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Michael Pizzano

Episode 46: 11 Key Ways to Improve the Patient Customer Experience in Healthcare, with Michael Pizzano

After graduating in 2003 from the Pennsylvania State University with a degree in Crime, Law, and Justice Business Emphasis and completing an internship with the United States Marshals Office, Michael switched gears and put his Emergency Medical Technician (EMT) certification that he earned at Penn State University to use working at Atlantic Health System in New Jersey and becoming the Rescue Captain of the Rockaway Township Fire Department.

After a year, he began to climb the ladder within Atlantic Health System becoming the Administrative Manager of Atlantic Ambulance Corporation Air and Ground Transportation, overseeing over 250 medical professionals. He spent over 11 years growing the company from $2 million dollars and leaving valued at $44 million. During his tenure, Michael was seen as a mentor for new managers, won the Corporate Employee of the Year in 2008, Six Sigma President’s Award in 2012 and was a five-time finalist for New Jersey EMS Manager of the Year.

Through his operations and growth background, Michael became a Director for Kindred Hospitals of NJ overseeing the Business Development of three hospitals in New Jersey in 2013. Michael ranked tops in the country in year over year growth for Kindred. Michael was promoted to Chief Executive Officer of Kindred Hospital of New Jersey in 2014, a position he holds today.

This past year Michael was the recipient of the Chamber of Commerce, Leader in Business Award for 2016 his hospital had one of the best years in its existence for quality, finance, efficiency, and growth. Michael has a Masters Degree from Fairleigh Dickinson University and Graduate Certificates from The University of Florida, Boston University, The University of Notre Dame, and Cornell University. Outside of his CEO job Michael is the Chairman of the Board of the American Lung Association and a Professor of Business and Healthcare Administration for both the College of St. Elizabeths and Centenary University in New Jersey.

What you’ll learn about in this episode:

  • Developing a customer experience that engenders loyalty
  • Hiring the best teams to optimize your business
  • Living and working beyond the checklist to go beyond the normal
  • Systems that can push your operations to the next level
  • Going past your goals for the day and assessing what you’ve done
  • Doing change management in the right way
  • Getting customer ratings and assessments that can grow your business
  • Putting structure around processes that leads to success

Ways to contact Michael:

Podcast eBooks:

The Power of Two

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The Transition to Automation

In Episode 25, Vera talks with Heidi Rasmussen, CEO and Co-Founder of one of Inc 5000’s fastest growing companies in America – freshbenies. This eBook highlights part of the conversation to bring out the best lesson in automation and on-boarding for startups.

Using IT Strategically

In Episode 29, Vera talks with Tom Grooms, Vice President, Information Technology, and Chief Information Officer for CF Industries. This eBook is your guide for seeing IT as more than just a faster way to do your accounting.

The ZFactor Methodology

In Episode 35, Vera talks with Cindy Goldsberry, founder and partner of ZFactor Group. This eBook shows you how to take your business from vendor to value creator.


Welcome to System Execution. The strategy and system behind today’s successful companies. Systems can make or break your company, but here we’ll solve your physical, technological, and psychological systems issues by connecting you with experts that have succeeded in overcoming those challenges in their own business and providing you the guidelines and tools you need to implement those same strategies for immediate results. Now, here’s your host, Vera Fischer.

Vera Fischer: Today’s episode is sponsored by 97 Degrees West, the brand marketing agency located in Austin, Texas. 97 Degrees West serves regional and national companies in the healthcare, finance, energy, and manufacturing industries. 97 Degrees West believes that an integrated approach to marketing that involves traditional and digital strategies that fit your customer’s’ buying journey yields the greatest impact on your bottom line. Go to www.97dwest.com to learn more.

Welcome to System Execution. A podcast devoted to using processes and systems to drive to a better outcome for your business. I’m Vera Fischer, your host. Many of you know that business success relies on systems. Systems can be physical such as a warehouse or a factory, or technological think software. While others are psychological systems such as checklists, org charts, or your daily hot list. My guest today is the CEO of Kindred Hospital of New Jersey, Michael Pizzano.

