Information Session

Insight from our graduates can illuminate how the Kelley Physician MBA will help you achieve your goals. During information sessions, they discuss how the program launched or amplified their careers and helped them evolve as physician leaders. Additionally, our program director discusses program details and logistics.

Join us for an information session during the 2024-2025 academic year.

January 24 from noon to 1 p.m. ET
February 24 from 1 to 2 p.m. ET
March 21 from noon to 1 p.m. ET
April 18 from 1 to 2 p.m. ET
May 16 from noon to 1 p.m. ET
June 20 from 1 to 2 p.m. ET

Sign up for an info session, watch a recent information session below, or schedule a personal consultation with our program director, Susannah Eastwick, by emailing kbizmed@iu.edu.

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Recent Information Sessions with Kelley Alumni

Chris Strachan, MD, MBA'22

Hear from Dr. Strachan, an experienced emergency medicine physician, executive vice chair of clinical affairs for the Department of Emergency Medicine at IU Health Physicians, associate professor of clinical emergency medicine at the IU School of Medicine, and medical team manager for the Indiana Task Force 1 Urban Search and Rescue Team.

Description of the video:

Good afternoon and welcome. We appreciate your time today that you're spending with us learning about the Physician MBA Program, the Kelley School of Business at Indiana University. My name is Susanna Eastwick. I serve as the director of the Kelley Physician MBA Program here. Of course, I'm joined in the room by Suzi Tolliver, who many of you have chatted with, got text from this morning, et cetera. And Chris McDivitt who serves in our instructional technology role as well as our team in the booth. I always like to make sure we shout out to all those who support us. I'm thrilled that you get to spend time today with Dr. Chris Strachan, who is graduate of our program, holds many different hats which he's going to talk to you about. First, being an ER physician, but his perspective on his experience in the program is what he's going to share with you here today. I'm thrilled you get the opportunity to learn from him and learn from his experience. I want to walk you through some of the nuts and bolts and overview of the program so that you understand what is this Kelley Physician MBA program and why is it so distinctive? The first question I love to answer is, why an MBA for physicians? Why this specific program? If you survey the US, you'll find we used a joke, like you could swing a dead cat. And you're going to hit an MBA program every time. A plethora of programs to choose from. When you're looking at programs, three things I always talk about is look at who's in the classroom with you, what are the classes that are being taught, and who are the faculty that are teaching them? When you look at those three answers, you'll typically find the program that's the best match for you. What we did is we started this program about ten years ago now looking across the industry and seeing there's very few programs that truly focus on what a physician needs to know to lead the industry moving forward. That is where we started this program because our mission is to change healthcare through physician leadership. It's a bit optimistic. It's a bit of a cultural shift. And we are thrilled that this is the space in which we operate. What we see is that healthcare is incredibly changing, right? The one constant in healthcare is change. Our belief is that physicians need to be the ones leading that change. But in order to be effective as a change agent across the industry, you need the tools, the skills, the knowledge that you can gain through an MBA program of this type. That's things like finance, operations, marketing, accounting, et cetera. But also the leadership skills on collaboration, communication team Mark, et cetera. We built a program literally at the intersection in business and medicine. That is the answer to the question of what a physicians need to know to lead the industry moving forward. Now of course, the Kelley School of Business is a program that a place that you can join with confidence. We're one of the top ranked business schools in the US. And a really important item to note is we're actually a business school that is top ranked, functioning at a public university. When you look at rankings, you'll find most of the top business schools are private schools where they have access to a very different funding model than we do. That shows a lot of innovation, a lot of savviness, and a huge commitment to excellence on the part of Iu that Kelly is here you can see where the number one ranked online MBA program, we have been consistently ranked number one for almost 12, 15 years now is the top and online MBA program. Our part-time MBA is the same, our full-time MBA the same. What does that mean when you come to a top ranked business school? It means we have a certain quality of faculty that are part of our classrooms that you can be sure you're going to be spending time with. Those faculty are experts in their field, they're doing research in that area, they're doing consulting work, but they're also incredible teachers. For our physician, MBA, we specifically use faculty who have research in health care. Some of them even have joint appointments across the campus and either in different schools related to medicine or health care. They are published in not just business journals, but also healthcare and medical journals. They have deep expertise in what they're talking about, but especially important, they understand the physician learning style and there's lots of studies done on the physician learning style. And how do you deliver information effectively for the long term retention of knowledge and practicing physicians? And what they found is if you use the learning style that recognizes first what you already know then introduces new knowledge. Then you apply that knowledge, the laying of hands of that knowledge and then come and reflect on it, that that's how you best learn. Our faculty very much understand this is how you should learn, this is how you best learn, and that's how they deliver their content. Most of our curriculum is project based, with reflective opportunities, with introductory opportunities, et cetera. And I keep saying more important, but even more important to know that they also understand the demands on your time. They teach efficiently and effectively so that you can do this program while still maintaining a full time practice, a full time administrator role, whatever it is you might be doing, this will fit into your life. And our faculty understand that. There's a great quote on the screen here from Dr. Sheryl Wolfe, who graduated in 2017, had an Ob Gyn practice When she started, she's now with her MBA. Leveraged herself into a role where she's directing Women's health for a major healthcare system in Wisconsin. These professors are experts in their fields, and they opened my eyes to a whole new way of looking at my medicine. How the business of medicine shapes actual health care. Why join our program? Let's run through some of the highlights the curriculum. Remember I talked about who's teaching the classes, who are in the classes, and what are the classes? The curriculum is absolutely a reason why this program is very distinctive. What we've done is created classes that are right at the intersection of business and medicine. I always encourage people when you're looking at a program, play the comparison game of curriculum. Print out our courses, which you can find on our website. Detailed out along with course descriptions, we have short descriptions of every single class. So you can see this is what you're going to be studying within them. And lay that out with every other potential program you're looking at. And start highlighting, these are the classes I most need highlight across. Then talk to people who are roles that you might want to be in one day. And your mentors and advisors. And ask them to look at the curriculum and say which one would most serve me as I continue to grow or I continue to potentially grow into your position. When you do that with our curriculum, you're going to find there's classes in our program that you don't find anywhere else. That is because we have a very standard MBA. This is really important to know. I get this question a lot like, okay, it's AMBA and the business of medicine, but it might be still getting an MBA. Our core is the same in our online MBA or part time MBA or full time MBA. The first year the curriculum is the same across all our MBA program. That's things like accounting, finance, marketing, analytics, law, economics, et cetera. Those are the common. But what's different in our program is that when you take those courses, about half the cases are in healthcare and half are not. What we do is we take best practices in whatever industry and talk about how you would apply that in health care. For example, we would look at, say in the operations class, look at Four Seasons Hotel. And talk about how operations works there. What the experiences, the efficiency, how that works. And then compare that to a hospital environment. And talk about that, you can say, okay, this is the best business practice and then here's how we can use it. In health care wouldn't be awesome if every hotel functioned like a four seasons. We would all want to go hang out at the hospital. I guess that's the way that we design our core courses. It really looks at the answer of how the healthcare industry should work, not just how it currently works. You cover how it works now, but we talk about these are ways in which we can revolutionize it to be better. Then the second year of the program is where we've designed specialized courses right at the intersection of business and medicine that hone in on. Okay. You've learned this best business practices, you've learned these theoretical models, you've learned the basic business language. Now let's really dive deep into how you can use that to revolutionize the healthcare industry across all of our classes. Let me mention some of those second year courses, and I'll put it up on the screen here in a second. But that's like your Lean Six Sigma Black Green Belt course. Your course that goes to Washington, DC. On healthcare policy and more and more. One of the distinctive ways going back to the learning style is that most of our classes are problem based learning. What does that mean? We're always asking you to go into your organization, find the issues that we're talking about and gather the data, the information, et cetera, and propose solutions. You're immediately getting what I like to call the 0, but often it's called Roy, return on investment or return on education for what you're doing, which actually you get the benefit of it, your organization gets the benefit of it, your colleagues, et cetera. Because essentially you turn into a consultant for your own organization. Because we're constantly saying, here, go in and see how you would solve this issue in your organization. We do both individual and team projects. Larger projects you can do with a larger team to take on larger chunks of work which teaches you so many collaborative skills, communication skills, et cetera, et cetera, that serve you as you grow in your leadership. We also do consulting projects where we bring in outside companies and have you do strategic work for them with speakers and panelists throughout, regularly. In almost every residency, we're bringing in somebody who's an expert in that area and having you talk with them about what they know. Of course, we use a case based method throughout which really hits at that problem based learning. It's designed for physicians. What does this mean? Again, this gets at that