The Gary Bisbee Show

Meet Ben Horowitz:

Ben Horowitz is Co-founder and General Partner at the venture capital firm Andreessen Horowitz (a16z). He is the author of “The Hard Thing About Hard Things” and “What You Do Is Who You Are.” Prior to a16z, Ben was Co-founder and CEO of Opsware (formerly Loudcloud). When Opsware was acquired by Hewlett-Packard, he became their Vice President and General Manager of Business Technology Optimization for Software. Ben received a Bachelor’s in Computer Science from Columbia University and a Masters in Computer Science from UCLA. 

Key Insights:

The vision for Andreessen-Horowitz derives from Ben’s own experience as a software founder.

• Lessons For CEOs. Ben has two main leadership lessons. One is to seek the truth: about the product, company, and everything you do. Two is to remember you are always talking to the whole company. Every brainstorming session, conversation, and raise can impact the politics and culture of your organization because you speak for and as the company.
• Are CEOs Made? Ben posits that CEOs are more made than born. Mark Zuckerberg, Elon Musk, and Jeff Bezos are so different from each other, yet are the CEO-founders of successful companies. Truth starts with being true to yourself and your own leadership style.
• What a16z Does Different. Andreessen Horowitz is a venture capital firm designed to help the founder become an effective CEO, rather than replacing them. This is done by providing founder-CEOs with a network of powerful industry experts, executives, and advisors. Additionally, a16z is transparent about their investing decisions by publishing articles on their website. 

Relevant Links: 

• Learn more about a16z
• Read Ben’s most recent article “a16z is Moving to the Cloud”
• Check out Ben’s books

Meet Jeanine Turner, Ph.D.:

Jeanine Turner, Ph.D. is a Professor for the Communication, Culture, and Technology Program and an Affiliate Professor for The McDonough School of Business at Georgetown University. She is the author of “Being Present: Commanding Attention at Work (and at Home) by Managing Your Social Presence.” Professor Turner received a Bachelor’s in Communication Management and Masters in Organizational Communications from the University of Dayton, and a Ph.D. in Communication Studies from Ohio State University. 

Key Insights:

Professor Jeanine Turner, Ph.D. is an expert on the intersection of communication and technology. 

• What is Social Presence? Social presence is the feeling of connection when communicating with another person. This is heavily influenced by format of communication such as face-to-face conversations, email, and texting. 
• Don’t Multi-Communicate. You’ve heard of multi-tasking; multi-communicating is similar and people are just as bad at it. It’s communicating with multiple people at the same time, such as having a face-to-face conversation while texting someone else. The best practice is to focus on one conversation at a time.
• Implementing Social Presence. When thinking about different communication strategies, Professor Turner recommends reflecting on who is your audience, what is the content, and what is your message. These variables will help you decide the right type of presence to engage in. 

Relevant Links: 

• Check out Professor Turners’ website
• Check out “Being Present: Commanding Attention at Work (and at Home) by Managing Your Social Presence.”

Meet Paul Mango:

Paul Mango is the former Deputy Chief of Staff for Policy at Health and Human Services and was part of the leadership for Operation Warp Speed. He is the author of “Warp Speed: Inside the Operation That Beat COVID, the Critics, and the Odds.” Previously, he was the Chief Principal Deputy Administrator and Chief of Staff at Centers for Medicare and Medicaid Services. Paul received a Bachelor’s in Engineering from the U.S. Military Academy at West Point and an MBA from Harvard Business School. 

Key Insights:

Paul Mango shares first-hand insights into Operation Warp Speed (OWS), which got a COVID-19 vaccine to the American people in less than 10 months. 

• Keys to Success. Paul points to 5 key factors that led to OWS’s success: the historical development of mRNA technology, understanding the pharmaceutical industry, a venture capital mindset, bypassing bureaucracy, and public-private partnerships. 
• Fail Fast. While problems occurred, few challenges significantly delayed OWS. The team had many seasoned logistics, manufacturing, and vaccine development experts that were able to predict problems before they happened.Leadership also had the philosophy of “fail fast,” figure out the issue quickly and solve it.
• Advice for Up-and-Coming Leaders. Leadership is not about being on top, it’s about being out in front. Understand how the world is changing so your organization can adapt and survive. Additionally, the value of the team is always greater than the value of any individual. 