Michael in 2003 started with the Atlantic Health System where he became the administrative manager of Atlantic Ambulance Corporation Air and Ground Transport. Overseeing more than 250 medical professionals, Michael spent more than 11 years growing the company from 2 million and leaving when the company was valued at 44 million. During his tenure, Michael was seen as mentor for new managers. He won the corporate employee of the year in 2008. He has Six Sigma President’s Award in 2012 and was a 5 time finalist for New Jersey EMS manager of the year.

I know that’s really impressive listeners, but there’s more. Through his operations in growth background, Michael became the director for Kindred Hospitals of New Jersey. Overseeing the business development of 3 hospitals in New Jersey. He ranks top in the country in year over year growth for Kindred and in 2014, Michael was promoted to CEO of Kindred Hospital, and that is the position he holds today. Other accolades are Michael was the recipient of the Chamber of Commerce later in Business Award for 2016. He has a master’s degree from Fairly Dickinson University and graduate certificates from the University of Florida, Boston University, University of Notre Dame, and Cornell University.

Outside of his CEO job, Michael is the chairman of the board at the American Lung Association and a professor of Business in Healthcare Administration for both the College of St. Elizabeth’s and Centenary University in New Jersey. Welcome to System Execution, Michael.

Michael Pizzano: Thank you very much. Happy to be on today.

More on Michael’s Background

Vera Fischer: Well, Michael it is really an honor to have you on the show and before we dive into your particular process that you’re going to be speaking about, if you don’t mind really tell our listeners about yourself and more about your experience.

Michael Pizzano: Sure. Thank you for that great intro. I really appreciate it. When I look at my experience and whenever anyone asks, how did you become a hospital CEO? You look at as we used to call Mike the little EMT on the ambulance became the hospital CEO. I think I learned more than anything that it’s truly a patient experience, a patient customer experience and I learned that at a very young age. I learned that taking care of folks in the back of an ambulance whether it be on 911 calls or taking a terminally ill family member from, quite frankly, their home straight to hospice.

You saw what families went through both good and bad, but usually unfortunately the bad side and I wanted to try and figure out a way how to harness that into, I guess, more of a structured program. As I grew at my first career into becoming a CEO, I saw all sides of how families interact both with medical staff, how the medical staff interacts with the patients, how the patients interact with the doctors. I guess today, one of the things that I want to chat about was patient experience.

Thank you again for reciting my background and that’s where, again, I’d like to think that I’ve earned a little credibility in the field of patient experience. The ambulance company we would transport over 20,000 patients a year and that actually continued to grow as it went on and then we added a helicopter so that it continued to grow, and that organization is extremely strong organization right now. They’re one of the tops in the country. They’re a partner of ours. We’re building a hospital with them, and very proud that I worked there and very proud that I work at my current role, CEO of Kindred.

Michael’s 11-Step Patient Customer Experience & Outcome Process

Vera Fischer: Well, Michael that is a really interesting story and I do know that from past guests that we’ve had on System Execution, that really starting out in the trenches if you will and seeing it first hand does in fact make a more in tune leader and helps you develop systems and experiences that become very successful because of that.

With that said, I know that you did want to speak to your in development if you will, your patient experience outcome process. Let’s start with the initial, why the patient experience outcome process? What is the impetus for this?

Michael Pizzano: Sure. I’m in the works right now with a university here in New Jersey to create this patient experience program because through my career I’ve just watched how staff, no matter what your title, you could be the guy that cleans the toilet. You could be the doctor that drives in a Lamborghini, it’s all about how you communicate with the patient and how you communicate with the patient’s family, which in my hospital our patients are extremely, extremely ill and your staff need to be empathetic. They need to understand that people are coming to our hospital and they’re scared. If the staff doesn’t understand that, that’s a problem.

