WEBVTT

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I feel like it’s become a law that one of us has to be on the road at all times, Anthony.

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As long as we’re all in the family.

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I’m Anthony.

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Welcome to No Vacancy Lives.

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That’s my friend, Glenn.

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You’re watching the number one show in hospitality.

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Hey, everybody.

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I’m Glenn Hausman.

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Thank you so much for watching No Vacancy Live.

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The incredible Anthony Melchiorri is with me.

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I don’t know why I was thrown off on that introduction right now.

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I guess I was thinking about Norman Lear, who passed away today at the incredible age of 101.

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But we’ll get into that in just a minute.

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How are you today, Anthony?

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I’m very good.

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You know what he’s doing right now?

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He’s moving on up.

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I got lots of those puns too.

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But we’ll get to that.

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All right.

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I want to get right into it because we got a couple of cool news stories.

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But we have, I would say, hospitality, educational royalty on our show.

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You have a PhD.

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You ran a major university hospitality school.

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I would say you’re pretty much royalty.

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The incredible Stowe Shoemaker is with us, former dean at UNLV.

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Great to see you, my friend.

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How are you today?

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I’m great.

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It’s great to be here, and I’m just honored to be on the show again.

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So thank you.

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This is exciting.

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So as we mentioned, Norman Lear passed away.

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And the reason why I wanted to bring it up on today, because his television shows shaped my childhood in the 1970s.

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we’re trying to do in hospitality right now.

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So I just wanted to say that he was an incredible, incredible person.

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I love that he was still learning and thinking and trying to become a better person up until the day he died.

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Gentlemen, do you have any specific thoughts?

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101 years old?

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Yep.

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Well, if you go on my webpage or my website, there’s a saying at the top.

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It says, put your goals in the atmosphere, and the atmosphere will conspire for your success.

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I’ve heard that.

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I’ve told this story before, but I’ve heard that when I was somewhere traveling.

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I was in bed, and he was being interviewed about his book, and someone asked him, what’s your secret?

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And he looked around, and he goes,

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I don’t have a secret.

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I just put my dreams out there and the world conspires for my success.

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I jumped out of bed like a shot, went to the desk, got got a paper, wrote it down so I wouldn’t forget.

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And that has become my mantra since I heard it maybe 10 years ago.

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Wow.

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So, yeah, I just I mean, I just remember, you know, sort of really all all in the family and Archie and

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you know, his wife and who was really actually a very intelligent woman and an incredible actress, but played this incredible role.

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And just really the careers that, um, Rob Reiner had afterwards, you know, he was just sort of this actor and then on to create one of the greatest movies ever.

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Um,

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with the one, I can’t even think of the name of it, but where, well, obviously, but the one where he’s reading the story to the little kid.

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Yeah.

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Let me tell you, I think it’s inconceivable that you can’t remember The Princess Bride.

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Right, I know.

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I just…

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What, Anthony?

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Did he do this as Spinal Tap or no?

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Yes, that was his first one.

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So, you know, this is what I loved about it is that if you watch it today, you know, it’s kind of like, wow, you’re shocked.

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But if you watch the other shows, they came out with the Jeffersons and all those other shows kind of like even out what you hear on on the family and vice versa.

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So it was a conversation of what was happening and what’s happening today and what’s happening back then in the 70s.

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But everybody had their say.

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Eventually, Edith had her say.

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Eventually, the Jefferson had their say.

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Everybody had their, you know, could defend their position.

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And it was kind of really what you felt like back in the 70s.

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But if you just watch it in the bubble, it could be upsetting.

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Yeah, great shows also that really broke barriers.

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Of course, we’re talking about Maud, we’re talking about Good Times, and the list goes on and on and on.

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But today, guys, we’re going to be talking about Stowe Shoemaker’s new book, which he did along with Peter Yesowich, and I’ve got something to talk about Peter as well, called Hospitable Healthcare.

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But before we get in

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to changing the world of healthcare by bringing the spirit of hospitality to it.

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So you are in Las Vegas, right?

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And one of the coolest things is we had on recently the Chief Innovation Officer of the TSA.

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And now, Harry Reid International Airport

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Finally, getting used to saying that after saying McCarran for decades.

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They’re going to have a self-service screening now to speed up security process.

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All right.

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So this is coming from SimpleFlying.com.

