What Will They Remember About Your First 90 Days?

The first 90 days in a new leadership role can define your success, or set you back. In this episode, Neill Marshall and Kurt Mosley explore the common pitfalls leaders face, the small but powerful actions that build trust quickly, and the frameworks that help new executives create momentum. From understanding culture before trying to change it, to navigating relationships inside and outside the organization, you’ll hear proven strategies to move with confidence and impact.

3 Takeaways

• Why moving too fast can derail your credibility.
• How symbolic, visible actions establish trust and build early momentum.
• A practical framework (the 25/50/25 rule) to understand and align your stakeholders.

Show Guests

Neill Marshall and Kurt Mosley are nationally recognized experts in healthcare leadership and executive search, with more than 60 years of combined experience guiding organizations to recruit and support top executives.

Neill, Board Chair and co-founder of HealthSearch Partners has led over 600 senior-level searches and launched two successful executive search firms, advising boards and healthcare organizations nationwide. Kurt, the firm’s Associations Practice Leader, brings three decades of experience building strategic partnerships with hospitals, health systems, and physician groups. His insights have been featured in USA Today, U.S. News & World Report, and Modern Healthcare, and he is a sought-after national speaker on leadership, culture, and executive turnover.

Together, they co-authored The First 90 Days: From Résumé to Results, a framework endorsed by hospital associations and featured in Modern Healthcare, offering leaders practical tools to earn trust, build momentum, and make an impact from day one.

Chapters

• 0:00 Introduction to The 90-Day Leadership Challenge
• 1:44 Origin Story of the 90-Day Framework
• 4:17 Unconventional Leadership Strategies That Worked
• 9:04 Key Patterns for Leadership Success
• 15:07 Avoiding Common Leadership Mistakes
• 21:43 Navigating Culture and Visibility Balance
• 28:13 Building Relationships and Future Series
• 33:53 Final Thoughts and Key Takeaways

Transcript

SPEAKER_02: 0:00

Hey, I'm Jill Griffin. I'm your host, the Career Refresh. Today we are exploring what makes or breaks leaders in their first 90 days. And it's perfect timing because there are 90 days left in the year. And I know that one doesn't exactly equal the other, but if you are thinking about the next 90 days as we close out the calendar year, or you're a leader in your first 90 days, this is a great episode for you to lock in on. My guests today are Neil Marshall and Kirk Mosley, and they are respected voices in healthcare leadership and executive search within the healthcare space. Neil is an executive search veteran. He has over 30 years experience. He has landed over 600 senior level assignments and secured them for individuals. He also serves as the board chair of health search partners. Kurt is the firm's associate practice leader. He is a nationally recognized expert whose writings and insights have appeared in USA Today, US News and World Report, and Modern Healthcare. Today they co-authored a book called The First 90 Days from Resume to Results. And it's a framework that has been endorsed by hospital associations. It's been featured in Modern Healthcare. And I believe that even if you're not in healthcare, this is an opportunity for you to be thinking about your first 90 days. And even if you're in your job, there's still a time to reset and think through what do I want for the next 90 days? What there are insights here for everyone. So in this episode, they are sharing stories, proven lessons, tactical takeaways, and things that you can build on as a new leader. Or you might be new to your role, you might be new to the company, where are you going to build impact and how you're going to take that impact from day one. All right. So let's do it. Let's dig in. Gentlemen, it's really good to have you here. Thank you for making the time. Um, so I want to get right into the first 90 days from resume to results. And I understand that this framework has been uh a tool that you've been using really successfully. What I want to know is why? What's the origin story?

SPEAKER_00: 2:05

Yeah. Um, so we kind of stumbled into it. Um, I was interviewing a hospital CEO who was telling us about a tactic that he had used in the first 90 days of every assignment. Um, and I remember thinking, that is really significant. And I've interviewed 10,000 hospital executives, and I've never heard anybody do anything like this. So I started questioning why more people that I've interviewed have never mentioned a 90-day plan, right? So we started, Kurt and I started doing research. Um, and uh what we also found is that how many of the careers can be broken in that first 90 days, right? Um sure. Well, we um um we interviewed a CEO who uh in the first 90 days, he uh fired a subordinate and did very little research behind it. Oh dear, and and discovered that they were one of the most popular people in the organization. And it brought him it brought this person down. Yeah they were gone.