You gotta put yourself in their shoes. What we did was we’re working on creating a program focus specifically to a healthcare professionals and administrators, no matter what your rank in the health system. Specifically on how to communicate with the patient. Let me give you some bad examples, when we do our hospital orientation, one of the things I do is, I tell everybody as soon as I get there the most important things is, if you’re having a bad day you gotta check it at the door because the people that are in this building, the patients that are in this building, the families that are in this building are having a bad day every day.

If you bring that negativity in, that’s going to be a real problem for them. We check it at the door and then we focus on the patient’s needs. Put yourself in the family’s shoes. That’s one of the first things they say and quite frankly it’s for multitude of reasons. One, what goes on today. Today, we consistently see internet reviews. Internet reviews are interesting. You can go on, and you can look up anybody’s hospital, and you could see this place is a dungeon. This place is scary. This place is the best place since Disney.

Are we going to be perfect? Absolutely not. You can’t satisfy everybody, but as long as we’re doing our best to put yourself in their shoes so to speak, I think that that’s how we can attempt to be the best at what we do, and to be the best at what we do, you have to have the best. My team here is stellar and that’s from top to bottom. My nurses are highly trained, specifically in the customer service, the critical care nursing, and my management team is I feel like an all star team. All pretty much from local hospitals in the area, we created this awesome team with our chief clinical officer and her 30 years experience.

A director of case management that understands how to talk to families and talk to people. We want to help people. We want to make their stay here, make it a bad thing into what could be a good thing, one way or the other, and again, really start with your team, and I’m very lucky and privileged to be able to have those kind of folks here. The program itself, we’re going to focus on … We got about 11 key points right now and if you like I’ll touch on some of them.

Vera Fischer: That will sweep it. That would be great and you said 11 key points.

Step #1: Communication is Key

Michael Pizzano: 11 key points, yeah, of focus for the program and this is something that’s in the works and I would welcome to hear some feedback on it and what to add, what to take off. It’s something that I’m going to be doing some talks on coming up in the near future, but some of the topics are what is your strategic patient customer experience? What is your plan when that patient walks in the door? For us, our plan is what’s the next step? We’re a part of a continuum of care, what’s the next step?

Our goal is to do what? You need to lay that plan out in advance so that all parties are on the same page. Communication is key. I have a picture in my office specifically says communication because if you fail from the start, you lose your credibility from the start. We’re big time on what’s the strategic patient experience for the patient that’s coming in. My folks, when we get into admission they flock to the patient. They are like birds, I say. It’s interesting to watch them.

They do everything and everything for the patient and then we go out and we meet the family, we chat about hey what’s the next plan here, and I think here we do a great job and that’s why I wanted to talk a little bit about this program is for other folks that are trying to improve customer or in this case patient experience. I think that’s a good first point.

Vera Fischer: Mm-hmm (affirmative).

Step #2: Go Beyond the “Checklist”

Michael Pizzano: Next, we call beyond the checklist kind of thing. Everyone has the checklist of hey did you do this today? Yes. Did you do this today? Yes. Well, sometimes you got to go off the checklist and off the checklist really is not so much if you focus on what your normal activities are today as a clinician or a nurse or any type of caretaker, just because you did it doesn’t mean that that’s necessarily enough. What else have you done beyond the checklist? I have some nurses here, they’re so fantastic that during the holidays they made stockings for all the patients.

To me that’s something that’s going beyond the checklist and it’s a testament to the care that we deliver here, but also the training that we gave them to show them that just because you think you met your goals for the day, well, what else have you done?

Step #3: Taking Care of the Extended Patient

Next is the extended patient. When we talk about the extended patient, it’s the family. I am so overly confident in the care that we deliver in my hospital, but a lot of our patients are very sick, so they don’t really know what they’re going into. Some of them are too sick to talk, but who can talk? Who is their voice? That is their family and their family can be … you can have a young parent in here. You can have a grandma, great grandma or there’s family that’s taking care of them.

