, Caroline, building on really— it's all about building now on to what everybody said. I like the particular question about— I'm just trying to zoom in, zoom out— on the What are the specific acute problems that we're experiencing? So just last night I had a conversation with our unit here, and as you said, Caroline, they are gearing up. It's not to be sort of repeated outside, but they are gearing up for potential losses. And what they're going through is, it's unusual and it is a hostile environment., and it is unprecedented challenges that they're facing. And I am wondering, this is what I would like to speak to, so just circling back to the original, my first question I wanted to say is that we are also adding on to what you said, Caroline, why are we in a good position to help? It's because we all amongst ourselves, we have relationships with people on the ground and we can simply ask them right now. We can actually ask them. Without selling anything, without positioning ourselves into a position of I'm here to provide a service. It is providing a service, but these times call out for bespoke solutions where a real help is short-term, it's relieving some kind of a pain and pressure they're all under. I can see already, you know, I'm thinking about the people that we've worked with, the coaches who are responsible for thousands of people, and the coaches, the leaders that are responsible for thousands of people. And it's just this simple: how do you react? How do you speak to others in times of such acute pressure? How do you sustain that level of humanity on a battlefield, essentially? That is really— we know how much we need it now. How do you— what do you need to say? What do you need to do not to drop down from always from, you know, from keeping everything in your head, which is, in our experiences, when we have assessed all our clients in the healthcare here, they were all very outcome-focused, very outcome-focused and very evidence-thinking-based. But as I said, the compassion and the empathy just goes away when there's no time to think, when there's no time to pat each other on the shoulder and say, how are you? I'm giving you this virtual hug right now. So how can we role model as well what we have right now? And I'm also a little bit concerned about how our time, individuals, so people on this call, how our time will also be eaten away soon in the next coming months, weeks, because I don't know what's going to happen. I know that we all have the best intention, but also family to take care of. So that's perhaps also one thing we just need to to think about what we're able to commit to so that we don't let anyone down. What can we do that is practical and that there is a doable? Because I don't doubt our intention. I am just, as I said, as a breadwinner and as a mom of 3 kids, I'm thinking, I just want to help. And what if I can't because I'm stuck at home and I have to take care of the nearest and dearest? So your laser coaching is great, and you're carrying this question of what is the immediate need that we can address. Julie, you said, what is the why? Actually, why are we here? What are we forming? Perhaps it could be 3 tiers of help, all kinds of different dipping in and out, but still being of service. So I'm sorry if I'm not very coherent. I hardly slept last night, but I didn't want to miss on this call. I wanted to meet you all.

You brought up some great ideas there about the 3 tiers of help and really drilling down to what what we should be doing and how we should be trifurcating, in that case, right, our way to help. And how you also brought up self-care. It's important. We do have families. We do have lives. We do have time, emotional energy that we're putting into this right now, real work that we're putting into this right now. And what comes of that is a valid question. Any other thoughts about mission, vision, thoughts?

Yeah, could I just add a couple of things from sort of a medical perspective just to ground the conversation? The first thing is I wanted to add to what Karen had to say because I really liked it. What I want to add is that there is still a large community denial. There is not a transition of I to we. And focus on the community at the individual level, at least in our arena here in the US, as there needs to be. There is too much going on out there that puts people at risk, which is why every day we see an exponential rise in the cases of this coronavirus, and we see more deaths. There is a denial of people, especially when you see most of these deaths in nursing homes and the elderly and people with pre-morbid conditions, there is a denial that it applies to them. The other thing beyond the fear, I think that Karen eloquently mentioned, there is panic, but the underlying need for panic is not clear. In other words, the grocery stores, the shelves are empty, et cetera, et cetera. They're worried about something, but there's not clarity around what it is. So I'm talking about the community, because ultimately if the community doesn't follow suit, the medical community itself becomes more and more taxed. So again, a lot of my focus is on prevention. The other thing I want to talk about from a physician standpoint who's worked in high-risk medicine and high-risk drug development is that when you are in the trenches, uh, when you have patients crashing, when you have decisions to make, you are not interested in coaching or or any kind of external support because there's not time. So I think, as was discussed by many on the call, we should do a stepwise approach to what's pragmatic and practical and truly helpful because we do need to take care of ourselves. And if we can also train others for better self-care, which is part of what You know, my philosophy is, as one who is interested in personal leadership, they need to be able to take care of themselves. They may not have time for a coaching session or even a laser coaching session or anything we have to offer in the here and now. So can we stop the spread? Can we understand what the needs are? And can we tier what the offerings might be based on what the needs are and what the projected needs are in 2 months, 3 months, 4 months? Et cetera. So I think that's what I could add for the moment to the discussion.