Relevant Links: 

• Check out “Warp Speed: Inside the Operation That Beat COVID, the Critics, and the Odds”
• “Former Warp Speed official reflects on triumphs, tribulations of COVID vaccine rollouts”

Ep 73.The Gary Bisbee Show Notes

“Conflict, Courage, Regret” with Amy Gallo, Jim Detert, Ph.D., and Daniel Pink

“The single biggest thing a leader can do: talk about one of our regrets. Don't just leave it there though, explain what you learned from it and what you're going to do about it.”

                                                                                                                          – Daniel Pink

Meet the Guests:

This episode features three leaders previously interviewed on The Gary Bisbee Show. Amy Gallo is a Contributing Editor for the Harvard Business Review and co-host of the “Women at Work” podcast. She is also the author of forthcoming book “Getting Along: How to Work with Anyone (Even Difficult People).” Jim Detert, Ph.D. is a professor of Business Administration and Public Policy at the University of Virginia and author of “Choosing Courage: The Everyday Guide to Being Brave at Work.” Daniel Pink is a five-time New York Times bestselling author. His latest book is “The Power of Regret: How Looking Backward Moves Us Forward.”

Key Insights:

Authors can provide new perspective and framing on traditional leadership ideas. 

• Better at Conflict. When conflict arises, we tend to go on the defensive and lose sight of the other person. Instead, try to think about the other person in an empathetic way. Additionally, do preparation for the conversation. Ask yourself: what are the facts of the situation, what assumptions am I making, and what don’t I know? And, what if I’m wrong, what would I do differently?
• How to Lead Courage. Leaders must acknowledge that fear exists and work towards a culture that promotes and protects courage. This includes modeling courageous actions, defending employees that are courageous, and examining potential barriers to bravery like financial and promotion incentives.
• How Leaders Can Use Regret. Daniel encourages leaders to share their regrets and mistakes. It creates an opportunity for powerful conversations about what can be learned from regrets and how to prevent future ones. It also helps normalize regret, which is important because regret is normal.

Relevant Links: 

• Listen to Amy Gallo’s full episode
• Listen to Professor Jim Detert’s full episode
• Listen to Daniel Pink’s full episode

Ep 72.The Gary Bisbee Show Notes

“A Guide to Fixing American Health Care” with David Nash, M.D.

“We find the black box and, no surprise to hardened investigators, it's a multifactorial.”

                                                                                                                          – David Nash, M.D.

Meet David Nash, M.D.:

David Nash, M.D. is the Founding Dean Emeritus and the Dr. Raymond C. and Doris N. Grandon Professor of Health Policy, at the Jefferson College of Population Health.He also serves as a Special Assistant to the Chief Physician Executive of Jefferson Health. He is a prolific author, with a forthcoming book, “How Covid Crashed the System: A Guide to Fixing American Health Care.” Dr. Nash received a Bachelor’s in Economics from Vassar College, a medical degree from the University of Rochester, and an MBA in Health Administration from the University of Pennsylvania.

Key Insights:

Dr. Nash analyzed the pandemic like an investigation into a flight crash. The black box revealed a variety of misaligned incentives in our current healthcare system.

• Heroism is Counter-productive. Dr. Nash pushes back on the habit of calling doctors “heroes.” It reinforces the mythology that doctors can fix and control everything in healthcare. While individual doctors did their best, in reality it was the American health system that failed during the pandemic. (27:41)
• Pay-vidors. Dr. Nash points to the benefits of joint venture or ownership models, where payers and providers are economically aligned. This type of model incentivizes prevention, wellness, and upstream care. Kaiser Permanente and Humana are models of this. (34:58) 
• How to Fix Healthcare. Dr. Nash has core recommendations to fix American Healthcare: improve medical education, realign healthcare payment incentives, refocus leadership on the patient, improve connectivity with consumer, and make digital health more inclusive.