SPEAKER_02: 3:15

Right, right.

SPEAKER_00: 3:16

I can see that.

SPEAKER_02: 3:17

All right, so you had a conversation, you stumbled upon it, and then what made you turn it into a series?

SPEAKER_00: 3:25

Um, well, again, I uh I thought it was very significant, and I talked to Kurt about it, and Kurt was like, well, let's write this one up. And so I I so I went back and and talked to the guy and interviewed him. Um, and we we got all the nuances of it and wrote it up in a in an article, you know, and uh published it, and uh it was uh it it got a lot of attention, and we decided, hey, this is a a a great way to um uh to help our community, which are are hospital executives. Right, right.

SPEAKER_02: 4:00

All right. So you mentioned that one that was the origin story, but okay, you've heard so many stories. So tell our listeners and our viewers what what were some of the most unconventional things that leaders tried that actually worked.

SPEAKER_00: 4:17

So let me do this. Let me let me tell you my one or two top ones, right? And then Kurt, and then I know Kurt has got a couple. My favorite is the first one, right? Um, Richard Parks, CEO. Uh, he started at Lubbock Um Methodist uh and he said, Neil, he said, whenever I go to a new place, my wife stays home to sell the house and I move into the hospital. And I said, Yeah, Richard, everybody works hard in their first 90 days. And he said, No, I move into the hospital. All all hospitals that are big have re places where the residents sleep. He said, I move into the residence dorm. And I do that for the first 90 days. And I said, Well, what did you what did you come up with? What what and he said my first night slept, woke up the next day, and there are all these residents around, and you know how old people do. I asked him how they slept, right? And one of them said, I slept like crap. These mattresses are horrible. And he said, I can fix that. And he called his VP of the facilities and he said, We're replacing all of the mattresses in the residence lounge today. Let's get five pickup trucks, we're going to Costco and buying 30 mattresses. And he said, the last day he stayed there, he was there 10 years. He said, On my last day, people were still bringing up that story. Wow, wow, okay. Um, the the other one, uh, Shane Saron, who was CEO at Beaumont Health up in Michigan, um uh I'm always looking for the Holy Grail. Shane, tell me the one thing. What is the bit he said, Neil? It's not one thing. It was a series of a hundred things that we did, little bitty things that end up being significant.

SPEAKER_02: 6:10

Okay. Kurt, you have somebody.

SPEAKER_01: 6:12

Yeah, well, a couple a couple that I always like to mention. Dan Castillo, he was at County USC Medical Center in LA. And his first day, he showed up at around 1 a.m. Uh, instead of doing you know, rounds at the same day, you know, when his first day, and he walks around with everybody and they're waiting for you up front in the 4A of the hospital. And he did these rounds during night shifts where um people never rarely saw the CEO at all. And people got to know him. And he said basically his message was, I care about the night shift as well as do the day shift when things happen. And he also said, I really found out, spending a lot of time late night in the emergency department. He found out how the hospital truly ran and he developed some systems that really needed to be corrected right away. Um, and this it really drove his targeted change. He said, you know, he he came in and said, What do I want to, what do I want to be the first 90 days? And he said, I want to be, I want to make change. I don't want to go too quick, but I want to make change. And many of the changes uh really he found out during that uh doing those night shifts that he came in on. He'd come in, like I said, uh 1 a.m., 2 a.m. for the first like two weeks. Um, another gentleman that I um like talk about, Jim Decker, he wrote a book called Transforming the The Heart of Leadership. And he he said, I really developed this 25, 50, 25 rule. And I said, Okay, what's that? You know, with some new concept. And he said, Well, when I far when he first started and he was going to the regional blood center in Knoxville, he was the CEO there, and he said, uh, the 25% of the people there are like you right away. They're on your side. He goes, 50% are in the middle, and I needed to interact with them and you know, introduce myself and say to myself, you know, how am I gonna what symbolic action am I gonna take? I'll be visible in a meaning, meaningful way. Then he said the 25%, the bottom 25%, you're really not gonna convince. But he said, you still work on them, you're nice to him. He said, but don't waste, not waste your time. He said, but concentrate on the the 25 and the 50%. And he said, it'll get you through the first 90 days. I also like Jim, he he told me, he said, Kurt on the side, he said, never get let a good crisis go to waste. And I said, I've heard that before. And I said, What'd you do? And he said, Well, the first week I want to make an impression. So I Dunkin' Donuts had just come into town. So he went and bought Dunkin' Donuts for the whole doctor's lounge. Well, little to little did he know that they've been using the same uh in-town bakery for 20 years, and there was an uproar in the first day, and he said, So uh I changed it. He goes, It was a crisis, but I made it work in my favor.

