Transcript

Bred To Lead | Ep. 027: Lessons from the $8 Billion Healthcare System's Collapse | With Dr. Jake

From YouTube Channel UCNFpdzMKNcVkP3kn1x1lXMw · Episode page · Watch on YouTube

· 40 min · 6,091 words · 38 timestamped sections

This is the full, timestamped transcript of "Bred To Lead | Ep. 027: Lessons from the $8 Billion Healthcare System's Collapse | With Dr. Jake", an episode of YouTube Channel UCNFpdzMKNcVkP3kn1x1lXMw published January 15, 2025 (40 min, about 6,091 words). It mentions 28 people, works and ideas, including Bread to Lead, Future Focused Leadership, Operational Excellence, Future Back Framework, Sustainability Metrics.

What is discussed, and when

  1. – 5:00: Bread to Lead, SS Healthcare Solutions
  2. – 10:00: Future Focused Leadership, Bread to Lead, Instagram (Jake Taylor Jacobs)
  3. – 15:00: Operational Excellence, Financial Engineering, Future Back Framework, Future Focused Leadership
  4. – 20:00: Future Back Framework, Future Focused Leadership
  5. – 25:00: Operational Excellence, Future Focus Forums, Future Focused Leadership
  6. – 30:00: Sustainability Metrics, Capability Mapping, Exodus 18, Jethro
  7. – 35:00: Operational Excellence, Sustainability Metrics
  8. – 40:00: Bread to Lead, Culture Eats Strategy, Future Focused Leadership

Notable quotes from "Bred To Lead | Ep. 027: Lessons from the $8 Billion Healthcare System's Collapse | With Dr. Jake"

  • Welcome back bridge Builders to bread to lead the podcast transforming leadership across Industries I'm your host Dr Jake Taylor Jacobs and I'm thrilled that you're here we're currently ranked as.
    about Bread to Lead · at
  • The scope that it only fits in healthcare we're just using Healthcare the space that my company SS Healthcare Solutions is in we're using healthc care and organizations as a niche or a focus to build off of so all of the lessons.
    about SS Healthcare Solutions · at
  • Our podcast episodes please go to bread to le.com or find me on link in at Dr Jake Taylor Jacobs or in Instagram Jake Taylor Jacobs and let me know what you love to hear most…
    about Instagram (Jake Taylor Jacobs) · at
  • About the lack of planning steuart had plenty of plans what they lacked was true future focused leadership and let me show you the difference because this is crucial for every…
    about Future Focused Leadership · at
  • Future vision of Excellence secondly they prioritize Financial engineering over operational excellence the leadership team backed by a private Equity focus on short-term…
    about Operational Excellence · at
  • Organizations on future focused leadership we use what we call future back framework it starts with three fundamental questions what must be true about our organization in the…
    about Future Back Framework · at
  • Principles into your organization first create what I call Future Focus forums these are regular sessions where your leadership team steps out of the day-to-day operations to…
    about Future Focus Forums · at
  • Good now thirdly we need to develop sustainability metrics this goes beyond traditional kpi to measure so many people kpi kpi it's the buzzword kpis.
    about Sustainability Metrics · at

Who and what is mentioned in this episode?

People

  • Jethro — Person · 1 mention · first at
    Capabil capable means in scripture Exodus 18 Jethro tells Moses to find leaders who are capable that means that they already have innately inside of them the ability to execute…
  • Charlie Angus — Person · 1 mention
  • Dr. Ralph de la Torre — Person · 1 mention

Books & papers

  • Bread to Lead — Book · 8 mentions · first at
  • Exodus 18 — Book · 1 mention · first at
    Capabilities do we have you know what capabil capable means in scripture Exodus 18 Jethro tells Moses to find leaders who are capable that means that they already have innately inside of them the ability to execute the job not only well but.