The extended patient in this case could be multitude of different family members, that could different parts of the country. What we do is, we do our best, again going back to communication, at communicating early and often is what we like to call it with the family and we tell them, when you get here your first 24 hours, we’re going to have a ton of questions. Ask. We have the right people in place to answer them and for whatever reason if they can’t answer it, we’ll get you an answer timely because these people are scared. Our goal is to alleviate that.

Vera Fischer: I have a quick question for you Michael. Does that communication for and I’d love how you use the phrase the extended patient. That’s really interesting, but from that communication perspective, is it all verbal? Is there follow up in some type of writing? How does that work or how are you finding that that’s most effective?

Michael Pizzano: Right. What we’ll do, immediately we do family meetings here. With our family meetings, we bring a lot of our disciplines in together and we chat about what’s important, what is the goal, what is the next step in the continuum. That is, let us answer your questions upfront. Hey, if you have any post, that’s great and you’re going to meet with my team and you’re going to understand who’s the next person that you need to talk to if you have a certain question. For things in writing, I wouldn’t say we necessarily follow up with things in writing per se, if we need to we will, but …

Vera Fischer: It’s really that human interaction that you’re looking for.

Michael Pizzano: 100%.

Step #4: Communicating Bad News

Vera Fischer: Awesome. Let’s move to key point number 4, I believe we’re on.

Michael Pizzano: Number 4 is what we all don’t like to do, but unfortunately it’s a nature of the business, is communicating bad news. Quite frankly this can go to some docks. This can go to heads of our departments where unfortunately we’re going to have to have bad news and you got empathic with how you deliver bad news. I am very proud of my staff. You got to have a heart. It’s just because you’re coming to work today, you have a job to do, but if someone’s just found they have cancer, or just found out that they only have a couple days to live, we better be communicating that bad news appropriately to the family and here I think we do a fantastic job at something that’s tough to do.

I think it’s a pull on an arm that personally when you have to do that. I like to say a lot of our patients are like our family and how would you like to tell your family member that a loved one has passed away or is about to pass away and that’s where we keep that communication open. A lot of a families, they want to be notified of things that go on. Assuming you’re the power of attorney, we’re allowed to give you that information. We’re going to do and we’re going to do it timely. We’re not going to say, hey there was a change in condition 2 days ago, no we’re going to use power of attorney and say, look we see a change in condition, you may want to come down here, and maybe you get that last day in and that means a lot to families.

#5: Understanding the Economics of the Patient Customer Experience

It means a lot to, “Hey I got to see my loved one one last time”, if unfortunately that’s the way that it goes. Next that we have economics of patient experience. What is this? As weird as it is, the hospital industry is turning a little bit into the hotel industry I’d like to say. Where what are we doing? We’re looking online, we’re looking at how many stars. Medicare has this star program out now and it’s interesting. It’s like well, I want to go to the 5 star restaurant for dinner. Well, I guess I want to go to the 5 star hospital for my care, or go to the 5 star hotel.

What we like to talk with families about is we can’t culminate the world. Like anyone else, we all have budgets that we need to meet, but look some things that are, I would say, economically appropriate that we can handle, we’re going to try and help out with. Maybe it’s the only way the family can communicate is via Skype, as an example, and they have a cellphone, but the charger broke and died, and the family member can’t there for a week. Are we going to go out and get a charger? You know what, let’s get the charger because we’re taking care of any means of communication between loved ones.

If they can’t get here, that helps the patients. We had a patient that was here for quite some time and every day she would Skyping with her husband. He lived far away, but that meant the world to both of them. If in this case I speak about economics, if a charger breaks, we’ll get you a new charger. It could also come down when you have different types of religions that are here. If you have a religion where, maybe let’s say a Jewish community, where they only like certain types of food. We better be able to accommodate that. We’re taking them out of their norm and we’re bringing them into our world and we’re going to try our best to do what we can to accommodate so that make sure that they get the potentially Kosher food that they want.