SPEAKER_02: 8:45

I love it. Um, so when you think across, you know, you've all these individual stories, there probably are themes and patterns that are showing up again and again. And while we do have those in healthcare, and that is your prime area, also thinking about these same patterns or themes have to apply across other industries too. What are some of those patterns and themes that you're seeing that leaders can really step back and then deploy within their organization to create positive change?

SPEAKER_01: 9:16

Well, I think most importantly, is when they start establishing uh trust in not just members in the hospital, but people in the community. I think that's very important. Um, Harvey McKay wrote a book, It's a dig your well before you're thirsty. And it was basically reaching out to people before you needed their support, community leaders, attending conventions, community events, social media, sometimes, you know, depending on the the city or the town, um, going to church and introducing yourself. Um, and stay in touch constantly. I mean, promote yourself, market yourself at the start, um, and then really uh listen before you take action. So there's a lot of pressure on a CEO, Jill, the first 90 days to do something. But in a lot of cases, some of a general theme that ran through some of the CEOs said it's better to do nothing uh when you're unsure of what's going on. Um, uh John Wooden, who was uh uh National Legend coach of UCLA basketball, he had a quote that says, be quick but don't hurry. And what that meant was understand before you make a move. You got to understand that they expect things in the first 90 days the board does, the hospital does, the patients do, the doctors do. But make sure before you make that first move, um, people said the general theme was I fully understand this, understood the situation before I acted on anything. So I think those are keys. And then another one I think is people either get this or don't get it, Jill, but is understanding the culture of the hospital and that first that first theme because people people always say new CEOs rarely stumble because their lack of ability, because they got hired because their ability, but they stumble because they misread the culture at the very start.

SPEAKER_02: 11:00

And I always like to say better read on the culture because not everyone wants to be honest right away with the CEO, right? It can put you in good graces, it can put you in jeopardy.

SPEAKER_01: 11:10

Yeah, it's a it's a good question, but you know, our the people that we did, the symbolic actions that like Neil talked about, like sleeping in the hospital, replacing the mattresses. Um, we had a Neil had a uh a story with uh one CEO that he worked with that picked up trash and the garbage, uh garbage in the parking lot before he came in, and that everybody came up to him and said, Well, it's a new concept. And he got to know them because he got to know them on a uh uh straight basis, if you will. And then some of the CEOs you know scrub up or they work with the janitorial services. So they they basically take a step back and say, I want to see what you do, and people are more open to you for that. And I always say culture is really the multiplier, ignore it, and you get uh even the best strategy will fail because it'll if you don't understand that culture, it'll hit you 10 times down the road. So um in culture is invisible structure, as you said, it's really hard to figure out. Um, but just being honest with people and saying, I need your help for the start, tell me tell me what the general theme of the hospital is. And uh one CEO of and said, Listen, I'm replacing another CEO. Um, but tell me what if you if you could talk to him now, tell tell me a couple things he could have done differently to be more successful. And they told him. And then from that, from those responses, he understood what the culture of the hospital was.

SPEAKER_02: 12:32

He's also building credibility and trust, which to them. Um, when you think through some of those themes, so we're talking about finding out about the culture, asking questions, right? And both the stories you both shared, there was a little bit of mishap, right? We bought the wrong donuts and we fired somebody who is obviously a very light employee without any context. Are there other mistakes that you see commonly pop up that you know they would be a smarter move to make instead that you would recommend within the first 90 days?

