Craig Deao

Audience: All Leaders, All Healthcare Roles
Focus: Innovation, Intelligent risk-taking, Leadership, Inspiration, Strategy, Psychological safety
Length: Keynote, Half-day
Amidst the disruption and suffering caused by the pandemic, healthcare organizations also find themselves in a rare moment of grand experimentation. Fueled by sweeping changes to regulation, reimbursement, and patient preferences, there has been an unprecedented wave of innovation, from the rise of telehealth to the
flexibility of working from home. But which of these positive changes will sustain, and which will fade away?
Local leaders have more control than they often think. This session shares a perspective on where to look for innovation, how to nurture the positive changes, so they endure, and practical advice for ensuring you continue
to build trusting relationships with your employees and communities.

Learning Objectives:
• Own Your Future® rather than be disrupted by it.
• Discuss historical examples where organizations have identified silver linings during challenging times.
• Build and nurture trusting relationships with employees, patients, and the broader community.

Audience: All Leaders, All Healthcare Roles
Focus: Engagement, Leadership, Communication, Change management
Length: Keynote, Half-day
When people don’t do the things that evidence suggests they ought to do, the reason is either a barrier or an
excuse. Senior leaders must not accept excuses but rather help identify and remove barriers. What are the
“accidental values” within your team that are being permitted and, in effect, promoted? And what are the
barriers and excuses that are being used to justify the status quo?

Learning Objectives:
• Identify common challenges to ensuring senior leaders’ expectations are met.
• Develop action plans to make sure organizational objectives are achieved.

Audience: All Leaders, All Healthcare Roles
Focus: Physicians, Engagement, Patient experience, Communication, Quality and safety, Inspiration, and Purpose
Length: Keynote, Half-day
Caregivers have always felt in their hearts that compassionate care is the best care, and now there’s irrefutable evidence to back it up. In a review of more than 1,000 scientific abstracts and 280 research manuscripts, there is strong evidence that compassionate patient care can improve health outcomes and reduce workplace stress
and burnout. This session reviews the evidence while recommending specific practices that can be employed to demonstrate compassion with our patients, our colleagues, and, perhaps most overlooked, ourselves.

Learning Objectives:
• Discuss the scientific evidence linking compassion to quality, care experience, financial performance, and
provider engagement.
• Demonstrate compassion without spending more than one additional minute per encounter.
• Foster a culture of compassion across your organization.

Audience: All Leaders, All Healthcare Roles
Focus: Engagement, Leadership, Patient experience
Length: Keynote, Half-day
Take a deep dive into Evidence-Based LeadershipSM (EBL) methodology and learn how it can help your
organization achieve and sustain results. This session provides an overview of the methodology Huron uses to
help create better places to work, practice medicine and receive care. The content includes the latest evidence
around aligning goals, behaviors, and processes to create cultures of accountability and reliability.
Learning Objectives:
• Describe the Evidence-Based LeadershipSM (EBL) Model.
• Articulate why and how the EBL model works.
• Implement one evidence-based practice to create a better place to work, practice medicine and receive
care.

Audience: All Leaders, All Healthcare Roles
Focus: Engagement, Leadership, Quality and safety, Patient experience
Length: Keynote, Half-day
Over the past 20 years, healthcare has confronted the fact that patient care is neither as safe nor as high as it
could be. However, our actions to close these gaps have been incremental, siloed, and insufficient. Many leaders
are wisely looking to adopt the characteristics of high-reliability organizations to accelerate their performance,
yet too often, these efforts also focus too narrowly on the tactical issues rather than the systematic root causes.
Effective transformation requires culture change, especially to identify and reinforce the standard leader work
that helps not only implement but truly sustain better quality as experienced by our patients.
Learning Objectives:
• Discuss how to improve both quality and patient experience using the same scientific principles.
• Identify the reasons why culture change fails to sustain in most circumstances.
• Improve the likelihood of engaging team members in evidence-based practices.

Audience: All Leaders, All Healthcare Roles
Focus: Engagement, Leadership, Communication, Change management
Length: Keynote, Half-day
Today’s leaders have the benefit of 80 years of management science, showing us the evidence-based methods
that engage and develop our teams. Yet, too often, we rely on informal mentoring and life experiences to shape
our organizational cultures. There is a better way, and in this session, we’ll explore the proven practices that
both support full engagement and maximize the human potential within our organizations. One of the
essential actions we can take is to clearly communicate how each person is performing. Most of us have a
default style we prefer to use with our employees. Some of us are great cheerleaders, never missing an opportunity to express appreciation. Others are excellent coaches, spending time mentoring people as they
face new situations and gain mastery. Still, others have learned the art of constructive criticism and never miss
the opportunity to deliver feedback in the moment when results or actions could be better. The reality is that
you’ll have people who exhibit patterns of behavior that fall into each of these categories, so we need to master
all three.
Learning Objectives:
• Discuss the essential factors to evaluate individuals on your team.
• Implement practices to recognize high performers, mentor solid performers and address low performers.