Relevant Links: 

• Check out Dr. Nash’s forthcoming book “How Covid Crashed the System: A Guide to Fixing American Health Care”
• Follow Dr. Nash on Twitter

Meet Tom Balcezak, M.D., MPH:

Tom Balcezak, M.D., MPH is the Chief Medical Officer of Yale New Haven Hospital. Previously, he was the Senior Vice President and Chief Quality Officer for Yale New Haven Hospital. He has been with the organization for over 30 years. Dr. Balcezak is an internist and received his medical degree from the University of Connecticut, and his MPH from Yale University. 

Key Insights:

Dr. Balcezak provides insight into the position of Chief Clinical Officer, and the role it plays in the c-suite, strategy, and decision making.

• The Role: Chief Medical Officer. CMOs have the responsibilities of what historically has been a Chief Physician Executive. His direct reports include Chief Medical Officers and Chief Nurses, and he plays a role in quality, safety, accreditation, policy regulations, as well as pharmacy and supply chain. From a strategic perspective, Dr. Balcezak centers his decisions around the clinical needs of the patients and broader community. (6:50)
• Integration at Scale. Yale New Haven Hospital was able manage the large influx of patients during the pandemic due to the large size of the organization, combined with a high level on integration. The institution could pivot quickly due to system-wide standardizations related to EMRs, practice groups, and care protocols. (12:43)
• Staffing Shortages. America’s aging population combined with pandemic burn out is causing staffing shortages in healthcare. Additionally, Dr. Balcezak notes wage competition is occurring from parts of the economy that healthcare doesn’t normally compete with. Staffing will be one of the biggest challenges ahead given the person-intensive nature of healthcare. (25:57)

Relevant Links:

• “Thomas Balcezak, MD, MPH appointed Chief Medical Officer of Yale New Haven Hospital”
• Learn more about Yale New Haven Health

Meet Tevi Troy, Ph.D.:

Tevi Troy, Ph.D. is a Senior Fellow at the Bipartisan Policy Center as well as a Senior Fellow of the Hudson Institute. He is the founder and CEO of American Health Policy Institute. His career extends into the public sector as a former member of President George W. Bush’s transition team, a Deputy Secretary in HHS, and Acting Assistant to the President for Domestic Policy. Additionally, Dr. Troy is a prolific writer with 4 books on presidencies and over 300 articles commenting on political trends.

Key Insights:

Dr. Troy reflects on the 4th of July through the lens of past presidencies. 

• Bonds of Liberty. During the 4th of July, Presidents look for ways to unite the country. Dr. Troy points to an overarching message of liberty as a way to remember our shared bonds as Americans. (1:49)
• Did You Know? Thomas Jefferson and John Adams both died on the same day, July 4th, 1826, 50 years after the signing of the Declaration of Independence. (3:32)
• How We Celebrate. Sometimes Presidents host activities on the 4th of July that advance policies of their administration, like parades or naturalization ceremonies. However, most often Presidents go to a vacation place they are comfortable with and celebrate with family. (6:12)

Relevant Links: 

• Follow Tevi Troy on Twitter
• Tevi Troy has published 4 books analyzing past and present presidents
• Read Tevi Troy’s article in National Affairs

Meet Mike Mussallem:

Mike Mussallem is the Chairman and CEO of Edwards Lifesciences. Prior to Edwards, he was at Baxter International. Currently, Mike serves on the board of the Advanced Medical Technology Association (AdvaMed) and is an advisory board member for the Leonard D. Schaeffer Center for Health Policy & Economics at the University of Southern California. He is a trustee of the University of California, Irvine Foundation and the Rose-Hulman Institute of Technology. Mike received a Bachelor’s in Chemical Engineering from the Rose-Hulman Institute of Technology.

Key Insights:

For Mike Mussallem, Edwards Lifesciences has a responsibility to the patients they serve. That mission is baked into their technology, culture, supply chain, and strategy.