SPEAKER_00: 13:08

Yeah. I I think thinking that you have all the answers when the reality is a lot of times your employees have the answers if you will just allow them to do them and implement them.

SPEAKER_02: 13:37

Okay. I encourage you everything.

SPEAKER_01: 13:40

Yeah, my father used to say this all the time, and people always have to have me repeat the quote, but he said, You can't talk your way out of something you behaved yourself into. And I learned it my whole life, but I as I've my last 30 years in healthcare, I really understood it. Many many CEOs come in and they issue memos and put you know posters up or do themes, but the reality is it's it's not really what you what you do, or do not what you say, it's what you do. So your behavior has to track. And I think it's um people are looking for uh your behavior. You know, if you come in and say, I want to talk to everybody and you ignore everybody. So again, uh it's really I think uh no PR campaign can fix that if you don't if you don't behave the way that you're if you don't if you're talking the talk, you have the behavior has to correlate with that. And I think it's really important. And you have to own your behavior. If you if you goof up, you have to listen more than other people talk. And um sometimes you make you have to make visible changes, but sometimes, especially at the start, uh do that over time. So you're not going out, you know, we're we're doing 10 things this week to change everything. So again, a lot of times uh people come in and say I want to meet everybody, and they don't. So again, people look at your behavior, not necessarily what you say. So you can't talk your way out of something you behave yourself into.

SPEAKER_02: 15:07

So right, right, okay. Um I want to go back to the point that we were talking about a little bit around culture and knowing that culture can be tricky, right? One getting a read on the culture is one thing. Um how would you suggest a leader comes in and they're inheriting a culture, but they also need to signal change, especially you know, there's a there's a reason why there's a new CEO, and it's not always because the previous CEO retired, right? So, how do you recommend that leaders sort of navigate those two sides, respecting the culture that's there, but also signaling that there needs to be change?

SPEAKER_00: 15:45

Yeah, so um one of our um one of the people we interviewed, um Jay Ferguson, um, in order to try and understand the culture, um, interviewed his management team. And his management team was about 175 people. And he interviewed all of them in the first 90 days. Um, a lot of people do that, but the one thing that I liked is he asked each one of them, if we're successful in this first year, what has changed? Give me one thing that has changed. And then he was able to get all of those and bring those all up and figure out what are the what were the common themes around that change that people wanted to see. Um, and I think that that's a that was an important consideration. The other one is um when you ask about signaling, um uh goes back to this is literally the first boss I ever had. Um I worked uh uh right out of college for a uh wholesale distributor of plumbing supplies, and they fired our CEO, and we had a new CEO, and all of us were you know apprehensive about having a new CEO. Um and we literally were looking out the window when he drove in the first day, and we watched him get out in the parking lot, and he didn't come in. He walked around and picked up the garbage in the parking lot, threw it away, never said a word, never said a word, came in, introduced himself, and we were off to the races. But I can guarantee there were a bunch of young, really aggressive people um that worked in that organization, and I can guarantee he never saw another piece of garbage in that parking lot because we would get there before him and make sure. Sure. Um the the the other thing that he did, as uh uh we love the guy, um, we would be in a bullpen answering inside sales calls, right? And there was a phone ringing one time, and he walked by and he reached over and picked it up. He said, Grover Martin, Ferguson Enterprises, how can I help you? Took the order, handed it to one of us, never said a word, and walked out. From then on, we if he was walking by and the phone was ringing, people would jump over desks to answer the phone.

SPEAKER_02: 18:12

Yeah.

SPEAKER_00: 18:13

To make sure that he didn't have to.

SPEAKER_02: 18:15

Yeah, yeah. That's reminding me of uh very early on in my career. I started at Atlantic Records, you know, top record label. Yeah, very similar thing where we were at we called it the pit. You were in the pit, you were on overflow, the phone was never to go to voicemail. And I will remember the day uh that Jane Fonda called and it went to voicemail. And she, not her admin, she personally called and it went to voicemail. And oh Lord. But yes, that that whole idea of being president, not letting your customers wait and getting a person, getting a human, especially, you know, as more and more technology takes over the work that we're doing. Um, there's a place for technology, there's also a place for real relationships and not letting the bots and the IVRs and all of that be answering your calls. So I I can totally agree with that. Were you gonna say something, Kurt?