Step #6: Develop Partnerships with Other Hospitals

Just because you’re in the hospital doesn’t mean you can’t tweak some things and meet the patient’s experience, in this case the customer-patient experience. Partnerships and referrals. You have to have a good partnership with other hospitals. You have to be on the same page with your local hospitals in the area that you have a good referral pattern with them. We like to say it’s a continuum of care. We have some great relationships with local hospitals here where we’re a piece of the continuum of care.

They’re going to send their sick patients to us and we’re going to funnel them potentially back into their system depending upon the needs of the patients, but when you have those partnerships, like we’re speaking right now about something like patient experience, I would hope that my partners would say to them, “Look, these guys over at hospital, they know what they’re doing. They know not only clinically, but they cater to the patients.” It’s not so much a selling point as it is. This is a practice that we do every day, and something we’re very proud of. A lot of our local partners and a lot of our doctors in the community, they understand that and it makes me feel really good.

I got a phone call from one of our pulmonologists this morning he’s like, “Hey. Look, I have this patient that’s coming your way. I talked you guys up, not only for your clinical skills, but I really think that what the family has going on that your facility is the place for them to go”, and that’s a good testament for what we got going on here.

Step #7: Managing the Employee-Patient Experience

Vera Fischer: It is. The next?

Michael Pizzano: Next is employee-patient experience. A lot of training goes into our employees here with patient experience. We have this new empathy program that our chief clinical officer and my director of quality have just whipped up that they’re going to get it’s about 2 hours worth of training on empathy. We want to make sure that our staff are coming to work, they do a fantastic job clinically, but again what’s the take home every day. When the family member leaves, they want to leave for the day satisfied of the care and that they’re in good hands and that they were treated like humans, communicated with appropriately and we will make sure of that, but it starts with the staff.

Step #8: Effective Change Management

If the staff don’t get it, aren’t buying into your concept, this isn’t going to work, and again I’m very lucky that I have a fantastic staff. With that comes change management. If you don’t have the staff that get it, that’s the problem so we change the culture here. When I started 2 years ago in this role, we’re very good at what we do. We know we’re good at what we do clinically. We have the quality data to back that up. Reputation wise for our hospitals are one of the tops in the country right now for our reputation.

We want to keep that up. We have a positive culture in this hospital right now. We have changed what could have been prior issues in a different time. You went through some folks and, “Hey are you buying into our program?”, and the majority of them all said yes and we were able to teach them some new techniques. We are fully staffed here. We have no opening right now and people are tenured. That means a lot. You want those same faces. You want those same respiratory guys that when family members are leaving for the day they say, “Oh, someone’s so great.” And I like to say, yeah, I know. You don’t have to toot their horns and make their heads any bigger, but joke around with them.

#9: Properly Dealing with End of Life Issues

Just three more, number 9 here is end of life issues. It’s a tough conversation to have, but again these are the big parts to any health system is potential for any end of life issues. That’s again, where it comes back to communication. Got to be upfront. Got to be vocal with what’s the reality. You can’t sugar coat it. You don’t want to give false hope. You want to be able to say, look this is what’s going on because if you’re not open and clear about it, the communication gets faint. That’s not what we want here. We want to be able to tell our families, look this is what’s going to happen for the patient potentially, and give them options, and hey think about it. We don’t need an answer right now, but we want you to think down the road if this is happening.

We get a lot of positive feedback from families that, “Hey thank you. You opened our eyes to different routes we can go.” Just because they’re on a ventilator doesn’t mean that they don’t have any hope. We provide them with hope that hey look, if it works, great. If it doesn’t, here are some of your options.

Step #10: Continuous PX Innovation

Two more. We have PX innovation, it’s something that we’re looking into. How can we innovate our patient experience with our staff, our patients and their families a little bit better. One of the things that we’re looking at is we have iPads here and we allow folks to “Hey, if you’ve had a positive experience, tell us about it.”

If you have an employee that’s going above and beyond, tell us about it. We want to recognize them. we want to make that they get credit for doing what we believe in. We’ve had some remarkable follow up from families on it and it really gets some tear jerking responses on some of these too, which is really nice especially for patients that are very ill that we work on and got better, and left the hospital saying then, “I thank God we went there.

