Fran Katsoudas, Executive Vice President and Chief People, Policy and Purpose Officer, Cisco
Dr. Henry Ting, Senior Vice President and Chief Health Officer, Delta Air Lines 
Tara Mahoney, Global Healthcare Managing Director, Genesys 
Moderator: Arianna Huffington, Thrive 

Brainstorm Health 2022 - People-Centered Business Strategies: Why Well Being Is Mission-Critical

Conferences

Fran Katsoudas, Cisco
Dr. Henry Ting, Delta Air Lines 
Tara Mahoney, Genesys 


Brainstorm Health 2022 - Why Well Being Is Mission-Critical


Fran Katsoudas, Executive Vice President and Chief People, Policy and Purpose Officer, Cisco
Dr. Henry Ting, Senior Vice President and Chief Health Officer, Delta Air Lines 
Tara Mahoney, Global Healthcare Managing Director, Genesys 

Fran Katsoudas, Executive Vice President and Chief People, Policy and Purpose Officer, Cisco
Dr. Henry Ting, Senior Vice President and Chief Health Officer, Delta Air Lines 
Tara Mahoney, Genesys  

Brainstorm Health 2022 - People-Centered Business Strategies: Why Well Being Is Mission-Critical


So we are the last panel before dinner. So we're going to try and make it really interesting um thank you for still being here. This has been a long and a really interesting day and I'm really excited about our panel because We are dealing with three amazing leaders who are at the forefront of reimagining healthcare and well being for both employees and customers. And there's a lot they agree with as I know from my research and will help to bring it out. But from, let me start with you and you have dealt with a big workforce, over 80,000 people have made a hybrid workplace the norm and have allowed managers and teams to decide exactly how they operate and you actually did release your global hybrid work index. So what did you find? What is hard, what is working? So thank you so much. It's lovely to be with all of you. So here's what we found. So we went out to about 28,000 workers around the globe And the first thing that we learned is that 70% believe that working in a hybrid mode was better for their well being. And so that was the first takeaway that I think was really powerful. The other thing that we saw was that people want the ability to choose how they work on a week to week basis. And so while Tuesday Wednesday thursday may work this week, it may not next week and that's really important to talent around the globe. And the last thing that I would say is there is such an important element around trust and when we're talking about well being, if you are in a trusting environment, you are going to be more comfortable to ask for what you need or to share what you're going through. And in this study, what we could see is that individuals felt like they had the trust of their leader but a lower score for the trust of their peers. And I think it just shows some of the work that we have to do across industries around the world. Well it's fantastic that you are collecting all that information and that as you and I have discussed and I worked together, you have found how critical empathy and how easy it is for empathy to disappear when employees are burnt out and Tara that really connects very much with your work with genesis in the healthcare sector. Um as your Ceo wrote in his book which is actually called Empathy in Action. Empathy is one of the first things to disappear after cumulative stress and call center agents are among the most stressed employee groups. Tell us what you've been experiencing. Yeah. You know, empathy, we can operationalize empathy. I really believe this. Of course we start with great people and it's reminded me of a story a friend of mine runs nurse training and they weren't getting great patient scores And so someone had this genius idea that we're just going to train nurses to be nice and you know, to me that is not and and all the nurses would agree that we need to be more mindful of how to um give empathy to those who need it most and so being able to um first and foremost make sure that you are dealing with work that's appropriate, you know, and that you're operating at the top of your capabilities, it makes it interesting and that's really probably why you got into your work in the first place. Um and then the second piece is giving you the tools you need at that point in context. And then the last piece is how do you operationalize mindfulness and self love and care? And you know, we we are starting to work together actually on, especially for people servicing customers. If you've had difficult interactions, how do we give you a moment, operationalize a moment to just breathe and be and regroup. And not only does that make employees feel more valued and trusted as you're saying, um but actually they end up being more efficient in what they're doing. Yeah, that is really amazing. The connection that is not so clear between employee well being and customer success. The two things are so interconnected and and what I love and I'm excited about our work together is that you can operationalize Empathy and reducing stress in just 60-90 seconds, you don't have to go Away for 20 minutes and meditate, although that's great, but it's not realistic in the course of a very hectic day and Henry, you're dealing both with employees and with customers, many of whom are really upset these days as we as we've been reading. But as Delta's chief well being officer with your amazing medical