Companies & orgs

Products & tech

Concepts & topics

  • Future Focused Leadership — Concept · 8 mentions · first at
  • Operational Excellence — Concept · 8 mentions · first at
  • Future Back Framework — Concept · 3 mentions · first at
  • Sustainability Metrics — Concept · 3 mentions · first at
  • Financial Engineering — Concept · 2 mentions · first at
    Plan for growth without leading from a future vision of Excellence secondly they prioritize Financial engineering over operational excellence the leadership team backed by a…
  • Future Focus Forums — Concept · 1 mention · first at
  • Capability Mapping — Concept · 1 mention · first at
    To current decisions second Implement capability mapping this means regularly assessing what capabilities do we have you know what capabil capable means in scripture Exodus 18.
  • Lean Method — Concept · 1 mention · first at
    Measure so many people kpi kpi it's the buzzword kpis no different than the lean method everybody want to be lean Sigma certified lean it's just become buzzwords when I'm really trying to build an organization.
  • Culture Eats Strategy — Concept · 1 mention · first at
    Preparing for tomorrow's challenges number two key principle to take away culture eats strategy your culture eats your strategy terrible culture it doesn't matter how much…
  • Key Performance Indicators (KPIs) — Concept · 1 mention
  • Lean Six Sigma — Concept · 1 mention

Places & events

Sponsors

Full transcript with timestamps

welcome back bridge Builders to bread to lead the podcast transforming leadership across Industries I'm your host Dr Jake Taylor Jacobs and I'm thrilled that you're here we're currently ranked as the 30th top business and Leadership podcast Nationwide and it's all thanks to listeners like you bridge Builders if you haven't already grabbed a copy of my book bread to lead on Amazon it's packed with strategies to elevate your leadership game got questions or ideas for the show visit us at bread to.com come and if you're finding value here please take a moment to rate and review us on Apple podcast your support helps us reach more leaders now let's dive in and continue breeding excellence in leadership today's episode awaits Bridge Builders Bridge Builders first and foremost welcome back to Brad to this episode is a very important episode episode 27 um as we are going to start tackling um a lot

more um real life case studies are really showing the concept of bread to lead and bringing it to life with things that are happening in the healthc care space with uh uh hospitals and organizations all across the country and in episode 27 uh the purpose of it in the title is the 8 billion leadership failure lessons from a health care system's collapse and for those of you that are interested in uh bread to lead and you're not in the health care space the reason why this podcast to my belief is still a very very um important podcast for you to listen it's because we're not looking at a health care business or operations or leadership in the scope that it only fits in healthcare we're just using Healthcare the space that my company SS Healthcare Solutions is in we're using healthc care and organizations as a um as a niche or a focus um to build off of so all of the lessons that you'll learn if you're new to bread

to lead um all of the Lessons Learned are transferable to any organization that you can imagine it fitting in one being because some of you all know I'm a corporate fixer by trade so I've worked with companies in every industry that you can imagine turning them around but healthc care um the reason why I love the complexities of healthc carees because it's it's typically not seen solely as a business or an operational model and you typically don't see big giant 8 billion doll companies just go tumbling down um like we're going to be talking about today so if you're new to the podcast make sure you understand that this is a pod class which means that when we get started you should be having your notes out screenshotting and even bookmarking certain things that we say that when you go back to it you can always um get the information so that you can apply the goal of bread to lead is to ensure that

as you leave or as you lead you can take the information that we give you and apply it immediately to your organization we want to thank every single person that's allowed for us to be able to position our organization or even our podcast as a top 30 podcast in the entire country in the business class and we love everyone that is sharing constantly sharing our podcast um and then we have leaders from the sea Suite all the way down to technicians and the hospital facilities that are reaching out and letting us know that they are not only applying the information but they're seeing drastic change so I'm excited about that so let's go ahead and dig into a bridge Builders today Bridge Builders we're going to be diving into something critically important okay the difference uh between planning for the future and actually leading from it and to illustrate this I do want want to share a powerful real world example

that's unfolding right now in the healthcare industry in May of 2024 um steart healthc care one of the largest private Hospital Systems in the country filed for bankruptcy um steart healthc care one of the largest Health Hospital Systems in the country did file for bankruptcy and now on the surface this might look like just another business failure but what happened at Stewart offers us profound insights into the difference between planning and true future Focus leadership I want to break this down a little bit and if you all love these case studies a little bit more than just the traditional way we've been doing uh our podcast episodes please go to bread to le.com or find uh me on link in at Dr Jake Taylor Jacobs or in Instagram Jake Taylor Jacobs and let me know what you love to hear most and what you want us to dive more into so we're going to break down what happened uh with steuart