• Culture of Innovation. Mike emphasizes the importance of culture. Edwards, like many medical technology companies, wants a culture of innovation. To achieve that requires rewarding true innovation, not just increases in sales, as well as creating an environment where employees can admit failure and build off of it. (19:12)
• Supply Chain Resiliency. The pandemic had a limited impact on Edwards due to built-in redundancy. Edwards has multiple production plants and suppliers, with facilities around the globe that support their specific geographic area. Effective strategy combined with strong culture helped Edwards tremendously during the pandemic. (24:42)
• Culture Eats Strategy. Another fundamental aspect of Edwards’ culture is its dedication to helping patients. The company brings that element to life through storytelling. Conferences or other events often showcase short films about how their technology directly impacts patients. When asked, 90% of Edwards employees think about patients each day when they make decisions. (29:36)

Relevant Links:

• Learn more about Edwards Lifesciences
• Read “Edwards Lifesciences CEO Mike Mussallem on balancing innovation, ethics and resilience”

Meet Retired Major General Joe Caravalho, Jr., M.D.:

Retired Major General Joe Caravalho, Jr., M.D., is the CEO of the Henry M. Jackson Foundation (HJF) for the Advancement of Military Medicine. Prior to joining HJF, Dr. Caravalho served in the U.S. Army in various position for over 30 years, including Joint Staff Surgeon and Chief Medical Adviser to the Chairman of the Joint Chiefs of Staff. Dr. Caravalho received a Bachelor’s in Math from Gonzaga University, a Master’s degree in Strategic Studies from the Army War College, and an M.D. from the Uniformed Services University of the Health Sciences School of Medicine. 

Key Insights:

Retired Major General Joe Caravalho, Jr., M.D. has led a distinguished leadership career in and supporting the U.S. Military.

• Career Development. In your early career focus on establishing technical expertise. As your career progresses, continue to develop new skills, particularly related to leading people. The skills necessary for one promotion may not be enough for the next. (24:06)
• Mentorship. Dr. Caravalho never asked for help or sought out mentorship. He was fortunate to have a commanding officer begin a mentorship relationship without him even realizing. He advises young leaders to not be like him, and instead seek out mentorship relationships early and throughout your career. (26:21)
• Henry M. Jackson Foundation Explained. HJF is a civilian not-for-profit organization that partners with the military to facilitate multi-year studies and programs. Their research priorities align with the dynamic priorities of the Department of Defense. For example, HJF is currently focused on vaccines and disease prevention. (1:58)

Relevant Links: 

• Learn more about the Henry M. Jackson Foundation for the Advancement of Military Medicine
• Read more about Dr. Caravalho

Meet Amy Gallo:

Amy Gallo is the author of the “HBR Guide to Dealing with Conflict,” and the forthcoming “Getting Along: How to Work with Anyone (Even Difficult People).” She is a co-host of the Women at Work podcast and is a contributing editor at Harvard Business Review. She is a public speaker and founder of Amy E Gallo Consulting, Inc as well as a Coach and Consulting Partner at Paravis Partners, LLC. Amy received a Bachelor’s in Sociology from Yale University and an MPA in Public Policy from Brown University.

Key Insights:

Amy Gallo realized there were many exceptions to the generalized rules about dealing with conflict. She set out to write a book that provides more specific advice for dealing with different types of difficult people.

• Being Better at Conflict. When conflict arises, we tend to go on the defensive and lose sight of the other person. Instead, try to think about the other person in an empathetic way. Additionally, do preparation for the conversation. Ask yourself: what are the facts of the situation, what assumptions am I making, and what don’t I know? And, what if I’m wrong, what would I do differently? (11:28)
• Working with Passive-Aggressive Types. Some co-workers may defy orders and not be straightforward or honest. Amy recommends creating situations where that coworker feels comfortable sharing their disagreements, and feels seen and heard. Additionally, create group norms that create positive peer pressure so that person delivers on their agreements. If those tips don’t work, call out the behavior with examples. (29:05)
• Working With Know-It-Alls. To navigate disagreements with a know-it-all, focus the conversation on facts and data. Additionally, overconfident people tend to respect confidence in others, so present your data with conviction. Remember that their behavior likely is a reflection of their own insecurities, and not a judgement of you. (32:09)

Relevant Links:

• Check out Amy’s website
• Pre-order “Getting Along: How to Work with Anyone (Even Difficult People)”
• Check out the “HBR Guide to Dealing with Conflict”