SPEAKER_01: 19:11

No, I was just gonna say, Jill, you talked about culture. Um, and it is invisible, you know, in some cases. But one CE told me he said, uh, when you're trying to find out about culture, don't take one opinion because he asked the board what the culture of the hospital was, and they told him. He asked the doctors in their own private meeting what the culture was. He asked the nursing staff what the culture was, and there were three different cultures. So again, he had to he had to put it together and say, what is the general theme here? So don't just take one word for it. So right, right.

SPEAKER_02: 19:42

Yeah, it also reminds me that I believe that there's culture and there's climate. And if your culture is strong, you can withstand climate changes. Um, you know, marketplace indications, we were talking about the changes that are going to happen um within the United States for anybody listening within healthcare, those are all climate-based changes. And if your culture is strong, you can weather that, assuming you're both ready and prepared. Um so when you start to think about visibility and trust, you know, I also want to come back and talk a little bit about relationships, but talk about if you were going to speak to someone who is in that C-suite hoping to get to this role, or maybe the step below the C-suite, hoping to get into the C-suite role. Um, what do you what would you be telling them to focus on as far as visibility and trust and how important that is within, you know, if they're taking on an assignment or within their first 90 days?

SPEAKER_00: 20:34

Yeah, I mean, I think it's incredibly important. And you you you be as visible as as you possibly can. Um one of I I remember interviewing um a VP um who said one of the things that she did is um she would actually go work in each of her departments and not as a VP. She put on the uniform of the department, and one of our people did it also, Der Derek Ziegler out in Memphis. He he works in each of his departments, but he doesn't work as a VP. He picks up a broom and he says, give me the hard hardest job, give me the uh the dirtiest, give me the worst job you can give me, and he does it without complaint. And he does and and he doesn't he does it for them, he serves them and does it for them. Right. Um, and I think that that that is a is is being really, really visible, right? Being being with your people.

SPEAKER_01: 21:40

And I and I I think that uh I don't mean to be repetitive, but uh words don't really build trust when you're trying to ascend to a different level. Behavior does. Make yourself make yourself be visible. Take on that extra assignment. You know, you know, people always say, I want more, I want more, I want more, but be that utility, you know, baseball player that will play all fields and learn all fields, you know, just to help the team say, basically, I'm here to be a team player, whatever I can do to help at this very moment. So, like I said, they look at the behavior and that builds trust. It's not what you say, it's how you behave. And I think, you know, trust isn't really hinge on being perfect, but it it really hinges on being accountable. And you know, during that time, if there are mistakes, account for them, own up to them.

SPEAKER_02: 22:25

So I can kind of hear some of our listeners and and um viewers wondering like I always say leadership is a lifestyle choice. And if you are thinking about that visibility and you are in the up and coming, how much is enough? Meaning what would you say to those people who are thinking, yes, I want to be visible, but I also have values that my family is important, that I'm working a certain amount of time, my own health, um, my own well-being, getting enough sleep, mental health, all of that. How would you speak to someone who is coming up and you know, hoping to get to this level? What would you say to them and how to put and make that visibility thing right sized?

SPEAKER_01: 23:09

Well, I I think that uh I asked the CEO one time and you hear CEO say, listen, 100% of my time is devoted to my job. And uh he said that's not the that's not the way to succeed. He said 85-90% of your time should be devoted to your job. The other 10% should be your family and your personal interests, or you're gonna burn out, and people will understand that. So again, understanding it's not being there 100% of the time, it's taking time for yourself to learn, be a part, you know, uh work with your uh outside interests and work with your family.

SPEAKER_02: 23:41

So Neil, did you have something to add to that?