Healthcare in 2010 steuart Healthcare uh was established as a for-profit hospital system their strategy looked uh absolutely amazing on paper they would acquire struggling hospitals turned them around through operational efficiency and build a scalable healthc Care Network much like what um uh my private firm would do and still does for private small and midsized businesses acquire them turn them around and sell them or keep them in our portfolio or much like what we do here at ships Healthcare Solutions we don't acquire hospitals but we are called into hospitals to turn around a lot of the surgical Services departments okay um uh steart Healthcare had a CEO Dr Ralph DEA t who seemed perfectly qualified a former cardiac surgeon with both medical expertise and business Acumen and I just want to park here parenthetically just for a moment and I want to say that just because someone has business Acumen

doesn't mean that they're perfectly qualified to actually run the business and all too often that people think that education alone uh will permit someone's ability to be able to run a sizable organization I always like to liken it to if would never put a first year surgeon that just got out of grad school U medical school um in in the seat of actually uh doing a heart transplant as their uh uh because they have the medical Acumen if you would never do that when it came to saving someone or performing a surgery we should not be doing that with businesses especially with business models where um the consequence of not running it correct is literally life or death so of course uh he he he seemed like a perfect perfectly qualified fit but here's where it gets interesting uh Bridge Builders despite having what appeared to be all the right pieces leadership expertise Financial backing and a clear growth strategy the

organization failed spectacularly by 2024 which is 14 years later they were facing bankruptcy closing hospitals and leaving communities without crucial Health Care Services all right without crucial health care services this failure wasn't about the lack of planning steuart had plenty of plans what they lacked was true future focused leadership and let me show you the difference because this is crucial for every leader to understand when you're planning for the future you're essentially trying to extend your current reality forward you look at Trends make projections and create strategies based on what you can see from where you are but when you're leading from the future you're doing something fundamentally different you're starting with a Clear Vision of where you need to be and then working backwards to ensure every decision serves that future so let's look at how this was played at Stewart their planning focused on growth

through acquisition which is a fine business model if you truly weighed out all the risk and and and it's nothing that's new Under the Sun they acquired dozens of hospitals across the United States and internationally and on paper this looked like a future focused leadership but when we begin to dig deeper we see they were actually making a classic planning mistake confusing activity with progress before we move forward I do want to uh let the bridge Builders know all of you know that transformational leadership starts with the right mindset go and get my book bread to lead on Amazon today and learn how to lead from the future instead of just planning for it go to Amazon or go to breadt lead.com to get a copy of my newest and latest book bread to lead so here what true future focused leadership would have looked like at Stewart okay so versus US thinking about what should have happened we're going to break down what

it really looks like if we really want to talk about uh planning for the future in leadership okay instead of just asking how can we grow steuart the staff the committee the board should have been asking deeper questions what will be sustainable with our health care delivery in the next 10 to 20 years how do we ensure that our growth serves our communities long term what capabilities do we need to build not just by and let me break down three critical failures at Stewart that illustrate the difference between between planning and leading from the future first at Stewart they confuse expansion with Evolution steart Health leadership focused on getting bigger rather than getting better they acquired dozens of hospitals but reports show they weren't investing in maintaining these facilities we saw pest infestations equipment breakdowns and deteriorating conditions this is what happens when you

plan for growth without leading from a future vision of Excellence secondly they prioritize Financial engineering over operational excellence the leadership team backed by a private Equity focus on short-term Financial metrics rather than building sustainable operational capabilities they were playing a numbers game instead of building a future ready Health Care system and I want to stop here and say this doesn't just happen uh in this Healthcare space we see companies all the time that are so focused on growth that operationally it is impossible for that organization when it finally hits its real barrier that that forces it to focus on operational excellence capability and ensuring quality service for communities that organization that organization would serve when we only think about growth in the numbers game business is not about numbers business is about delivering a service that is so good that customers

consumers clients and patients find so much value in it that they are willing to pay whatever price point that you put and from that pice price point and paying it you build your organization to support that so service has to be the for focus of the entire organization that you build in quality of staff that are there so the first one they confuse expansion with Evolution the second one they prioritize Financial engineering over operational excellence and thirdly this one is crucial Bridge Builders they failed to build an organization that can sustain itself beyond their immediate plans while Dr D lore reportedly received sub substantial compensation hospitals were struggling with staff shortages and basic maintenance issues this is what happens when leaders optimize for the present instead of building for the future now let me share something powerful about true future Focus leadership it's not just about