Can I just add one quick thing? One of the things that inspired, I think, the formation of this group was I had gotten a request from a friend in Burlington, Vermont, who I think is starting to work with Mocasti. And they have— believe it or not, they have COVID problems there. And she said, do you have any coaching or other kinds of support that would be relevant for us here in the Burlington Hospital? It's a major hospital, it's attached to the University of Vermont. It's in its own weird way, it's kind of like a nice size experiment because it's, you know, it's contained. It could be the case that we can put together something in We can suggest to them some things, services that we can offer that would be valuable, and that might be a way to take some action.

Scott, are they asking for one-on-one coaching, or are they asking for some type of a program, or is it clear what they want?

I think to your earlier point, I don't think they know what they want. They just— the person I'm talking to there is is a senior— I'll find out exactly what she does— she's a senior doctor, I think the head of a department, and she's just like, I see what's going on here and I see us being overwhelmed, and I just want to know, like, how— who can help us?

Last year I did a webinar for a group of doctors, I think there were about 30 of them, remotely, and it was pretty in and out. It was a sort of 45-minute session on burnout to brilliance, not my phrase, but the topic was burnout, and just covering the basics on self-care and resilience, all the things that we know. Now I think Julie is absolutely right. I mean, at the moment the doctors that I know in my network are just, you know, the idea that they would step out for a one-to-one coaching session, it's a luxury. I mean, I think that, you know, I was thinking with the one-to-one sessions that it might be more about the people who are leading the systems, who's— if we can help them lead more effectively, then that would cascade into better care for the physicians under them.

I actually am reading the email, exactly what she was asking for. Okay, like I'm looking at what's going on with, with myself, my team, and the industry. She's obviously in contact with a lot of other people, and I'm very concerned about burnout and the need to pace, as this is gonna be a long and exhausting process.

Right, right. So I'm wondering whether a webinar that could be recorded so that people can dip into it when, when they have time, and probably as brief as we can possibly make it while still being useful. Just to walk through some basics. What do you think, Julie?

I think that's probably good. And I think, Scott, I think it would be good to talk to this person if there's an opportunity to really get the read. But if we can teach them self-care practices and boundary development, et cetera, all the things that for those who have worked with burnout prevention, if we can train on those things, then they can use the skill sets themselves in the trenches. I mean, that's what I like to do with breathing and meditation on the move and this and that and the other thing, you know. So that would be something for the here and now in the chaos of the coronavirus, you know, situation, and it could be translatable.

Right. So here's an easy action step, and that is, you guys may know Justin LeVere, you know, methods, the guy who's developed methods for us. This week has developed and is about to launch the capacity basically to do live, live high-def webinars with people in places around the world that they can switch out of, out of their offices in Austin. So we can create a new form of content, live and recorded. It just gives us amazing capabilities. And basically, like the studio setup is about $1,000 to $2,000. So maybe what we do is create one or a series of instructional videos that start with self-care and burnout. Make them live, but then cut them down into 5-minute clips that can help and support the medical profession. I assume there's a lot of this out there. My hope is under the brand of 100 Coaches, we have— we elevate the reputation of the content and become a source and supplier of high-quality, reputable content. Obviously, you can't look everywhere. So if you guys have an appetite for that and want to put a program together, I think that might be a great, a great place to start. And, and I can probably get her to give us feedback if we put an agenda together. She would probably give us feedback on whether this serves her needs, and maybe even like a small survey of other people. You probably know other people as well.

God, I already have a lot of the components of this, and other components of it I think are available through my two books and some of the work that I do. So maybe if we got a scope of what they need, I could help with this. I'm wondering though, for folks that would contribute to it, how would we video in the current environment? I mean, would Justin be able to assist us through our home studios if we can set it up with proper lighting and background, or what would you say?

So, so he's putting together a Studio in a Box kit, and you sort of can pick up like a $1,000 box or $2,000 box that'll have a camera, a background, a light, a stand, everything you need to set it up. As long as you have bandwidth at home, he'll be able to assist you in setting up a studio. And once you set up the studio, you'll be able to broadcast to their switching station, if you will, whatever it's called, editing suite, and he'll be able to connect things live. And other people may have that capacity. I just, I know that this is capacity that's being set up, so we'll be able to do that.

So to answer your question, I think there's already, I think the list is already been, I think, included in one of the emails, Scott.

Yep.

Yeah, I have seen that, so thanks as well for, for sending that out.

We're developing a couple of those lower-cost solutions. I think that first one that went out was maybe about a $3,000 solution. We're developing a $1,000— there's a $1,000 solution that'll probably be out this week also.

Okay.

And by the way, even with that solution, if you already have a high-quality digital camera, medium-quality digital digital camera, it's probably even less.

Okay, that's great.

I just wanted to go back to—

oh, sorry, Julie.

Go ahead. Sorry, I just want to— let me just ask quick on this topic. If we record for methods, will there still be a charge to the individual, you know, for the setup and everything, if you know, for recording on behalf of the 100 coaches?