SPEAKER_00: 23:46

Yeah, um, you know, it has gotten technology has improved has has has allowed us to improve certain things. Um, and we can um use technology uh in in certain circumstances. I'll I'll give you an example. In our business, I used to spend eight hours a day on the telephone. I don't call anybody anymore. I I either we communicate shortly via email or we're doing this. Right? And I think that it's so much more valuable and so and build such a better relationship doing this versus being on the telephone.

SPEAKER_02: 24:33

So if someone again was thinking through how do they navigate the expectations of visibility versus like the other extreme which would be like presenteism, what advice would you give them for um how to structure that for themselves?

SPEAKER_00: 24:49

Define presenteism. I'm not sure I understand.

SPEAKER_02: 24:52

Oh, okay. Um, yeah. So all of your uh Gen Z and millennial friends will will tell you about this. Presenteeism is, I mean, I had to do it depending on where you sat, the CEO was still there. He couldn't leave. Six, seven, eight o'clock, nine o'clock, couldn't leave, couldn't leave. Don't be the first one to the elevator. You need to be seen, need to be, you need to be showing that you're working, even if your work's done. There's a tone, and depending on some cultures that have like, you need to be here. I know it gets talked about around return to office. You know, if I'm being asked to come into return to office and work, yet I'm coming in and nobody else is there. So all I am all day, then I'm not actually interacting with people and I'm on a video screen all day. Did I need to be here, right? That's presenteism. Like how I a hundred percent believe we need to be meeting people physically in some capacity, different roles, different jobs, right? If you're an engineer, maybe you don't have to do that as much because you're doing independent contributor work. But how are we balancing that we have a$30 billion asset class called commercial real estate and we need to fill this building versus do we really need people in that? And that's what we're talking about about presenteism and visibility. And these are real questions that workers are asking. They want to do a good job, but does it require what does visibility mean? And I would just love, you know, as you two seasoned executives have done this, what does it mean in your world?

SPEAKER_00: 26:18

That's you know what, Jill, that's so complex. That's why it's complex, and I don't know that there's a that there's an answer that that that there's an easy answer to it, right? Um here's what I would focus on. Rather than focus on the big, um, I would focus on the the the few. So make sure that you're focused on the the the level above you, building the relationship with your boss and your boss's boss if you can, right? And really focus on that relationship. And that one doesn't need to be a 12-hour a day relationship, but but really focus on those important relationships and then remember that you know what our careers are not 10 years, they're not 20 years. They may start being 40 years, and so it's a little it's doing a little bit every single day. You don't have to do all 14 hours in in one day.

SPEAKER_02: 27:33

Right. I love it. I think it's a really strong answer. And I agree with you. It's not a one-side spits all. There's too many nuances to it. But again, what we're seeing is the bottom rung of the career ladder right now is broken. So if we're not in a position where we can give guidance and help and give some wisdom on those that are coming up, we're not gonna have bench strength. We're not gonna have seasoned executives continuing to fill up if we're not helping them get um, you know, get structured and get the understanding of different cultures and then then picking and choosing which culture or which vibe kind of works for them. Yeah, I appreciate that.

SPEAKER_00: 28:10

On that same point, um, one of the series, our one of our next series is uh is going to be on mentoring, right? Because we want to we want to explore, do you need mentoring today? I mean, the reality is is when we all were coming up, we learned from our mentors, right? Um, if we wanted to find out how to do something, you called a mentor and you asked them, well, today if I ask my son, hey, do you want me to teach you how to do this? He says, No. I'll learn it on YouTube. And I started thinking about, well, then does that mean that the young people don't need mentors anymore? And what what we've discovered is yeah, you do because uh a mentor not only teaches you how to do something, but they can also give you a job. And they can also recommend you for another job. And that's something that you can then continue on over. You should you should be able to have you be with those mentors for 20 or 30 years. And if you do that, um the the the things that you will get from building those relationships and having those mentors is huge. Yeah, yeah.

SPEAKER_02: 29:21

I also think to your point, you can watch a training video, whether it's employer sponsored or whether it's you two, but it's not gonna teach you nuance. You know, how much did you learn because you were in ear earshot proximity to a conversation that maybe you followed up with later and said, Can you give me some context for that? What was going on? What was the challenge? And then you're learning because of that that level of nuance, which again, you're not gonna get in a in a training video in that way. Um so you mentioned one of your um the one on mentorship. You've built this really strong platform of this 90 day series. Tell us some of the other Um topic areas of what you're going to be exploring in the future.