having a vision it's about making decisions today that create capabilities for tomorrow let me show you what that looks like in practice when I work with organizations on future focused leadership we use what what we call future back framework it starts with three fundamental questions what must be true about our organization in the future for us to fulfill our purpose what capabilities do we need to build now to make that future possible and thirdly what decisions can we make today that will serve the future while maintaining current operations Bridge Builders are you ready to transform your leadership from planning to True future Focus visit bread.com for exclusive resources and strategies that will help you lead for the future let me share how this future back framework could have changed the trajectory at steart and most importantly how you can use it in your organization instead of just acquiring

hospitals a future focused leadership approach would have started with building sustainable operational excellence let me show you what that means so it's kind of ironic that um their business model said that they would take underperforming hospitals change them around make them more operationally efficient and then tuck them in the portfolio but it but the very basis of the business plan of operational efficiency was not their focus it was not so at Stuart we saw a leadership team making decisions based on immediate financial metrics they were playing what I call the now game focusing on quick wins and short-term gains but true future focused leaders play the next game in the after next game simultaneously here's what that means the now game is about current operations and immediate results the next game is about building capabilities for emerging opportunities the after next game is about creating options for future

possibilities today and let me give you a concrete example of how this works when you're leading a healthcare organization or any organization the now game might be about current patient care operational efficiency the next game will be about developing new care delivery models and building digital capabilities the after next game will be about reimagining what healthc care might look like in a decade in positioning your organization to lead that transformation Stewart's failure teaches us something crucial you can't sacrifice the now game for the next game or vice versa they sacrificed current operations for expansion plans but they also fail to build for the real future of healthare they were all playing neither game well so let me share with you four pillars of future focused leadership that I teach organizations get a pen write it down I'm G share with you four pillars and this this also goes for

anyone that's leading a department where do you want to take that department now create a future back framework from it and ask yourself do I have the right staff is my talent is my team developed enough when I ask for Consultants to come in are they always plugging holes or are they helping us to to move forward the organization to where where we want to go do I have career Pathways that align with what the organization will look like in the future what am I doing to to be able to uh encapsulate this Vision that I have for this organization for my future for this department to ensure that it doesn't crumble as we continue to grow future back thinking this isn't just about planning it's about truly understanding what capabilities your organization needs to build for the future and as Stuart they needed to ask what capabilities would a sustainable Health Care System need in 2030 or 2040 instead they were focused on

immediate expansion so when we're talking about truly building an organization especially when you talk about acquiring other facilities clinics hospitals or businesses you got to ask yourself what is the true plan of this acquisition and do we have enough inside of our organization or can we get resources outside of it to ensure operationally we're effective we're effective now this also goes to the lower level manager or leader so many people are so focused on getting a promotion that we don't ask ourselves what are we going to do once we get the job what initiatives are we going to place and I love the presidential campaign because they have to talk about the things and the initiatives that they already have been thinking about to put into place so that we can be able to what move it forward now what happens here is although you have these plans in place it still does not take away for

the simple fact that you now have to gain Buy in from all your other stakeholders to ensure that that plan can go into place but if you do not have a framework from what you're building everything from this is where the difficulty starts to happen when people get promoted but are not ready for the promotion the promotion is not just about you making more income it's you what impact are you going to create as you are stepping into that position so the framework the future Focus leadership framework when we talk about building it it's not just a plan you have to think about what will the organization look like 10 15 20 years from now and you build your organization from the vision that you have so I'm working toward there I know where I am and I'm building up Milestones that we hit along the way no different than uh an architect building your home the final product is a home the final product is a car the final product is a

uh you know is whatever the architect is building or whatever they're drawing out that's the final product the issue is that when we start building without a final product in mind so we're just one after the other making mistake after mistake after mistake without considering what will the organization look like before one of my favorite leaders in the healthc care space his name is Angus at Boston Children's he already has an eight-year plan for when he's going to retire and he's building up his leaders and framework we're coming in to partner with him we're building up his leaders and framework and building what we call our next up leadership pipeline where we're helping them develop the talent within the organization and managing that Talent by ensuring that the right people get placed when it's time for them to get placed because he is trying to create the next level of leaders from the

bottom up so he's thinking of what his move is going to be for the benefit of Boston Children's from when he retires he already has that framework many of us wait we do nothing and the hospitals Don't Force the leaders to have to prove a case of where are you taking this department or these set of departments in the next five 10 years how long are you committing to and with that commitment are we going to have a bulletproof plan to actually execute it the second thing capabilities building true future focused leaders invest in building capabilities not just acquiring assets this means developing operational excellence leadership depth Innovation capacity cultural strength you have to think of an organization or your department like a table that needs four legs to stand up operational excellence yes you can have all the processing systems in place but if you don't have any leaders in place no no innovation that takes place