third question. I talked about the third piece, who's in the classroom with? I'm sure that Dr. Strachan is going to talk about this as well. But the benefit of being in a room where everyone already speaks the same language, and you're learning this language of business together is an incredible experience. Because there's no expert in Microsoft Excel in the room. There's nobody who already knows finance. And people talk to me about like, oh, I want to go into a program. I'm not sure about a physician specific program. I'm thinking I want to be with people from all across other industries. And we've had physicians who transfer actually out into our program again once they realize that the faculty don't have the same deep understanding of healthcare. But their colleagues in the teams with the Don't understand the challenges they face because healthcare is incredibly highly regulated and unique industry. There is no equivalent industry. When you're in a classroom, being in a physician MBA, you're in a room full of like minded individuals. We use a lot of peer learning that allows you to have that rich conversation. When do you sit down with an example that happened recently? We had a radiologist in California and a Gi dock in Maine who were able to talk about how their states were funding healthcare, which is very distinctive. And everybody in the room was able to do a compare and contrast and learn from that. It's a very beneficial. The way that it works is you come in with a group of physicians and you take all your courses together. It's called the Lockstep program. And our classes build upon one another, so they're prerequisites to each other. I quote here on the screen that I love, this is from Chris who graduated in 2016. He's a radiologist who's actually now president of his radiology group. He's grown since getting his MBA. My interaction with fellow questmates has been phenomenal. The Kelly School provides an environment that allows for maximum interaction with a variety of physicians, which I think is the best way to learn. We learned as much from each other as we do from the outstanding Kelly professors and that's the environment that we create. It's a very rich peer learning environment. I mentioned a minute ago that I was going to show you a list of the classes on the screen. It's a bit of an eye chart. This is the PDF that Susie has sent you probably a few times by now that details the classes you can see we're organized in quarters or 11 week quarters with a week long break in between. And you take about two classes a quarter with a lecture series that runs throughout where we bring in prominent speakers from across the industry on a regular basis. Then in the second year, your program is when we start our executive coaching class. Again, as I mentioned, there's a course description on the website for every single course, so you can see how that's organized. If you look at this document, at the bottom of each quarter are the residency dates that are held here in Indianapolis, which I'm going to talk about here shortly. A note on the curriculum, Sara Fortino who's now the chief medical officer at the County hospital here in Indianapolis. The curriculum and the Kelly Physician MBA program is unique because it's defined by a clear understanding of the physicians base knowledge. She goes on to say, physicians are incredibly smart and hard working, but don't have the basic business training. Her quote continues, Initially, I was intimidated to enter an MBA because I didn't know how I'd catch up, but Kelly helped me get there. All physicians in the program start in the same level and that was key for her. I've mentioned a couple of classes as I was chatting of that are very distinctive, but I want to highlight them now that are really focused in on that applied learning concept. I mentioned coaching in your second year. Every physician in the program gets assigned an individual coach that meets with them as often as they would like in the second year of the program. Really, they become your personal consultant. We often say taking it back to kindergarten, like how do you play well with others in the sandbox? That's what a coach can really work with you on. How do you navigate politics, cultural change, how do you deal with burnout or creating an effective team environment. All kinds of issues is what you have a coach for. The way that that interacts is at the end of our leadership course. You write a leadership development plan on, this isn't a career plan, this is your own leadership plan of how you want to evolve as a leader. Then your coach begins working with you to implement that plan. We have a global healthcare experience course, which I know Dr. Shaken can speak about because he's been with us on a couple of them already. This is a very distinctive class and in fact, we are literally of these classes here. This is one of them that you only find in our program. We take our physicians abroad every year to look at best practices outside the US. And how those might be used to help revolutionize the health care, US healthcare system. The destination changes every year. To date, we've been to India, Malaysia, Singapore, Germany, the Czech Republic, Italy, England, Paris, Puerto Rico, Cuba. It's been incredibly diverse. Next year, which would be 2024, our plan is Japan and South Korea, so it'd be Tokyo and Seoul, with hopes to eventually get back to Cuba. After that, you join the program, that's your biggest chance to get to those places. We also have another very distinctive travel class that is required. The global healthcare experience is optional at the end of each program. Every physician spends time in Washington, DC, learning about healthcare policy. We know it's a distinctive class because every speaker that walks in the room is like, I've never talked with a group of physicians like this. It is an opportunity for you to not to really learn how healthcare policy is made. And most importantly, where the physician voice could better be represented in policy. Because I'm not sure if you guys have noticed, but it's not very well represented. We are trying to create better change there. We have a speaker series, of course, that I already mentioned. We do offer a course on career management and professional development that teaches you how do you leverage this MBA to grow the career in the ways you want to? Throughout it all, we offer CME credits, which is important because you can use your CME dollars to actually pay tuition in the program, but additionally allows you to use release time related for CMs, maybe tax benefits. To that and you don't need to worry about CMs while you're in the program. That's also taken care of here from Holly Robinson who graduated in 2018. She's a pediatrician who was in an administrative role when she started the program. And while in the program she transition to an administrative role at Eli Lilly. And she says in the Kelly Physician BA program empowers you to get involved because you realize there's so much change that needs to occur. And a lot of that is at the policy level. She's amazed at how many different opportunities she was exposed to during the program. And she goes on to say, combining my medical background with a deeper understanding of how healthcare fits together certainly makes me more confident in my new roles. I mentioned, it's designed for physicians, our entire delivery model is focused in on that. It's incredibly flexible. The guideposts around it are a monthly session in residency sessions that's two days a month or one weekend. It's a Friday, 8-7 and then Saturday, 745 to 415. You come here to Indianapolis once a month for 21 months. 21 trips to Indi, very easy to get to. Actually, our airport is rated one of the best in the US. And if you haven't traveled to India before, it's like scary how quickly you get in and out of there and how efficient it is. We enjoy living here and having that benefit The rest of the time when you're not here in Indianapolis, for those two days a month, you can expect to spend, and these are hours that our physicians report spending. These are actual hours, about ten to 14 H a week. In the online environment, that's asynchronous. You certainly can log in live at any time if you'd like. Our faculty typically do a weekly or bi weekly zoom session that's after 08:00 P.M. Eastern. But if you're not able to attend live, that's always recorded so you can watch it on your own. And what are you doing during that time? You're doing team projects, readings, case studies, analysis, presentation preparation, et cetera. Most courses have a weekly deliverable to help you stay on track. Before I turn it over to Chris to check more, I just wanted to give you an overview of what does a cohort really look like. I present this always with a bit of like, these are averages. You guys know what averages are. But we typically see about 15 states represented in a cohort. Average age is about 44, 45. And we'll see an average of around 35 different specialties. It's an incredibly diverse group. It's an incredibly accomplished group that comes through, but it's an average. We'll have some people who are early on in the career and then others who are looking into consulting work after retiring and so forth and so on. With that note, I'd, I have one last quote. I'd love to share the perspective of our alumni and if you haven't checked out all the blogs on our website, they are very powerful. Each alumni telling stories of their accomplishments from the program. But Rocky Singh, who graduated in our very first cohort, who's ACMO of several hospitals here in the Indiana region. To become a good supervisor, you have to understand yourself, your leadership style, how you operate, and where your blind spots are. The physician MBA program gives you more perspective about the gaps in your repertoire to identify what you're missing are this type who subscribes to servant leadership. You may have blindspots and accountability as you try to do good for others. Is that really helping your team? That's what the Kelly Physician BA helps you identify. With that note, I'd like to turn it over to Dr. Chris Strachan who graduated from our program in 2022. He's the Executive Vice Chair of Clinical Affairs in the Department of Emergency Medicine with Iu Health Physicians. But he has a couple of other roles too. I'll turn it over to him to chat more about that. Thanks Susanna. It's amazing what you find out when you're here. Dr. Singh, who has just shown on the screen. I know him, I work with him every day. But Holly Robinson, I did residency with and didn't realize she did the MB program. One of the themes you're going to hear through this is connections and networking that you're going to take home with you from this course. And it's important because each cohort is going to help the other cohorts. Going on a little bit about my story, I graduated in 2001, I did residency here in Indianapolis and I did emergency medicine and pediatrics combined. I practice clinically in emergency medicine, currently still. And I practice at Methodist Hospital as my clinical site, but help manage ten of our hospitals across the state. I serve as the Vice Chair for Clinical Affairs for the Department of Emergency Medicine at Indiana University. Another theme, and maybe I'll book in these two things, which is essentially one regret from the program. And Suzanna knows this regret already. I wish I did it earlier. My story started with administration relatively, almost like late, mid career or so. I started in 2008 as some medical directorships and I eventually ended up having a mid career change, went back to medical direction from my vice chair role and really got stimulated to do this as well as some other things in my career. Again, my biggest regret is that I wish I had done this earlier. I think