background. What an incredible moment to actually build a unique strategies to address well being during this especially stressful and difficult times. Tell us what you have found. Yeah, thank you Ariana. Um it's a pleasure to be here with all of you. I actually want to start by saying thank you for staying. I'm very grateful for all of you who have hung around all day with these 20 minute sessions. So we appreciate that. Um So as Delta's first Chief health Officer and chief, oh being officer. Um my number one priority is to serve and care for our people right to develop the people strategies for organization uh to optimize their performance. And um we believe if we do that, they will care for our customers, our partners and our communities and the outcomes we love to achieve. And we're trying to measure those with things like the resilience index um measurements of well being is really, as I think Fran mentioned things like trust things like affinity for our brand on our organization, engagement resilience in the work. And we believe that we can achieve these outcomes really by working on the four domains of well being. We've separated them into physical, emotional, social and financial and they're all related, right? It's it's you know, I I would say we can't forget the fact we've been two years through a pandemic. All of us have had some loss, right? Whether that's someone you've lost in your life or family um to covid or just a birthday party you missed for your parents or a granddaughter or grandson or daughter or son. Um and you know, two years into it. Um We have a workforce that is um have the resilience tank on empty now and and we're telling our people is it's okay not to be okay, it's okay to ask for help in the break. Um And I and I, you know like Fran and terra here, you know throughout the day, what you've heard is many, many strategies, technologies and different resources and tools we can do to invest in our people's resources, There's never a better time and a place to do it than today. And what I love and that you all um have experienced that is that these are no longer just warm and fuzzy benefits. These are critical strategies for business success and Fran, you know, Cisco is a major tech company and technology has been a force driving burnout but it can also be used to help us deal with burnout and stress. So it's a tune. How do you manage that? Especially in a company really driven by technology. Yeah. It's funny sometimes I I laugh and say it's a friend of me um and you have to be so thoughtful about what habits come from the technology. So as an example if there's technology that is connecting you to your people and driving that trusting relationship, um driving that frequency of uh touch points, that's wonderful. Or if your technology is reminding you to have a drink of water to take a few steps uh that's helpful and so I think you have to really look at uh the outcome of that technology and just know that we all have the power to really choose the technology that makes us better. The one other thing that I would add is I don't think we always know how we leverage our technology or even how we're working. Something that we launched at Cisco is called personal insights where you can see how many meetings you're taking outside of your desired hours, you can see who you are scheduling meetings with outside of their hours and our hope is that this knowledge, this intelligence makes us smarter and makes us more compassionate for our peers as well. And then you can schedule interventions and that are more targeted and more personalized and Tara, how are you using technology um to support people, especially in an industry where we've seen unprecedented levels of stress and huge turn You set up to 50%. I'm working with two health systems right now, 50% annual Churn, which is um but you can imagine the burden on on the employees and then you can imagine the operational burden on the finance on on the on the health institutions and the financial implications and um you know we're because we're a customer experience organization. The first we do is again, how do you use natural language processing integration into customer relationship solutions to identify and validate the person the intent and then make the best decision on how to best service them often. Not with human resources as you know, how do we again deflect The work 25% of nurse time that is spent trying to find someone or something or all the you know back channels to try and find an on call physician. So all that sort of interaction, how do we determine which really a human shouldn't Be involved. That's number one. Um The second use of technology is if it if it is supposed to come to me then how do I service up all the context around the patient that the tools I need to service them. Their their their electronic health record there, the clinical transcription of the interactions to make it charting easier, anything I can do to make that interaction faster and easier. And then the last piece is how do I continuously learn? We lose so much context today, leveraging our technology of what is actually being said. So using things like voice process analysts, we've got one health system that instead they are analyzing voice processes and identifying which patients actually need a human to intervene and which ones don't based on what was said. So we're trying to use that analytics