uh retention is going to be gone no good leaders if they're not in place guess what retention is going to be out the window cultural strength no culture retention is out the window so how can you build an operationally ex uh excellent facility organization or Department if you continue to start over with the talent within your organization every one two and maybe even three years so you have to consider your organization or your department with four legs I need operational excellence how what's the depth of my leadership do I create an environment where Innovation is at the Forefront of our organization and the fourth one what is the culture is does does our culture there is there a pulse do we have an identity as an organization to ensure that they're getting everything that they need now number three sustainable resource allocation this is where steuart really missed the mark future focused

leadership requires balancing current operations versus future Investments growth versus maintenance short-term profits versus long-term stability there's a there's a hog and Dodge dance a barroom type of dance that you need between servicing today and investing in the future and you can't be so focused on today because you won't have a future and you can't be so focused on the future because you won't have anything today you have to have almost like a reward system as we build this and hit this Milestone we'll invest in the future when we build this we'll create Innovation when we build this we invest into research when we build this we'll create these are all stepping stones that you must create in order to really take your organization to the next level and fourth cultural architecture this is perhaps the most crucial element F future focused leaders build cultures that can sustain Excellence

over time at Stuart we saw a culture focused on financial metrics at the expense of operational excellence in patient care that's what led to the bankruptcy not that they didn't have good assets that they offloaded they could offload it's because the the main premise of their business model was to acquire underperforming hospitals and make them more operationally efficient the issue was it is obvious that they didn't have enough leaders in place that put an emphasis on operational efficiency more than bonuses checks compens compensation for more Acquisitions for More Money More Revenue to be made now let me give you specific strategies for implementing these principles into your organization first create what I call Future Focus forums these are regular sessions where your leadership team steps out of the day-to-day operations to explore potential Futures but here's the key these aren't just brainstorming

sessions they need to result in specific action plans that connect Future Vision to current decisions second Implement capability mapping this means regularly assessing what capabilities do we have you know what capabil capable means capable means in scripture Exodus 18 Jethro tells Moses to find leaders who are capable that means that they already have innately inside of them the ability to execute the job not only well but efficiently leaving as little waste as possible so when I look at the capabilities of an organization I'm looking at how well something runs how developed my team is or do we even have the capability as an organization to do what is being asked efficiently effectively and proficiently now watch this now after you look at your current capabilities the next question you must ask yourself is what capabilities will we need in the future I know here at simps Healthcare I'm very much aware of what we need

today but I'm even more aware of the talent the systems the processes the structure of the organization I'm well aware of what we're going to need in the future for where we're taking this organization and then after you figure out the capabilities of what you need today for your organization and the capabilities that you will need for the future for your organization then you have to measure the Gap in between and how do we systematically build the capabilities that we need to start Bridging the Gap and you bridge the gap not with cement with the ladder one step at a time there should be a ladder from today's capabilities climbing up to tomorrow's capabilities needed to ensure that we system atically have built the right things in place to ensure that we're good now thirdly we need to develop sustainability metrics this goes beyond traditional kpi to measure uh to measure so many people kpi kpi kpi kpi

kpi kpi it's the buzzword kpis kpis kpis no different than um uh the lean method everybody want to be lean Sigma certified lean it's just become buzzwords when I'm really trying to build an organization that is more than just an organization just full of kpis we build kpis as if we don't have the human element within the organization we're not talking to computers we're not talking to AI alone even with computers and AI you must bring context for the systems to actually be able to produce to the capabilities that we are asking asking so so sustainability metrics are what is our capability building process we know what we are capability wise as an organization I've tested all of my leaders I know where they are and I know what they must grow to in order to stay in the organization at the pace that we're in I know I know their developmental abilities I know our system structures I know that the

technology that we're using today can get us by today but that's not the technology that we need in the future so I need to create a building process of what will the transitions look like and what am I willing to invest today to ensure that the capabilities that I invest in today service today and also bills for the future tomorrow the second thing culture of Health if your if your culture is shotty there's nothing you can Implement that will change anything if your culture is shotty whatever the bad apples that are in your organization I'm sorry if they've been a bad apple for uh more than two years they're going to stay a bad apple get rid of them three long-term value creation what is the long-term value creation stop just thinking so shortsighted there's so many organizations and Executives that I've helped been able to turn their organizations around and the only focus was why are we so focused on a short