about that time, that opportunity cost that I had from 2001, 2008-2020 when I When I started the program of all the things I could have done and done better with the information that I had from the Kelly School of Business. Some of the other things I took some notes just to remember, I think about some of the questions that might occur to you, which is why. And some of this might be redundant with what Susanna saying, but from the voice of a physician is why a physician BA as opposed to other MB. As I actually thought about this just when Susanna was talking is there's a lot of people with MB. As when I graduated from this program, somebody bought me a cup and it said, Nev how many patients have you taken care of? It's important to realize that physician B as are a unique crowd. We're in both camps. So not only do you know the clinical realm, but you're also going to be able to speak the business jargon and be able to look at it from a different strategic lens. I think that's one of the biggest benefits I have is I look at it from a very different lens from where I came into this program. Very data driven and from a scientist standpoint, I think that's important to take home. Physician BAI think most importantly Susanna says this at the beginning and Susanna enter team says this at the beginning is no physician left behind. We will get you through the program and I'll give a little anecdote a little bit later about one of the things that happened to me during the program. But many people have something that comes up during the approximately 21 months that you're in the program. And it's important to know that they are here to support you. Her and her administrative staff are key to making sure you get through the program and get through the program very well. Nothing speaks to that more than Covid. 2020 is when I started the program and we were in the heat of Covid. We all didn't know how we're going to manage this and think we managed it very well. For the first year or so, we were fully remote as opposed to coming once a month, once a month. But we did it fully remote, but that's the flexibility that we managed. And then we came and then we went back when the next variant happened. And we were very flexible with it and it worked out very well. I think it's critical to have that weekend time here so you can meet your cohorts and so that you can network. But we managed to do that very well during our program. In fact, our program, we kept our same cohort, because you're paired with about four to five people at a time, that you switch every several months. For our first year, we stayed with the same program. I have lifelong friends that I started with that I communicate essentially every day with right now. Other things that are important to realize is that the schedule is immensely doable. As Susanna said, it's really just keeping on track with it and not falling behind, but especially once a month for the residencies. Immensely doable even if you're out of town. Obviously, if you're in town it's even easier, but it's very doable from most physicians schedules. The other thing that Susanna said, and I totally agree with it, is everybody comes in. They all went to medical school, they all went to a residency. They all speak medical jargon. You come in with the same building blocks that everybody else's and you understand the difficulties that they're going through. For example, again, going through covid, it was incredibly important. How are you managing Covid? How are you managing your studies during this whole time? And we could all relate. It was incredibly important, I thought it was also very important to talk about, as Susanna said. Also, the projects are often focused on health care. Lean Sigma that we did was focused directly on something that came out of one person's cohort. It comes out of a project that's stimulated with a problem that's going on. In their specific instance, our operation courses did the same thing. You focus on a problem in your workplace and you bring it back and your cohort works to fix the issues. Same thing with venture strategy and other projects and other classes that we had. Had projects that are specifically related to the workplace that you and your friends and your colleagues are going through. Incredibly different, as I would think about how I would try and manage that if I was going through a non physician MBA program. I think it's incredibly important. What also comes up is how do you balance life school work? We all have these issues going on. The first thing that I think is important is getting buy in from your family because it's going to take some time, make sure that they realize the workload that Susanna mentioned, make sure that they buy into the process as well. But again, I will say it's immensely doable to be able to do it. You just have to structure your life a little bit. I will also say, again, a shout out to Susannah and her staff, no physician left behind. This gets into some of the other hats. I wear a hat. I work for Fema in a response for urban search and Rescue. That's an unpredictable nature of Fema. We never know what's going to happen. Gone to like 911. I've gone to Hurricane Katrina. In typical, what happens with this, and I was nervous coming into this. I mentioned to Susanna like this could happen where I could potentially be deployed. Do I need to take a leave of absence from the team willing to do that? The team's willing to allow me that. Susanna said we will figure it out if it happens. I said it's okay. It happens once every other year, it won't be an issue. And it happened twice during that time, One of which was the longest deployment I've ever had being on search and rescue. So I was gone for the better part of a month. Susannah tells you one thing when you come in, She tells you a lot of things, but tells you one thing, which is never take vacation during a specific course, which is finance because it's highly rigorous and it's tons of intensity. And it happened. During that course, I was just at a loss and I was deployed to where I was deployed to. And I sent Susanna, and Susanna said, We will work it out. The course was a little delayed, everybody else moved on. I kept up with that new course, but I was able to catch up with the old course and everything was fine and it worked out famously. They made accommodations for that. Same thing goes, you can't predict family illnesses, family sicknesses, family disasters. This course will work with you with that They understand physicians have stressors that some other specialties don't. Um, and again, in the heat of Covid this was very accommodating to allow us to do those kinds of things. What has impacted? I mentioned this before, but I look at this from a different lens now I look very strategically now and very data driven. Where I hadn't before, I found some of the courses that I did to be extremely interesting and important. There's soft skills and the hard skills, the accounting, the finance. I think it's incredible what you learn, what you thought you learn, and what you don't learn. What you do learn. I thought the way you build up into the program is really interesting because even before you start, there's a bootcamp for Excel. There's a slow ramp up to make sure you understand Canvas, which allows you to keep track of where you are in your courses. Essentially a bootcamp before you start. Then the first couple of courses that you do is a slow spoon fed way to get into it before you're really intensely in the program. But it's really a good start to get used to being in school again because a lot of us, myself included, have been out of school for a long time. I also think that there's projects that you've really remember fondly, that you get through in this program. I fondly remember finance. A lot of people didn't like finance as much as I did. But I think I went into this in a little different perspective in terms of some of the softer skills I had already developed. Because I had done administration for about ten years or so before I started this. But some of the harder skills, frankly, like Excel and, and finance and accounting and pathophysiology of the US Healthcare system. Understanding where Medicare and Medicaid started and how it's progressing and the finance of healthcare is extremely important. Things I take home. I think something I share with one of my colleagues, I have never intently worked it harder in a class, including medical school or residency, than in macroeconomics. It was an incredible process and something I take home. I listen to news differently. I say this anecdote sometimes Susan turns out like when you listen to the news and they were talking about economics and GDP was being said and things, all I heard was circus music. In my head, nothing was registering. But now when they're talking about it and talking about raising interest rates and GDP and inflationary costs and things like that. I have a much better appreciation for this, especially as it relates to health care. And you find a lot of different email list serves and things that people are listening to. And you get a little bit, you elevate to a new level that's incredibly important in terms of where you want to go for the future. That culminated in a giant like 20 page term paper. I keep it fondly for some reason because I think it's important. Then you go back and you read it and you're like, wow, I can't believe I actually was able to do that. The culmination is to predict the future of the economy for the next eight quarters or so. The important part of that is not what the numbers actually show, but do you understand the concepts of it? Then maybe I'll close this with something that is near and dear to my heart, which is the Washington DC. Trip as well as the global healthcare. Again, from a global healthcare standpoint, rarely are you going to get the opportunity to go to another country and see what it's like to practice in a different land. Went to Puerto Rico for our first trip in 2021, and then I went to London and Paris for our second trip. Puerto Rico was interesting because we were still in the heart of Covid. So we had to find a place that would allow us to get in and get out because we didn't want to get stranded in a native land with quarantines. Because of that reason and because of where we were, we actually had a fairly small class that went there, but I got to be lifelong friends with them. And we got really an intimate evaluation of Puerto Rican health care that I can carry with me for the future. Then going overseas further to London and Paris was also important and interesting. Finally, trip to Washington, DC. Is the coup de grass amazing trip. It opens your eyes to healthcare policy in a much farther reaching way than you can even being sitting in a group of other colleagues that are across the nation. You get to see it from a policy perspective and Julie, one of our professors leads it speaks volumes to our professors. They are in to support you as well. But it's a great culmination, frankly, of graduating from this program. I can't say enough about it. And what it does is open your eyes. I speak fondly of Kelly. I now serve on the alumni board because I appreciated it so much. I would encourage you all to come. It's a great experience. I'll book end it with what I said at the beginning, which is essentially, I wish I had done it earlier, it would have set me so far ahead from where I am now. But I'm above that age of the median age or the mean age. But I'm still able to use it in my career right now. It's good for all ages, but do it sooner rather than later. Thank you. Thank you. That was incredible. I find every month when we get this opportunity to have this conversation, I'm just inspired again by the work that we get to do. Thank you. I want to ask all of you and I love how on screen now