SPEAKER_00: 30:04

Right. The mentorship series. And then we've just released our first of, I think it's seven or eight articles on the search committee or panel interview. So in the hospital arena and in not-for-profits, CEOs typically have to go before a panel of board members called a search committee. And I I've I've sat through hundreds of them, and it's a very different animal in the interview. So we we put together a six-part series and we'll be releasing it over the next, I don't know, month and a half or two months, uh talking about uh what it is, how to do it, what are the do's, what are the don'ts, what are the big horrible train wrecks we've seen, you know, and then how to uh how to best uh attack it and and and get the job.

SPEAKER_02: 31:02

I recently heard I was just gonna touch on that on the panel interview. I recently was talking to someone who had a panel interview of six people, and because it was during COVID, they were all wearing masks. It was such they they were literally scarred and had PTSD. They were like, this is the worst experience ever. Kirk, were you gonna say something?

SPEAKER_01: 31:24

No, I was just gonna say that there's it's a with AI today, with Zoom. I mean, just think if we would all invested in Zoom 15 years ago. You know, COVID actually accelerated, but that's the way we do business. But there's a this new series that Neil was talking about. There's a difference between owning the room on a video conference and owning the room in person. I mean, and that's one of the things that people they talk about when you get in a room, it's body language you don't see on a video interview, you don't see how your head's placed if you shake, touch your hair. I mean, this is this, these are so many things that people, good qualified candidates, don't get that job because they can't go in and own that room. And that's what this is. So we're do we're trying to design it to help.

SPEAKER_02: 32:05

So yeah, no, I love it, love it. Um I had for you around relationships. I know in looking through some of your stuff, you you talk about building relationships in those first 90 days outside the organization. Give us a little context for that as to the balance and also why. Why are we building externally before internally, or are we?

SPEAKER_01: 32:28

Well, I think uh as I mentioned earlier, it's just uh a hospital is who we work with, mainly part of our job we work with, it's part of the community. And you know, usually it's either the hospital or the school board in these in small towns and also medium town that really are the employers of the community. So everybody in that community you have to live with. So you want to establish those relationships outside of what the hospital boundaries are, because everybody in that community sadly is going to be your patient one day or another. So that's why I think it's very important, especially attending, like, you know, uh people always say, Do I go to church? Not a church, I won't offend anybody. Community events, you know, be a part of that, you know, uh 10K walks, whatever, you know. Uh uh, but the successful CEOs come to that community and become part of that community, and so does their family. It's really important, you know, to have their family to become part of that community, whether it's the spouse and it's whether the children in school being a part of this high school swim team. And I think those are those are, I think, are our key points to assimilate and be part of that community, and you're accepting, be accepted during that first 90 days. Because that's you know, we found it's really a make or break period. Like I said, it's uh your behavior to those first 90 days, your watch, you're on stage. Let's put it that way. I mean, it's it's opening night at the Met, you know, so it's like you gotta be on stage, you gotta be wearing your best outfit.

SPEAKER_02: 33:51

So I love it. Well, gentlemen, thank you. This was really, really informative. I think people can take away regardless of what industry they work in. And some of the uh things that I heard as key takeaways is like avoid moving too fast, right? Making sure that you're really listening two ears, one mouth, use them in proportion. Also respecting the culture before you go and try to change it, using um symbolic actions to find ways to build trust quickly. I love the idea of the mindset around the 2550-25 rule to understand your stakeholders and know where to put your efforts. And then the last where we're really touching on is prioritizing visibility and those relationships, both internally and externally for day one. So I think all of those points, again, regardless of what industry you work in and whatever tile you're at, are all things that anybody can deploy. And I appreciate that. Uh, thank you all for being here. As always, if you have questions, you can email them to hello at gealgriffincoaching.com. We will get them answered. We will bring Neil and Kurt back if we have questions for them. And be intentional and always, always, always be kind. Thanks for being here.