sight you've been shortsighted running your organization or running your department for so long and it has not worked has it so let's just try if we start start thinking about the long format the long-term value creation and let's see if something changes I'm not saying to get rid of the focus of today's problems but we can't solve today's problems with today's Solutions we have to solve today's problems with tomorrow's Solutions what can we innovatively do that can ensure that this will never be an issue again and then the last one when we're developing sustainability metrics the stakeholder impact how does it impact the stakeholders the steart case teaches us something crucial about metrics they were measuring growth and financial returns but they weren't measuring the health of their organization literally and figuratively they weren't tracking deterioration of their facilities the erosion of their culture and the

sustainability of their operations so with the Future Ready assessment here a so I'll I'll give you a tool we're going to focus on five major points operational excellence are your current operations sustainable if they are not you need to change them do you have the systems for continuous Improvement if you do not you need to invest in it is Excellence built in your processes if people can shortcut within your organization without any reprimand without anybody holding them to a standard you have an issue and I'm sorry being overworked and uh not enough people to help don't fix that problem number two Financial Health is your financial model sustainable are you balancing short-term and long-term needs do you have the resources for future Investments it's Financial Health if not we need to we need to solve that you may say Dr Jake listen I'm just running a department I don't have access over

deciding budget well you need to be trying to figure out how can you get access to whoever is is approving your budget and building a relationship with them so they can see why they need to find more resources for you so you can keep make sure that you're you're building a efficient and profitable Department people in culture are you developing Future Leaders is your culture aligned with Future Vision do you have the right capabilities it if you're not going to pay top dollar for leaders that already have it and you want to pay less money for talent the bridge is that means you have to invest in developing that Talent yes when you develop leaders within your organization it is a proven fact that the cost of keeping that leader is a lot less costly than hiring someone that you do not know that was not built in your organization Dr Jake what do you mean we still have to pay people equitably we're not

talking about the the the the the direct result of Equitable pay we're talking about the Phantom tax when someone's coming into your organization already with the set skill sets you're going to be paying them premium or top dollar which also means that if they already came with that set skill set they don't have any real loyalty to your organization because they already have everything built they're going to be there they already have in their mind I'm going stay here for a couple of hour for a couple of years and then I'm transitioning to my next big play so there's no investment or vesting period where they feel indebted to the organization for helping them make them this is why you will see even I want to make it personal this is why you will see people with crappy parents still pay hmage to parents and still feel committed to their parents to their family because there are things that

they still give their family credit for and making in them so there is a loyalty Factor there but when you see uh uh children that were not raised with their biological parents that were raised maybe adopted raised with a grandma raised in a different Dynamic and they feel like they built everything themselves they don't have that same loyalty factor to family and friends like everyone else would that that felt like that family or friend actually invested in them same thing with coaches same thing with organizations same thing with businesses same thing with friendships same thing with marriages if I feel like we built this in our marriage and you were a very big benefit to me in growing my business of course course you deserve 50% or whatever the cut is but if I feel like I built this before you we got into the relationship I already had these set skill sets then there is no loyalty there when we part

ways I'm parting with what I had you're leaving with what you had there is nothing there which is why I proactively always tell organizations if you are not investing in the future of your leaders or the future of your organization you will always have an attrition issue your attrition rate will always be extremely extremely high Innovation capacity can your organization adapt to change do you have systems for Innovation are you investing in future capabilities or are you still making decisions based on yesterday's successes in in pushing away the future Innovation can I tell you something it doesn't matter how many people pushed away the phone the Beeper was going extinct it doesn't matter how many of you don't want to use ai ai is still progressing within our organizations and within our society and the fifth thing stakeholder value are you creating sustainable value for all stakeholders is your impact positively

positive and Lasting and are you building true trust and credibility if if if Stuart would have just done that short assessment long before their crisis it would have shown that while they were growing they weren't building a sustainable organization you won't so I want to wrap up the three things you need to focus on balance is everything you need to maintain cor current operations while building future capabilities create short-term results that work on knocking out your long-term Vision once I build my long-term Vision I create Milestones that are leading to accomplishing that vision without vision of people Shall Perish you got to have a vision that everyone can do it and then you write it down and make it plain so that everyone can see it you want to meet today's needs while preparing for tomorrow's challenges number two key key principle to take away culture eats strategy your culture