Step #11: Take All Legal and Compliance Issues Seriously

The last one is your legal and compliance issues. Don’t want to really beat the legality piece too much, but we have to. We all have rules we have to follow. We all have joint commission. We are a joint commission accredited hospital so we have things that we need to follow, but if we’re having compliance related issues, we want to make sure that those are brought to light and we’re very open about it.

You walk in here you’re going to see where, when you walk in who’s the compliance officer’s phone number. If there’s a problem tell us. This is another side of the patient experience. We’re not sweeping anything under the rug. We’re not hiding anything. We want to be open and honest, but sometimes you have some facilities that maybe try and sweep it under the rug and that’s not what we are.

Where we get positive reputation are for things like that. If someone calls a compliance line it could be very minute in everyone else’s world, but in this person’s world it means the world. They’re just looking for a response and me as CEO, I’m happy to reach out to them because I want to make sure that when we rectify things that my staff understands that look, again maybe in your world this wasn’t a big issue, but in their world it is. We give them that avenue of a compliance number to call and I’d say that in a nutshell is the program I’m looking to create here.

Michael’s Plan for Sharing His Patient Customer Experience System

Vera Fischer: It sounds like Michael that you’re already doing a lot of what’s in the program and I know that you said that you’re now, it seems as if you’re formalizing, adding a little bit more structure to each of the steps. What is your plan for educating your team on this particular system? I know you’re going to be speaking about it at some events to colleagues and peers, but what is your plan for your organization?

Michael Pizzano: Yeah. One of the things that we talked about is my organization and this specific program that we’re building. Whether they want to or not, they maybe the test pilot so to speak with the program because if I’m preaching it, I want to make sure that they’re doing it, and what we’ve had go on in our hospital is we’ve had bits and pieces of the key modules that I discussed that have come up, that we have focused on, but now we’re going to formalize the program as a pack.

That’s what I’m hopeful that my hospital could be like a guinea pig so to speak and go through that and use it as a means of hey, we are let’s say patient experience certified. We all went through this training because this is, again like I said, this is what families and patients are looking for nowadays. You have a star program out there, they want to go to the best. They want the air, they want the people that are empathetic, that care and that will communicate appropriately, and I really think that if you can get this stamp of approval like a patient experience kind of approval, I think that that carry a lot of weight and get you some positive feedback and more families that want to choose you over your competition.

Vera Fischer: Absolutely. Are you planning on using additional resources to roll this out? Or do you have team leaders in each discipline that will or each of your key points that will spearhead the education within the organization?

Michael Pizzano: Yeah, we have different areas of expertise. We have the clinicians who will obviously have to speak to the clinical piece. We may have someone who communicates bad news, the doctors do sometimes or maybe you have a key physician that’s going to teach that kind of stuff, or one of my medical directors that can teach to the other physicians. You want to keep it at their level that they’re on the same page. You want social work, case management to learn from social work to case manager. We want this person to be able to talk the talk and walk the walk at the same time. It’s kind of hard for somebody that’s not clinical to be teaching to clinicians something about end of life care when they haven’t experienced it.

Vera Fischer: Right.

Michael Pizzano: In my opinion, I would have those that have had the experience would be the ones that would be teaching it.

Vera Fischer: What is your plan for implementation or a date that you’re looking at timeframe?

Michael Pizzano: Well, hopefully sooner rather than later. We have some things in the works that have created some collateral that whether it be in-house here at my hospital or working outside the hospital, the plan was hopefully by January 1 to have a formal plan up and running that we can market outside of the hospital system. I’m excited that as it’s progressing, I think it’s going to be great.

How Michael Measures the Effectiveness of this System

Vera Fischer: Well, I do know that putting structure around processes like that usually do lead to success just because defined structure is easy to communicate to everyone concerned especially when in an organization as large as yours. What are your thoughts on how you’re going to measure the effectiveness of this once it’s rolled out and has been in place for a period of time? Is it comments? How are you thinking there?