it shows our lovely height difference. I'm just going to say that out loud because everybody's looking at us. At the bottom of your screen, you'll see an option for Q and A. You use that to send any questions you might have for myself or Chris, either one of us to answer. But I had a question that I wanted to get started with. You can use Q and a chat. Sorry, I didn't articulate that. You talked about projects, the Leans Sigma, the healthcare policy course of global healthcare. Can you talk a little bit about your coaching experience? What was that like I always get the question of like, tell me more about coaching. I'm like, let me ask somebody who's come through it Yeah, I think that's a great question. In fact, I missed it on my notes when I was doing this, but coaching Susanna will say this, and I agree, It's what you put into it. If you put a lot into it, you're going to get a lot back. I put a fair amount into it and I returned a lot. It obviously depends on your stage of your career, where you're at, and what you're doing. For me, we did a dream map in terms of what's important to me ultimately, because I'm in my later stages of my career and where do I want to go? And I have a lot of new opportunities that I didn't talk about because of this, also refused. I think the mentoring and coaching has really refocused me of what's important in the latter stages of my career that I probably wouldn't have gotten to there myself. My coach has reached out to me after I graduated the program. It's a lifelong mentor that you can use. There's some coaching that's available to you after you leave the program. There's certainly some one offs that you can do even without that. My coach happens to teach, I keep hitting my microphone, sorry. My coach happens to teach, or happen to teach, one of my favorite classes outside of macroeconomics, which was negotiation. Oh my gosh. If you thought you knew how to negotiate, you should take a class in negotiation. Which most of you will. The telling story of that was using some of the techniques. And everybody would go after the residency, have to use the techniques, come back and tell a story about what they used to negotiate. And everybody was getting things like, I got stuff from hotels I would never have gotten otherwise With negotiation. Love that return on investment immediately. Correct. You mentioned some of the future opportunities but on a more finite scale. What are ways in which your me A has changed how you work? How do you see that? In your daily decision making, collaboration exercise? What have you? It's a good question. I'll use an example. An anecdote from today where I'm having some issues at a specific site that I'm working at. And I'm working through medical directors to talk about operations. And we have an operations class. Classically we're talking about like the rate limiting step should be the most expensive person and that's the physician. Um, but you just don't want to keep throwing the physician hours at it. You want to look at the bottlenecks and the operations component of that and also look at the data associated with analytics. Even today, for an hour I spent, I focused way differently based off of my MBA career. And I'm leading my medical directors through that as well. Interesting. Can you talk about some of the colleagues that you saw in the classroom? Like who? What were they doing? What did you learn from them? In terms of a lot of people asked me that question, like what are the people like that are part of this? I would say again, everybody's gone through medical school, everybody's gone through residency. Everybody's in a little bit of a different stage in their career. Most people are trying to figure out what they want to do. There's a lot of full time clinical people that are trying to figure out where they are, where they want to go in admin. At least that was our cohort, somebody like me who's gotten a little further in admin was a little bit less common, I would say. I thought the specialties were interesting. It's a wide breadth of specialties that you see. It's all over the place, to be honest. I say now as an emergency physician, if I ever needed to, like if I had a crazy Ekg at 02:00 in the morning, I know two nationally rated electrophysiologist that I can send the Ekg and help me. But now I know gastrologist, pediatric asterologist spectrum, and you know the cohort behind you as well and some in front of you because there's mentorship that happens on both sides. Again, networking is incredibly important. You're going to find people that are lifelong friends. We have the Kelly School that keeps us together, but there's also social networking via Facebook groups that we just keep a hold of each other via Linked in as well. Linked in, we didn't talk about that, but Susannah gives a course. Linked in has the amount of opportunities that have happened because I've developed my linked in profile that I hadn't done before. I'm getting job offers and exploring opportunities on that level, way more so than if I didn't have that visualization nationally. I love that so much. I want to remind those who are here watching us live because I know some of you are watching the recording at the bottom of your screen as AQ and a or a chat function that you can ask any questions. I'll keep asking questions if necessary. One I get a lot is how did you convince? Now I think you were in a little bit of a different situation, but maybe you have an opinion on this. Taking the release time from work for those one month residencies. Can you talk a little bit like how do you get that time off? But then what's the value of being in person versus just an online experience? Yeah, there's a lot to that question again, because I'm pretty heavy administrative, so I can slot my administrative duties to a different time frame. But it's all about proactive planning. Susanna flash the curriculum and the residencies, you know well in advance when those are going to be occurring and you put them on your calendar, Susanna must tell you a gazillion times, put it on your calendar market. Now, this is not changing, and again, it's immensely doable. I think those are actually easier than the coursework that you're not going to know how much work you're going to have to do with that. You can have an average, but some courses are going to be much heavier than other courses, and that's a little bit more difficult. There was some question of like, how can I take vacations and things like that? There are some courses that are a little bit more difficult, but I think a lot of our team, our cohort took vacations. You're going to have to probably understand some of those times. You'll probably be reading a book on the plane or in the car, or before you go to bed or something like that, or listening to a podcast or whatever the coursework is, I think it's pretty doable. Our team, our cohort, as I said, we did about half of our time purely virtual, 100% virtual, and the other half was in person. We have different camps of this. If you're out of town, the virtual gives you a little bit even more flexibility. But I think what you miss, and I think what's incredibly important, and it has been voted on by most of the alumni, is the networking that you lose. If you look at the risk benefit analysis, I think you really want to decide with the networking part of it. Because me talking to you here versus me talking you by zoom is incredibly different. I think keeping us together allowed us to really make a solid connection virtually. But I wouldn't give up in person part of it. I completely agree. I asked that question in part because I knew you could compare. And I hear consistently from the cohorts who spent time with us through Covid. We do online, well, right. Like it's absolutely something that we're known for. But the opportunity to sit at a table and have a conversation in the conversations in the hallway that happened outside the classrooms. Like we just had residency over the weekend. They're in finance and leadership right now. They range from touching base as parents caring for elderly parents. Massive clinical conversations that are just different techniques, people or issues they're dealing with clinically, obviously the program. But it just becomes this place that I use the word carefully. Safe in the sense that there's no competition. Everybody's at the same goal. Everybody's here for the same reason. There's a vulnerability, like, you know what you say in the room, stays in the room. It just creates this really rich learning environment. Yeah, the opportunities are there too. One of my colleagues that was in my cohort saw posting for a chief medical officer position in my system. Reach out to me, I put her in contact with somebody. I know that's the stuff you may not get if you're doing a virtual visit. As opposed to like me meeting that person, talking to that person, understanding their perspective and understanding their family dynamics and things like that is it's incredibly important. Yeah, Well, it's interesting because even in our online MBA, we bring everybody into campus in our Bloomington campus actually twice throughout their program for weeklong intensive sessions, because you can't reproduce those connections in an online environment. One last call out for questions, you've got the Q and A button at the bottom, or you can use the chat functionality as well to ask questions. I'll say this is my last question in case we get any others. That is, what advice points would you have to physicians who are coming into the program? You said education is what you make of it, but what would be some advice you'd have for somebody coming into the program on how to make the most of it? It's same as coaching. What you put into it is what you're going to get out of it. I said this before too. No physician left behind. You can coast if you wanted to. You really can't completely, but you will likely get through the program. But if you're really intensive about it, you're going to be able to get through it much more successfully. The macroeconomics paper, for example, again, I already said I found it a fascinating topic, something I'd never broached before, any undergrad or any self directed learning. But I spent an incredible amount of time with one of my close colleagues. And we were on the phone every night for an hour, hour and a half, talking about that. We left with such a better appreciation of economics in the US. Than otherwise. I know other people that didn't put that much effort into it and they pass the course, but I think I'm much better for it than I am. And it goes for every course. What you put into it is what you're going to get out of it. I love that. I constantly talk about it, like the more you put in, the more you get out, it is an equation. In that capacity, we're seeing that we are running towards the end of our time and hopefully we've covered all the questions that people might have. I just say thank you. This was a lot of fun and this was a true pleasure to spend time chatting about this program. I appreciate your passion for its always a pleasure to be here. Yeah, I appreciate it so much. I appreciate all of you who have spent time today learning with us. If you have follow up questions, I know Susie or myself will be happy to help connect you to Dr. Skin and help any questions he might answer. Our application deadline is coming up on 1 July, so if you're considering the program for this fall dates are on our website, you can get started planning it out. We encourage you to get that application to us just as soon as possible. We still have a few spaces left in the classroom, so we would love to have you as part of our program and changing healthcare through physician leadership. Thank you for your time today. Thank you for joining us again. Have a great afternoon. Thank you.