eats your strategy terrible culture it doesn't matter how much money doesn't matter how much your investment doesn't matter how much you train how much you try to pretend that y'all a family it doesn't matter a poor culture eats any strategy any day a great culture can outperform somebody with a better strategy you want to support and invest in continuous Improvement you want to embrace Innovation and change and you want to Value sustainable Excellence over a short-term gains and then the third thing leadership is about Legacy not about a paycheck if you have people in leadership that cares more about their paycheck than they care about actually their legacy scripture says that your name is more precious than silver or gold so if I find people who are more who are more focused on silver and gold then their name being good with our organization and representing our organization they're not the right

leaders to be in place at all what are we building that will last how are we developing our future leaders for when we all retire and leave out of here and what impact will our decisions have years from now and if you find a leader that has a great work a great habit of leading in an organization without developing Talent or developing someone who is just as capable before they leave before going to another big check listen if somebody leaves their organization just because we offer a higher higher pay salary I don't hire them I tell them stay where they are why because I would much rather build a leader in the position than having somebody that's going to bridge that's not that's just going to plug a hole not bridge the gap Bridging the Gap is sewing the wom closed closing the hole is putting guys in there and saying hey the bleeding's done you know putting guyss in a bandaid you should be good no it needs to be

cleaned out in sewn clothes Stitch clothes and remember Bridge Builders true future focused leadership isn't about predicting the future it's about creating it it's about making decisions today that will serve your organization and its stakeholders for years to come this is Dr Jake Taylor Jacob signing off thank you for tuning in to another episode of bread to lead until next time keep leading keep building for the future and keep breeding excellence in everything you do remember Bridge Builders the future belongs to those who create it not just who plan for it make your leadership count thank you for joining me today Bridge Builders I'll see you next time on bread Le go to bread.com get your copy of bread to lead if you are a leader get a couple of copies of bread to lead and start that to invest in your leadership development within your organization secondly have them follow this podcast follow like

share all the cool stuff and subscribe or whatever you do to join this podcast and please uh share it leave a review continuously leave reviews of the value that you're receiving for this podcast it helps us with our rankings to let everybody know that we're here and lastly once you have done all of that please when you go to bread.com please share our free executive Edge Community this Community where we're giving you access to free master classes free resources and access to um um uh special interviews that won't be on public platforms only in the community with Executives and leaders of of of like um that you are not going to want to miss so please if you're listening right now go do all of those things until next time I love you there's absolutely nothing you can do about it peace and I'll see you later

Questions about this episode

What is discussed in "Bred To Lead | Ep. 027: Lessons from the $8 Billion Healthcare System's Collapse | With Dr. Jake"?

In order: 0:00 Bread to Lead, SS Healthcare Solutions; 5:00 Future Focused Leadership, Bread to Lead, Instagram (Jake Taylor Jacobs); 10:00 Operational Excellence, Financial Engineering, Future Back Framework, Future Focused Leadership; 15:00 Future Back Framework, Future Focused Leadership; 20:00 Operational Excellence, Future Focus Forums, Future Focused Leadership; 25:00 Sustainability Metrics, Capability Mapping, Exodus 18, Jethro; 30:00 Operational Excellence, Sustainability Metrics; 35:00 Bread to Lead, Culture Eats Strategy, Future Focused Leadership.

What is mentioned in this YouTube Channel UCNFpdzMKNcVkP3kn1x1lXMw episode?

28 people, works and ideas are mentioned, including Bread to Lead, Future Focused Leadership, Operational Excellence, Future Back Framework, Sustainability Metrics, Financial Engineering. Each one on this page links to its own page with every episode that mentions it.

How long is "Bred To Lead | Ep. 027: Lessons from the $8 Billion Healthcare System's Collapse | With Dr. Jake"?

The episode runs 40 min; the transcript is about 6,091 words in 38 timestamped sections.

More from YouTube Channel UCNFpdzMKNcVkP3kn1x1lXMw

About this transcript: the episode's spoken words as captioned on YouTube, split into timestamped sections. Reclip.Me locates every person, work and idea in the text, keeps the time it is first named, and quotes the words around it verbatim. Last updated November 19, 2025.