Michael Pizzano: Yeah, we’re really big on our reputation.com piece. That’s how we calculate all of our scores. For how we are doing as a hospital and I would say that that’s a great measure. I get monthly feedback on that and I’m able to … We have our positive responses and we get negative too. The negative ones, what’s great about my organization that the Top Echelon find out about these, we don’t hide anything. We bring it to light and we deep dive into it and we’ll look and say, “Hey, is this person being realistic? Are they not? Did we do something that we shouldn’t have? Could we have done better here? Let’s learn from it.” The statistics that we get monthly would probable be one of my best gauges in my opinion.

Next Challenge(s) for Michael and His Team

Vera Fischer: All right. Well, it’s important to our listeners to have some type of measurement mechanism at the end even if you’re looking at another system for ratings and reviews, or you’ve got your own tracking system, et cetera. Don’t overlook that part of the puzzle. Michael, the information that you’ve shared with us around your patient experience outcome process has just been super informative. You’ve given us a great 11 point process there, but to wrap up our discussion, let’s talk about the next challenge for you.

Michael Pizzano: Sure. Well, in this case we would love to get this program out that we can market and like I said to get … Like if you’re driving down a highway and you see the billboards of hey this hospital is certified in patient experience, that’s something we would want to be able to show and to say that it was learned from our health system here, and we’re the guinea pigs so to speak. That’ll speak volumes that we really care, number 1 about here, but to have other hospitals that buy into the same kind of plan and walk away when it’s all said and done with being certified in patient experience and look this doesn’t have to be just me teaching or people that I work with.

This could be other folks and other hospitals that want to join this patient experience component. I’m sure they have equally as important stories and as we continue to certify folks and hey you are certified patient experience. You got that set of approval, I will guarantee you some hospitals star programs may increase. Can’t guarantee it yet, but we’ll manage I and we’ll review it once we get our first classroom.

Vera Fischer: Well, Michael you’ve shown us that processes are needed to get the work done and have provided a few of the new answers that our listeners need to hear regarding the execution of a successful system. Before we go, let’s close out today’s discussion with any final advice you want to share. Anything we may have missed and then tell us the best way we can connect with you.

Michael Pizzano: Sure. Well, thank you again for the time. I can talk forever.

Vera Fischer: You did.

Michael Pizzano: You say missed, I could keep going. I’m just really passionate about patient experience. I really think it’s a make or break for an organization whether it be customer experience, well in my case patient experience because if you’re not taking care of your patients clinically and your families, their families appropriately, it will wreak havoc and it will give your hospital a bad name. I take it to heart.

We have such great success stories here that I’m just overly proud of my staff and to me it’s easy to market something like this because I’m confident in my people. I’m confident in the leadership in this building. I’m confident in the direction I want the hospital to go and I really think having top-notch clinical care as our quality number show and we’ll report back on our patient experience numbers, I really think that it’s going to continue and it’s going to make things better and we’ve already enacted some things and we’re going to strive to be the best that we possibly can here.

On the lines of contacting me, I am on LinkedIn. I’m a big LinkedIn fan. My preference would be you can look me up there. My name’s Michael Pizzano, P-I-Z-Z-A-N-O, and I’m happy to chitchat with anybody and bounce some ideas off with other folks and yeah.

Vera Fischer: Great. Well, System Execution fans, no matter how notes you took, or how often you re-listen to this episode, remember every successful business uses systems to drive to a better outcome. Michael, it’s been great to have you on the show and thank you for sharing your insight with System Execution listeners to.

Michael Pizzano: Thank you very much. I appreciate it.

I hope you found this episode of System Execution enlightening. For free examples, case studies, e-books, and more be sure to visit systemexecution.com/resources. Contribute to the conversation by reaching out to Vera directly on email at vera@systemexecution.com. Until our next episode, thank you for the privilege of your time.




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