Summer Liston-Crandall, MD, MBA'24

This info session features Dr. Liston-Crandall, a family medicine specialist and chief medical officer at Oaklawn Hospital in Marshall, Michigan.

Philip Lamptey, MD, MBA'16

This session features Dr. Lamptey, the Care Division Medical Director of Cone Health Medical Group in Greensboro, North Carolina, who oversees seven urgent care sites with about 50 providers.

Description of the video:

Good afternoon and welcome. Or I guess it's still morning and some time zones or good morning. Thank you so much for joining us today. My name is Susanna Eastwick. I serve as the director of the business and medicine physician MBA program here at the Kelley School of Business in Indiana University. And we are incredibly honored to spend time with you talking about the Kelley Physician MBA Program. I am joined today here by Dr. Philip Lamptey who is a graduate from our class of 2016. He's gonna be chatting with you here shortly about his experience and how the physician MBA program helped him evolve as a physician leader. And actually I think I just got his class, you're wrong. So he'll collect to me on that when he comes on here. And then I also have here in the room with me, Suzi Tolliver, who many of you have chatted with in your experience, as well as Chris McDivitt who helps with all of our technology behind the scenes. And then of course, we also have our A-V staff who helped us behind the booths. So I am thrilled to spend time talking with you about the Kelley Physician MBA let's start out with a question that I always sort of get from people as they're looking. Why an MBA for physicians and for us, we've been doing this program for ten years. We're celebrating our tenth anniversary this fall. And what we did is we looked two years ago across the industry. We were partnering with the medical school here on campus. And physicians were ones who didn't have. It's almost like the vernacular, the vocabulary, the language needed to serve in the leadership roles that we felt they needed to be in. So we started developing educational products to say, we want physicians to understand this. And now why an MBA for physicians? Well, we can all speak to the fact that health care is undergoing rapid change in it today. We can attest to that even more in the last several years have rapidly evolved industry in some ways. It also has exposed the challenges that the industry is really facing. And so we believe that the changes that need to happen needs to be led from physicians are stubborn. Sort of optimistic. Mission is that physician leadership needs to be at the forefront of the change health care needs didn't have. But ultimately, in medical school, you weren't given so many of the tools that you need and you don't have the tools with confidence like you do it from a clinical perspective. So that's why our program exists. We fill in that gap and we teach you the language, gives you the tools, skills, and knowledge you need to really change the industry moving forward. So why would you come here and study with the Kelley School of Business? Well, of course, the Kelley School is one of the top ranked business schools in the US. And a point I always like to make when you're looking at rankings and you're looking at business school rankings, take a look at how many are at public schools versus private schools. You will find that we are the top ranked business school at a public university, which is not an easy feat since you don't have the private school dollars that you would expect. But look at the rankings we achieve. We consistently are ranked on, our online MBA program is consistently ranked number one, as well as our umbrella programs constantly get recognized. Why is that important? Well, the first thing that brings to you, and you see this here on the screen, is that when you're at a ranked business school, there is a quality of faculty that we draw that you get to learn from. And that means in our, in our classrooms, we have faculty who are not just content experts, who are bringing a cutting-edge research consulting work, et cetera, to the classroom. But they're also skilled professors and teachers. And in our program, and you won't find this in any other school. Their research is in the business of medicine, which is very unusual. A lot of our faculty actually have joint appointments around the rest of the university, including in our School of Public Health or our School of Medicine, or the School of Psychology. And so very interesting there. And even more important, they understand the physician learning style and in fact, their classes are designed around how physicians learn in our entire program is designed around that. So studies have been done on how do you deliver CMEs effectively for the long-term retention of knowledge and practicing physicians. And what they found is the didactic learning style does not give you that long-term investment in knowledge that you really need. It gives you that short-term memorization component, but it doesn't give you the Recall that you need for truly understanding a topic. And so in our case, we, what they found is the method learning method that is most powerful is an applied method. Are Looking at your learning style is first recognizing what you already know, then introducing the new knowledge than having you the opportunity to apply that knowledge in them, reflect on it before you start the learning cycle again. And so if you look at our modality and all of our classes, you'll find that our faculty are constantly using that introduced a new knowledge. Have you practice that knowledge and then reflect on it over and over. That's actually how our resonances work. That's our online environment works. And so additionally, the faculty understand this is how you learn, so that's how they instruct and they also understand your time commitment. And so they're very flexible with okay, you've got this amount of time. This is how you can achieve this. That's how they function is understanding. This is how you will learn. There's a great quote and I love to constantly talk about the achievements of our, of our alumni because that's where you see the difference in our program really has made and the industry of health care. So Cheryl wolf is here on the screen. She's actually directing Women's Health for a large healthcare system in Michigan. She started in the program as an OB-GYN with a private practice and has really grown in her leadership since she came through the program. But her quote here, these professors are experts in their fields. And they opened my eyes to a whole new way of looking at medicine and how the business of medicine shapes actual health care. So that's her talking about our faculty. So why let's drill into the program itself. What makes our program so distinctive? Well, we are the only physician MBA program at a ranked business school. But more importantly, we have a curriculum that is not your standard MBA curriculum you can gain from any MBA. In fact, we are the only one of our type that is doing this curriculum. And the way that it works is in the first year of the program, you're in what we would call an MBA course. So a core curriculum that you find in all MBA programs, which answers the question that a lot of people ask, okay, if I get a business of Medicine, MBA, I can I still do entrepreneurship or maybe even go outside the health care industry? The answer is absolutely yes, I Kelly, we have a core curriculum that is the trademark of all of our MBA programs. So that is accounting, finance, law, macroeconomics, management, leadership, operations, et cetera. So there's a core curriculum that all of our MBA programs follow, and that's what you Fellow in the first year of this program. The difference though, is in our program, when we give one more studying cases, about half your cases are going to come from health care and half are not. So that you get that conversation of, okay, this is how it works in finance or banking or consumer goods. Now, let's talk about how it works in health care. And so you're actually learning best practices from all industries and then translating them into health care industry so that you get that. How could this work? And so we ultimately start the conversation of this isn't just how the health care industry currently works, but this is how it should work, which is a very powerful conversation. Then in the second year of the program, once you get out of that core curriculum which we applied in health care, then you do specialized courses that we've designed right at the intersection of business and medicine that really explore tools, issues, conversations that you need to have about how you understand the business of medicine. And so some of the, as I talked about already, and I'll walk through what those classes are specifically here in a minute. But in all of the classes we use problem-based learning because that is how physicians learn best. And so often we're going to ask you and Philip can talk about this to take issues inside your own organization and bring them into the classroom, essentially turning the classroom into a business incubator. And a lot of ways or your classmates turn into consultants for you and your organization. So you bring in projects from your organization or one of your team members organization because your unsteady teams have fortified positions each and you change teams every six months throughout the program. So you get the power of that small network and that small learning experience. We also have you doing consulting projects are first-year physicians who are in the first year of the curriculum. They just finished strategic planning projects for major organizations around the area primarily, but it's a national projects on a lot of levels. We're constantly bringing in expert speakers and panelists. If some of you are on our mailing list, you got invited to Dr. Connie Mariano who came and spoke. I guess that was last month or the month before, who is a former White House physician talking about her leadership journey and how health care has evolved in her role now in evolving health care. And then of course, we use a lot of cases as a prominent way to learn because that's such an application way to learn. So it is a program that's designed for practicing physicians. I was talking with a physician this morning because I can't find a better program that's designed for physicians with a family because it's designed in such a way that you're going to practice full-time. You're going to have your family and you're gonna go to school. You come in with the same group of physicians in a cohort somewhere 35-45 positions every year. And it's lockstep. So you take your courses altogether building this incredible community of learners. And you start from scratch. We don't expect that you're going to come in with any knowledge, any prerequisites or anything like that. We build the content for you. So it's sort of like a wedding cake. It's a tiered approach. By the end, you're an expert in the business of medicine. There's so much power in spending a time in a classroom together with like-minded individuals, right? You all speak the same language as clinicians. And then together you're learning this new language of business. And so it's a reference point that is so powerful and being able to say, well, here's how I've used this and the best practices that you can exchange a classic classroom continue to provide value to our alumni. And as I mentioned already, we use a team-based approach where you're doing projects together in small study teams. And here's a quote from Chris day has a radiologist who came through the class of 2016, who's now the CEO actually of his practice. I'm in Kentucky and he talks about, quote-unquote, my