Sorry, a charge to you or charge to someone?

Yeah, when you say $1,000, is that a charge to the individual? I'm not sure who the charge is for.

That's an equipment— that's a cost of equipment.

Okay.

That does raise the question of, I mean, do we charge for this or do we say that this is an extreme time and this is part of our gift to the healthcare community right now. I can imagine an answer that is different in the short term versus the long term.

My intuition is that we can do some, some content quickly for free, and then I'm in— the big, the big opportunity here, of course, is in, in times like this to build reputation capacity and future clients, and I think less to— you know, having said that, and also, you know, if you think there's something really of value, there's a couple revenue potentials here. One is an online course, but I think a bigger potential would be to do the online for free and then you offer consulting services. So for example, let's say we say that, you know, burnout and self-care, there's a course in that. And then you do some sort of laser coaching for people who are, you know, hey, who need help. I think that's probably a pretty big opportunity.

But yeah, my inclination is definitely to lead with free for now. I just, I feel that it would feel really weird to charge, and then we figure out later on if there's a practice that we want to run in this area longer term.

Yeah.

Can I just, I will just add, just in case I can't maybe participate in the next NNS meetup, as I said earlier, just in case there is a sort of family or health even emergency at my side, just to share with you some of the observations that I had throughout working for 18 months with NHS here, which was an untapped, perhaps an untapped need for the physicians and the leaders we have been working with. There was a need and an appetite to almost outsource leadership, and the component of the leadership that is the focus on managing my staff's resilience, mental state, giving them that hug and saying, you can do it, we are here for you. And when I say outsource it, it sounds slightly robotic, but some of the physicians and the leaders in really high stressful, high impact situations, they were just saying, Alex, I just don't have the time. I know it's needed. I don't have the time. If I could have a magic wand and a little a little fairy that can do that part for me, that would be amazing. Which is why I think what you said, Caroline, it's about more laser coaching to those on the ground. And I see that that was something that proved quite popular for us. So whereas we offered coaching and we did coaching to all the leaders, when we opened it up to the level down, 2 levels down, 3 levels down, who have never experienced coaching, and suddenly they said, you know, there is a, It's not like a helpline, but it is to hear out and give you some really practical tools on the daily U-turns that you may want to do. And when we call U-turns, we had a list of different U-turns, which is— I'm gonna write about this, Scott, I was telling you about that— but it's about, you know, how do you in a moment become more resourceful? How do you in a moment decide how to use the time and whom to reach out to? How do you learn not to take the responses personally and toughen your resilience boundary, etc. And that proved quite popular. It's obviously times were very different. The leaders then were quite curious about what we were doing with the level 2, level 3 employees, and they wanted to learn, and it became more of a learning community. But I know that that learning community right now, it's a very challenged concept, but those on the ground, they might perhaps be better recipients of some of the things we're talking about. It goes just back to— and I'll be speaking to NHS later this evening or tomorrow— which is, what are your needs? Because it's easy to say we're here for you, we can coach you, but what are the needs? I want to know that.

Yeah, and Alex, you know, let's stay in close touch because you're inspiring me to reach out to my former clients and just say, what's going on? What would you need? So I'll make sure to to connect with you on that.

Yeah, thank you, thank you.

This is, this is really wonderful. I think what we've created is the beginning of something great with everything from Scott's online course to coaching and possibilities for how we reach out. And everybody has their own unique ways of helping. I love what you said, Alex, around being a sort of stand-in leader, right? I see that as well. People who come in and act the sort of transformational leader in the moment when they have to be a transactional leader or task-oriented leader. And it's so needed because if you don't have the transformational leadership at that time, well, everything falls apart. You can tell people, "Task, task, task, task, task." You still need that person who's calm, collected, cool, able to make decisions, based upon polarity theory and knowing that if it looks like one thing, it may just be the other thing, right? So it's just really incredible to have this group of amazing people who can do that and can enable that within the world. I see great things for us. I really do. I wrote some notes here. I'm going to share this entire recording with you all and as well, and I'll put it on the web. Scott, you'll also have it and all the notes I've written here. And the, you know, the question of sort of next meeting and when you'd like to do that, I give it to you to do that, of course, to make this next meeting and who you wish to sort of lead it. And I'll give that to the group to do that, okay, on WhatsApp. So from me to you, here from Palm Beach Gardens, and our recording and all the notes, I'll send that to you. And I wish you all a wonderful day and to send good health and great leadership that you're doing already in your communities. And let's make something wonderful happen from this seed that we've planted today and the amazing thoughts and vision we all have for the future. Thank you all for joining us. Talk to you soon.

Thank you.

Thanks everyone. Great to meet you. Thanks.

Alex, call me later. Yeah, thanks.

Bye.