feedback technology to really analyze what are we doing during the day. And where are people most at risk that we need to we need to intervene. Whether it's because their flights been delayed eight hours or or whether it's because they're not reacting well to um you know an incision and it's not healing well or it's an investment, you know banker who needs to service high net worth individual. And how do we service the information and how to make them more productive and technology. I resonate with friend of me, I would love to be a Luddite many days. Um but you know, how do we how do we leverage technology for and Henry? Um I want to zoom out and ask you having had such a distinguished medical career and now interacting directly with customers as well as thousands of employees. What have you learned that is affecting your own vision of the future? Yeah. Um you know, I I think health care is on the precipice of a transformation. Um you know when I was in training I became a cardiologist, interventional cardiologist and I felt like I was making a different saving lives by coming in at three o'clock in the morning into the cath lab to put a stent in someone when they're having a heart attack. But what I also learned was it took almost a stroke of miracle or luck to get the right care at the right place at the right time for the first time and every time nothing more, nothing less. And put it in simple terms. And that's what our health care system is, whether it's in the claims, the payments getting to a doctor, I mean if any of you, you know, we're unfortunate to test positive for covid at saturday at 10 p.m. What are the chances you're gonna find someone who could prescribe you pack covid within two or three days over a long weekend. And that's those are the challenges. Um, but what I'm excited about is I think I joined Delta Airlines because I felt I could change the world. I felt that we could change the world for the better. You know, I doubt that we feel that we feel that our core mission is no one better connect the world and for us, it's connecting people to people and people to potential, not just people to place. Um, and we use technology, um, but we are um, clearly um focused on, if we can engage our workforce, meet them where they are understand their pain points. Um, and there are different pain points you might imagine for a pilot or a flight attendant or mechanic, um, and design solutions that fit them because I don't think there's a single tech or single solution. Um, so that's how we view technology for the lens of the user experience, be it the internal customers or our external customers in terms of their experience. Thank you. So as you can see, you know, and all three leaders on the panel um are fueled by enormous passion for the people you serve an enormous responsibility. So my last question is why do you actually do to take care of yourself to prevent burnout? To stop yourself from being always on because certainly the demands that you could be always on. So give us some specific tips micro steps as we call them a tribe that maybe we can emulate. So um all of it I should be doing better. But I show myself compassion because I'm trying my best. Um, I like to exercise but I like diversity. Right? So sometimes on my exercise bike sometimes I enjoy the outdoors and try to walk 15,000 steps. But the micro step I do is gratitude and mindfulness. And I think if you try to do that either the morning or a night with yourself or with your partner, it makes a huge difference for me. Mindfulness is not being in the moment is choosing which moment you want to be in. So choosing that five minutes where you can shut off your mind and reset and if you spend five minutes with your partner or friend or even your dog just going over, you know what happened today that you're grateful for and I share with you, I'm very grateful that all of you stayed so later there are conversations. Yeah. Well first of all I once a year I do not micro, but macro I go on a silent retreat. It's hard to imagine. I'm silent for a week and I really try to get out of my thought process into my heart center and then my micro steps or anything to move me from here to here. You know, so it, it might be, I do meditate regularly, but it might be anything that allows me to connect with my heart or my body be with my Children but be with them not solve the next day's business problem, pet the dog, you know, any, and I do love to move as well in any diverse way. So, um, we've got a place in the mountains and in this winter whiskey and in the summer we sort of hike and swim and things like that. So it's great. Yeah. And France Fran and I are both greek. So what that means is that food is part of my recovery plan, you know, walking outside. Um, really helps to reset me. Um, it's something that uh, I just get a lot of energy and I can even tell the start of the walk and the end of the walk. I'm in a different place. Uh, someone I work with, She has a micro step that I've adopted, which is She tries to throw away 10 things a day. And she said that at the end of that she feels better. I agree I've adopted that want to just 10 things whatever it is, you're still awake today and that it it screams amazing. This is the best I'm going to adopt. Thank you so much. Thank you for the work you're doing. Thank you for closing this day and see you all at cocktails and dinner. Thank you everyone.