interaction with fellow classmates has been phenomenal. The Kelley School provides an environment that allows for maximum interaction with a variety of physicians, which I think is the best way to learn. And he goes on to say, we've learned as much from each other as we do from the outstanding Kelly professors. So I've thrown up on the screen here a bit of an eye chart. This is a Pyramus seti that you've all gotten as an attachment of an e-mail that Suzi has sent you. And it outlines the first year in the second year of what to expect in the curriculum. You can find this on our website as well as course descriptions for each and every class so that you can understand how it works. But essentially, going back for a second, that it's organized in quarters where you take two classes at a time for 11 weeks at a time. And you every lecture series that runs throughout. You very easily manage the workload related to that. And then the second year of the program, it adds your coaching class, which I'll talk about in a bit more detail so you can find all the details of that on our website, the curriculum, and I love this quote from set of 14 h. So who's a CMO here at the County Hospital here in Indianapolis called Eskenazi. Her quota is the curriculum in the Kelley Physician MBA Program is unique because it's defined by clear understanding of the physicians based knowledge. And she goes on to say a typical MBA student has this basic understanding. But as physicians, you are smart and hardworking. We don't necessarily have that basic business understanding and her quotas initially, I was intimidated to enter the MBA because I didn't know how I catch up, but Kelley helped me get there. All physicians in the program started in the same level and that was key for me at the time she started the program, she was a family practitioners working in women's health and now has grown in her leadership to be ECMO. So I've talks a lot about the applied learning in that second year of the program. Then the specialized courses, some of them are Lean Six Sigma Green Belts, are IT course, et cetera. The classes that really hone in on the applied learning component though, we have course I already mentioned executive coaching. We, in the second year of the program, we pair you with an executive coach who's actually a physician leadership coach. So they're specialized in coaching physicians and you work together one-on-one. And how do you evolve your personal leadership style? So that idea of sort of like, how do you play well with others in the sandbox that we talk about since you were, you know, since we were all in kindergarten. But that idea, they essentially become your personal consultant on how you continue to evolve yourself. We do offer a course that goes abroad, which is very unusual. You won't find this class anywhere that goes abroad and looks at global health care. So most recently we were in London, in Paris, studying the NHS and the French health care systems. To date, we've been to Cuba, Singapore, Malaysia, India, Italy, the Czech Republic, Germany. It's been an incredible extensive study. And what we do is we look at healthcare systems outside the US and what are their best practices that we might learn from to apply in the US. So it's not a city of the clinical environment, It's the study of the business and medicine. So funding models, delivery models, cultural practices, etc. Next year for those of you who are looking at the program for this fall of the plaintiffs to go to cell Seoul, South Korea in Tokyo, Japan. And those you can go your first year in the program, your second year, both years, and then it's open to all alumni, so all alumni can continue to go. We have a speaker series, as I already mentioned, we do offer a course and career management and professional development which gives you the tools you need in terms of a physician executive resume leveraging LinkedIn, how do you use a health care recruiter, etc. Throughout, we're constantly applying CMEs for the time that you spend in the residence. He's here in Indianapolis so that you can get the CME value of sort of essentially getting credit for your time academically and CME base, which also allows you to use your CMA dollars to get reimbursed for your tuition in the program, which is a great benefit. So Holly Robinson here who graduated in 2018, she actually while she was in the program, changed your roles? She had been a pediatrician and working in a hospital leadership role and she became she took a role at Eli Lilly while she was in the program working in the medical advisor to a diabetic product line. So her quote here, The Kelley Physician MBA Program empowers you to get involved because you realize there's so much change that needs to occur and a lot of that it's at the policy level and she's amazing how many different opportunities she was exposed to during the program. And she goes on to say, combining my medical background with a deeper understanding of how health care fits together certainly makes me more confident in my new roles. So I talk a lot about how it's designed for physicians, but here it is on the screen in front of you. We really offer the flexibility that allows you to engage in the program and a schedule that is very flexible for you. So the one fixed piece as you come here to Indianapolis two days a month for a weekend class session, that is Friday and Saturday. It's Friday eight to 7 p.m. and then Saturday from 745 before 15, which allows you most of our docs are flying in or driving in on Monday and Thursday night, and then they fly back out on Saturday night. And then the rest of the time, it's very flexible. So you can expect a time commitment somewhere 10-14 h a week. And the online environment, but that's asynchronous, so you log in at whatever time works best for you. There are synchronous sessions that are offered. Our faculty often do a one-hour Zoom sessions throughout the week. Those are typically after 08:00 P.M. Eastern Monday through Thursday night. But if you're not able to attend live, great. You watch the recording that's posted later and you do have weekly assignments that are posted. You know that you need to post each week, but the faculty always stay at least two weeks ahead of you so that you can work ahead in the class and still take vacation time away, et cetera, managing the program as necessary. So if you've done a lot of research on MBA programs, you'll find there's a lot, most of them are two weekends a month. That is the very much the standard. And you'll find there's a lot of expectations during the week. E.g. our online MBAs closer to 22 h per week in terms of the time commitment, you have to show up for those synchronous evening sessions we are very much designed recognizing some weeks you're going to be on call, you can possibly pull that off. So there's a lot of flexibility built into the schedule. Now, before I turn it over to Dr. Lampe D to share his perspective, you just want to run through this is what a typical cohort looks for us. And again, these are averages. I keep being that, you know what an average means. We'll have physician to join us all throughout different aspects of their career. But in a cohort we typically see somewhere around 40 physicians from 15 different states. 14 years experience post reverence and NC and average age around 44 and about 35 different specialties represented in the program. So it's a very powerful perspective and you don't need to be in a leadership role to join the program mainly means we're always going to share successes from our alumni. So one quote before I turn it over to Philip to chat more, that I love to share this as rocky seeing who's a chief medical officer with the large healthcare system here in Indiana, IU Health, He's at regional CMO, has quote to become a good supervisor, you have to understand yourself, your leadership style and how you operate and where your own blind spots are. And he says the physician MBA program gives you more perspective about the gaps in your repertoire to identify what you're missing. And he goes on to identify some of those things, but he says that's what Kelly MBA helps you identify. So with that note, I'm going to turn it over to Dr. Philip lay empty who graduated in the Class of 2016? I was correct. He's the Care Division of Medical Director at Cone Health Medical Group, which I believe is in North Carolina now. So thank you so much for being here with us today. We couldn't say more, appreciating your time, so I'll turn it to you. Can you share some of your perspective? Yes. Thank you very much for having me. I'm always excited when I get to come back to the Kelley School of Business and also get to speak on behalf of the school. But I will say that this program has made significant meaning as broad signal come in into my area. And also my perspective and understanding of God cannot just from the clinical standpoint, but also from the business standpoint prior to coming in. While really piqued my interest is the fact that well, now it's practicing as a hospitalist. We usually have these meetings with administrators and there'll be speaking one language will be speaking clinical hungry. They're talking about business. And marrying the two was pretty much very difficult. So that brought a lot of I'm kind of I know I think I know what you say. I think I figured out what needs to happen and all of that. But once I started experiencing that, I said, Well, how can I understand the business aspects better is I think that is what makes health care delivery more high-value. When you have all members of the team performing at the top of their skill set. So I looked around, came to Kelly, the program was in terms of time commitment is right for me. I had two young kids. There were 5.3 at that time. I was working when we call why don't we call that time. And I was basically start in a hospice program from the scratch. So that helped me a lot. And when I go it's the program. I really had an eye opening experience. One that comes to mind is when I see him, Obama, former CMS director, came in and spoke with us. And I think Ben, value-based care was something that was for abstract. When you think about 20:14, 2013. After that conversation, she came in, there was one day doing a residency program. I it just got me thinking that a nation spending 18% of their revenue dollars on health care and not living longer. Being healthier. Still seeing a surge in chronic diseases, something's gotta be different. And I think that is when it made me think more and said, This has got to happen. Physicians who understand what healthy community should look like and how to get there, should also understand that there is different ways of doing it, but we have to find the one that has leads to economic impact on the country as a whole. Because 17.9 or 18% of IGBT going to healthcare, it's not sustainable. And so after that, went through the program, met some great people. We had our reading residence, we can square one of the most rejuvenating was because there were always discussions that had built up through our online meetings and discussions and project work. And it's almost like the in residence weekend. It's when everything came together for us. So I learned a lot. I built deep connections. It was also fun. You get to go out to your colleagues after along this work where you can relax and talk more and get to know each other much more. So it's been, it's been great skill set that I have acquired from the program. And after that, I started looking around. I was very hungry too. Make a change. I was very hungry to contribute more meaningfully beyond what I do on a daily basis. And that ended urgent care setting. And once I got here, which was early 2020, COVID hit. Then again, there was an area that was not my natural area to a new health system. The pandemic is, is is brewing and we just had to get into it. That was when I really call on thinking differently, looking at the big picture, trying to understand how to get resources, people's expertise. In an era where we didn't know much about the pandemic, but we still had to come up with structures that would make an impact for the community. So a lot of those skill sets and competencies that I gained during the MBA program came to bear that time and were able to ride the wave. We grew from three, it didn't get sites to seven. Patient encounters grew from 58,000 at the beginning of the pandemic. We're currently at 200,000 encounters a year. We continue to grow. And when you think about a high level mindset, you could always get there if you have deeper understanding which most of the principles you get from the MBA program. One thing also that I must say is that the MBA program, you may see different MBA programs across the country. What I like about Kelly is bad. The faculty are very heavy in terms of their research in the healthcare space. So if you go in, you're talking about operational excellence in the healthcare field. You're talking about innovations. Tech, early phase, you know, kinda take applications in the healthcare industries. You have faculty who are really doing back. So when they are teaching you in that detached from that industry, they are right in it. They are. The tip of this kind of innovation is going around is just a program that if I had to do it again, I'll do it without a doubt. I just loved the people. I loved the program. I've learned a lot. I continue to go back to my Lecture Series, believe me or not, it's been seven years, but I still review them because it's still brings a lot of value. Anytime I look at it, I get a different perspective. It tees up my mind and I get around my big that way. So it's something that is lifelong. And I will do it again if given the opportunity and I'm looking forward to meet and all my colleagues for the ten year reunion later this year. Awesome. Thank you. That's, you know, it's so interesting how away. You've had a few years to reflect, right? But still have the same passion and relevance, which is always something that I talk about, but it's great to hear the truth of that. Like how much you gained that you're still using. And I want it for our participants at the bottom of the screen, you can either put it in the chat or the QA. Our questions are open asked questions that we can help answer for you as you're exploring the program at this point. But Philip, I have a couple of questions. When you reflect back on your experience and what you gained. Are there one or two projects that stand out to you that really gave you some of the skills that you still use or do you used as you're growing urgent care centers reacting to the pandemic, etc. Are there any projects that really stand out to you in your memory? I think one of them was with cardiomegaly, which was a very early phase device. And I think Dr. she'll Korea was the one who brought it from Providence Health, Michigan, who brought out when they were when they were doing with it. And it was something that was new. That was early phase working through that, how that will roll out. If you think about having a new product, trying to figure out how it works in going through the next phase, if it works, to make sure that it's safe for the patient is high-value can bring the cost of care down for people who have congestive heart failure. It was the same building blocks that I concede when we started going through this pandemic Anytime there's a problem, I think of it the same way. This is a new problem. How do we figure out how it works in the first place? What resources do we need? But human and material resources, I relied a lot on my operational team as well because they knew the system, they knew the resources. That at the end of the day came up with something that works really well. So that project is similar to the challenges that we faced in the early phase of the pandemic. So that is one that comes to mind very readily. I love that. I forgot about that project. Actually, that was one of the neatest projects that we've had today in terms of the outcome is and how that works really well. Can you, your cohort was actually the first cohort where we started changing teams and you've got that opportunity to really work with multiple study teams. Can you talk about what that peer learning aspect was like? And then sort of update our participants. Like who do you still stay in touch with today? How often do you touch base with people from the program? So, you know, in a in a two-year period, having to spend six months on the line in residence with physicians in a group of four or five creates very strong deep bugs that don't break, right? Crazy was one of my team members at some point adopted Shukri as though, look them up, check on them. And then I have, I'm blanking out on the nave eating into mountain now. Also work in the Associate Chief Medical Officer. So we keep in touch. We follow each other, we see each other's progress. And then we sorry, we we still have good memories and sometimes we have conversations and look forward to making time to come back to campus too. Relieve some of those days that we were that students. Yeah, that's awesome. Well, I have to say like I remember Chris. Chris was one who was like, Wait, I don't want to change teams. I like my original people. And then it ends up that you develop these bonds. I love how you said that we are so beneficial. So when you think about the faculty that you mentioned where such a highlight to the program. And again, before I ask the next question, because I have questions and I'm always like I'd love for you to talk about this. I want to make sure for our participants that are listening at the bottom of your screen, it's Q&A or chat. You can ask any questions that you might like to. The two of us were here, you essentially, to answer questions that we can help with you as you explore the program. But Philip, as you talk about the faculty and what you gained from that, you said they're they're sort of experts doing the work. Is there any sort of I'd like to ask it because it's so interesting from various, anybody's different specialty, but any faculty or classes that really stood out to you as like, this is where I know I got what I was looking for. Any sort of of those I hate to say favorite but most memorable classes and faculty. I think operations was one that really opened my mind up that, you know, thinking of as a physician. I think of a patient's sitting in front of me. I talked to them. I do what needs to be done to get them better, provide evidence-based, high-quality care. But if you think about the processes that have to happen before the patient leaves home and gets to you. And then what happens after you've made your recommendations to bring the value itself? There's a lot of work that goes before you see the patient and after you see the patient, both on the patient's side and the health system side. So operations really opened up my mind. The other thing also that kinda opened up my mind is also the health policy pathway. We went to DC. And I realized quickly that bringing up a policy, it's not a very straightforward thing at all. It's super-complicated. A lot of stakeholders, and you have to weave through all that to get you to where you are. People are lobbying for what works for them. But you have to be focused on what is good for what you're looking to do. And I think for me, bringing that experience back into my day to day practice helps a lot because there is a same kind of stakeholders in the healthcare system. How do you hold your quote and navigate so that you get to the outcome that you're looking for. When also be patient because the different stakeholders with different takes on the same issue. You just have to be patient and know how to work and collaborate with people, some of those skill sets. I let it from the Kelley Program. I totally adored that because that's so much. Yes, you gain the Opry, you gained the theoretical knowledge and application knowledge. But some of that, the thing you just said in terms of how do you navigate the politics or the culture or the policy. Like all of that is here, including the conversation of working with multiple personalities when you gain that through the program. And I'm glad you mentioned the DC experience because actually I'm not sure I mentioned it earlier when I was talking about are applied classes, but we're about to go here, I guess it's May 7. So in a couple of weeks, every cohort and the end, That's the culminating experiences we bring you to DC for five days and have a conversation with people across the spectrum to have to talk about how his policy developed and where can the physician voice better be heard? And there's, you know, it's interesting how much policy is health care and health care is policy, right? Like I think you learned that you were saying, Philip, in terms of understanding. We actually had an alum who's who's, has a video that went viral after the Louisville shooting talking about how policy around policy effects health care so much. And it doesn't matter the topic, the gun policy, e.g. effects, how ERs run and how as he was talking about how ERs are prepared for dealing with gun violence and the injuries that come from that. So his name is Dr. Jason Smith and people are looking him up. He's the CMO at university hospital in Louisville who graduated from the program and I think 2019 is when he graduated. So a question that we've got from one of the participants fill up that I'll talk to you and then I can follow up with any specifics. But are there specific leadership classes in the curriculum? Can you talk through what you remember in terms of what you gained from leadership coursework. I think the coachee coaching was one of the biggest way because I see that leadership is a journey. The coaching sessions that we had with Jason stone. Stone was very, very good base for starting off the leadership journey because well, let the years I've been involved in a lot of leadership training as well along that journey. But the self-awareness that you get when you're in the program sets it very good stage for you to continue that journey as you move along. The resources and the people you meet and other leaders coming in to tell you about the agenda itself also sets the whole leadership journey perspective for you as a participant. Now, another thing that I also want to say that was his key and it's continuously help me today is that. The main difference I see with Kelly's program and other programs is that most of my other colleagues who are MBAs and other areas, they just did a lot of applications, right? But we carry, we spend, I think half of the first year doing the basics. So when I pick up any financial statement, I'm not kind of figuring out what the financial stuff is to receive an account receivable balance. What's the liability? What is all the basic terms? You know what? When you're looking at a statement, you're not lost to it. I think if you do just be applications to start with that structure which you build, the rest of the knowledge around. It's not there. So you need to dig deep or you have to do very superficial, kinda read some of these things. But having the basics, training before going into applications gives you the opportunity to dig deep. If you'd need to dig deep and then you'd know when something doesn't look right on the surface when you look at it because you understand what the building blocks out for that. I love that. I love that just because you're talking, I often talk about in our program, what we teach you to do is be able to have a conversation with the accountant or with the people from the finance area where you're not going to be at the level of expertise that they are, nor are they ever going to be at the level of expertise you are in terms of your clinical medicine, but that you can take a document, they hand you, assess it and make decisions off of it, knowing how they arrived at the information they've arrived at. So you've just said tested to that. So do you remember We also so returning to the question of the leadership curriculum, so if you look up the program of study, we have a 12-week course that you do with Christopher Porter and what you've read, lots of different leadership theories, lots of different leadership perspectives have some really great conversation about how do you evolve as a leader. And then you write your leadership development plan. Do you remember doing this for Philip about how you're going to evolve as a leader and that's where the coaching jumps off from that. Do you remember your leadership plan? Have you realized anything that you wrote in that plan? I'm giggling. So i've I've done a few more of those reflections since I graduated. But I think what is central is be my vision statement or the overarching goal that I still look for gaps in healthcare delivery. And I work using collaboration, using being a democratic leader and looking for the other stakeholders to close these gaps and then move forward. But I think I have evolved more into being a collaborative leader and one that has approaches, things from working with different people in a collaborative fashion to get bad. I think. Now I'm looking at how can I improve agility gets it, you are very collaborative. Sometimes it slows down. It an investment to do in the beginning, but you get a lot of retain out a bit later on. So, so I remember some of those ones. The central core leadership reflection hasn't changed. But I see evolved basic or the also deblocking my personality around that core. That is working with people and through people to help close care gaps. I love that, that you both, you know, you don't. How do I articulate this? But it's like education is what you make of it, right? So coming into education isn't going to change you as a human person, but you can capitalize on gaining from the experience what you talked about, that self-awareness piece so powerful for gaming that self-awareness, that then you can continue to enhance in every aspect that you continue to do so we provide that foundation. Now, I'm not sure if you took the leadership course that we have on conflict resolution negotiations. We've changed the curriculum a little bit since then, so now it's a required class for everyone. I think it was an elective when you were here, but that's something that's so important that we also give to everybody coming through the program now is how do you have the conversation on resolving conflict and negotiating effectively? Did you take that class? Yeah, I did. I did. Then we'd negotiation is one thing that I always remember is that you have to know what you'll walk away. Value is. And then you have to know and try to figure out what would be your advocate colleague at the end of the eight tables walk away? Value would be at then that's when, you know, if you know those two boundaries, then you start trading to see how best you can navigate to get what is best for you. And also fair for everybody else. So those are two things. My walk away and they walk away. Anything in-between. We will treat us as to get to a point where it's acceptable for everybody. Yeah, professor Hayward would be so proud of you too that you still remember all of that he'd be proud guy. Alright, well, I want to Other questions. I want to pause for a second to our participants. If there are questions that you have at the bottom of your screen, you can see the Q&A button or the chat button. If you're on a phone, It's on a separate screen, you see it there. Fill up before we close because I'm also sensitive to time. Everyone's time is their most precious commodity. Can you talk a little bit about the time commitment in the program? It's always the biggest question that we always get. Okay. It's flexible. It has a curriculum I'm looking for. It's a pure learning environment. But how do you fit the program into your life? Can you talk about time? So I would say that I was starting a new hospitalists program. That means that I was working 24 h are Monday, Tuesday, Wednesday if I have coverage Thursdays, Fridays and then the weekends rotate. I have two young kids, 5.3 and my wife is OB. I was still able to get time to do all of that. And it wants that. It wasn't it was it was good, busy, but it wasn't overwhelming. There was a lot of support from the program and feedback. It's always, what I see with this program is the feedback from the code before it's incorporated into the program to make it better for those who come after that. So ten years alone, if I did all of that with the scenario that I have shared, I think it's doable. But most physicians, the program has a lot of support for faculty from Susanna, Susie, Chris. And it shouldn't have a warm you, there's always that initial hesitation or the initial inertia that leads that comes before the program. You start the program, but once you get in the program, It's, it, it becomes part of you and it's a part of you that you will actually enjoy the time commitment. I don't think it is overwhelming. I would say that if the calling is there for you, you just have to get through with it because where it will land you or the way it opens up your mind and your view on health care. It's unbelievable. And I continued to go back to the same lecture notes I have, and this is seven years old. And I still find it fascinating. That's my fallback. So it tells you how much I appreciate that experience and how I still use the same principles that I was taught to lead my life today and I will build up on leadership skills. But the core which you've put, you use that as a scaffold to build other things on average it. So time commitment, I think it's there, but, you know, it's something that you go into a group that is very supportive. But from your colleagues and faculty and Susanna, Susie crazy and all the administrative staff as well. I just love everything you're saying because you're basically saying everything we cancel that you're saying that, you know, you learn the principles that serve you for a long period of time until we're really honored that you are living in that it isn't incredibly supportive environment because we're all focused together on I personally am changing health care through supporting you through your journey, right? So we all have a personal mission and a piece of that personal mission that we're living so that I don't take that commitment lightly. It's an honor that we get to do, but I do want to say on a time commitment piece, something that we've learned. And I know you saw some of your colleagues in this way. Education is what you make of it. So you can sometimes be your own worst enemy. So from a time commitment piece, you do have to hit that enough button, like this is good enough. I'm moving on. I've learned what I need to learn. There can be some perfectionist tendencies that hit into that time commitment piece. So I'm just throwing that out there. It's very easy to manage, but sometimes you don't want to be weed eater and we're not here to find typos and the finance textbook e.g. That's an example of a physician actually coming through the program. Another question that we got here, Philip, to you, that I know the answer, but I'd love you to comment. And that is how did you get assessed in the program? How did you know what your progress was? What was the grading? Was it creating or was there just feedback? How did you get how did you get your assessment? So you write are effective. I remember we did a finance exam. So it's not it's not While that you would just get feedback as well, that is actually great. So with the reflective stuff that you write, the exam that you do, you get graded on that, and you get a score at the end of it. So it's both, and there are projects you get a lot of feedback amongst yourselves as a team and also from faculty. Sometimes people from the industry, industry experts who are faculty come in to help with some of the projects that I think that also brings real life, real time abused to some of these projects that we do in the program. So you get graded. You did great business, your feedback, do you get graded? Yeah, absolutely. I mean, it has all the academic integrity you would expect at a top business school. So you get A's, B's, C's, you have to pass all your grades with a C or better. And you are given rigorous assignments to ensure that you've gained the knowledge. It's really have you gotten what we're trying to get from this. We don't have a lot of busy work and actually the finance exam you're referencing Philip, we transitioned off that and have a different models that we use for that class that was a little stressful. We don't really have exams in the program, which is an unusual thing to think about when you're coming out of the medical school curriculum. That is a very standard way to assess. We have very few exams. It's more did you have to show you learn the process? So projects, written, assignments, presentations, etc. That's how it works. So before we end, I want to turn it back to you, Phillip, Are there any final thoughts, questions, summary that you would want to share with our participants? I would say that it's a good idea. You're looking at the right place, number one. Number two, it it's okay to feel some pressure or a sense of inertia going into it. I think with everything else, as you all may know from medical school, there's always that good anxiety before you take an exam. Good anxiety before you progress. And it comes with just because I don't want you to go into the program taking it for granted. I think there's a lot of good things too then. The program is a program that has built itself up taking feedback. And they attest to the fact that people had other ways, like in the finance exam now evolved into what works very well. It's a testament that the program is supported. So the way if you have feeling the weight of getting into the program, that's normal. But a lot of us are resources for you. A lot of us attest to the fact that the program is supportive and a lot of us attests to the fact that the time commitment, it's not overwhelming is doable and the program is there, they administrate this tab is there to support and guide you through. So you can make the changes to help gain that you have. That's what your heart you want to bring to the table. I love that. Thank you so much for inspiring me again today. I just got to say like these, I love these opportunities for us to chat with physicians who are looking at the program primarily because it's an opportunity I get to talk with alumni who've completed our programming are seeing so much success from their investment in the program for themselves. And so thank you for inspiring me. I know we just got a question from someone in the group that's asking a number of sort of detailed questions. So Susie will follow up with you on that. My closing thoughts. I just want to thank you, Philip, for spending time with us here today and sharing your perspective. It's so powerful. And then to everyone who's joined us, either live or I keep forgetting on our recording. We're so glad to have spent time with you today. We appreciate you taking a look at the Kelly physician MBA and how it can help change their trajectory of your career and your leadership. Please stay in touch and let us know how we can continue to help. Thank you all.