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So if you have pre-check eligibility, you’ll be able to speed up your security process.

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And a prototype is going to be trialed next month in Las Vegas.

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So it’s part of the Science and Technology Directorate’s Screening at Speed program, which is partnering with the Transportation Security Administration’s Innovation Task Force.

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It’s going to be a quote on it for the program manager.

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Like self-ordering kiosks, fast food, and sit-down restaurants…

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in the Trusted Traveler program to complete the security screening process on their own.

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The passenger and carry-on screening system at individual consoles or screening lanes will reduce pat-downs and bag inspections and freeing time to be reallocated to busier aspects of screening operations.

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Gentlemen, you’re hearing this for the first time.

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What are your first impressions, though?

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I think it’s amazing because really, when you think about think about the hospitality business, think about going to a restaurant.

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You remember your stay by how good your cup of coffee was at the end of the meal.

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So you’ve been in Vegas for four days.

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You’re having a great time.

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You’re getting ready to go home.

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And you get killed because you’re waiting and waiting through TSA.

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Now it just adds to the whole Vegas experience of I came, I had a great time, and it was easy to get home.

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There’s one airport in the country I don’t want to have to talk to anybody out on my way home.

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It’s that one.

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Especially when you’re taking a 6 a.m.

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flight.

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Oh, my goodness.

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People are just coming in from the clubs.

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Oh, so I got to take a 6.15 a.m.

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flight on April 22nd out of Vegas.

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And as you can tell, I’m already worried about it, being that I know the time and date of that bad boy.

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I go for red-eye last weekend.

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It used to not affect me at all, and now I have to really think about taking red-eyes.

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But, you know, listen, it’s the next thing.

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My concern is when are they building a new airport in Vegas?

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Do we know?

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2037 still?

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Yeah, they’ve been talking about it for a long time down in prim.

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But I think one of the real key advantages to Vegas is

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you land in McCarran and you’re in your hotel within 15 minutes.

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Hold on.

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Where do you land?

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So it’s my favorite part about the airport is I know, I don’t even think about the time it takes me to get to my air, my hotel.

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I know basically when I land, I’m in my hotel.

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Yeah.

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So, but that, that, that, um,

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Airport does not do Vegas justice and does not speak to the greater Vegas.

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And Vegas is one of the greatest places on earth.

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And I feel like I fly into, you know, you know, the sea airport.

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It depends which terminal.

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I mean, there’s certainly Terminal 1 needs to be kind of renovated.

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Terminal 3 is pretty good.

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The international terminal is good.

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But we’re seeing more and more volumes of people.

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So at some point, yes, we will have to expand, but they’ve been talking about it ever since I moved here.

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I believe I don’t have the numbers right on my fingertips, but I believe you’re having something like 47 million passengers this year going through Harry Reid Airport with a maximum capacity of 65 million.

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You’re now at pre-pandemic levels or like 99% or something like that.

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Yes.

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The airport’s still effective in moving people.

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It’s not like I have a problem.

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I never have a problem there.

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Hey, not only that.

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Let me give a shout-out to the good folks over at Harry Reid.

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They are so good that I very rarely have to wait more than a minute or two for my luggage once I take that leisurely stroll and the quick ride over there.

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So I love going through that airport.

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Both ways I find it very easy and accommodating, except Delta.

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No Sky Lounge?

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Come on.

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Come on.

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What are you doing to me over here?

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What did you say?

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No Sky Lounge for Delta.

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They have an American Express Lounge.

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yeah i know i know i that line is really really long all the time i know we had this conversation last week we have i was just in that lounge last week i’ve never seen a line yeah well i don’t know you’re always flying at weird hours compared to uh to me i’m always taking like a uh an 11 30 flight out of town because i don’t want to get up too early and i don’t want to leave too late um

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But let’s talk about Stowe’s book over here, right?

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So we’re talking hospitable health care, just what the patient ordered, how hospitality can improve the patient experience.

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I love that.

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But Stowe, I got to say something on the record before we get started.

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It has to do with Peter Yesowich.

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Peter Yesowich is one of the few individuals that when I saw speaking on stage back in the day, motivated me to do what I want to do today.

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I would see him up there and I would be blown away by how effortless and terrific he was.

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And I looked and I studied and everything that he did, I thought was phenomenal.

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So I just wanted to get out there that I highly respect him.

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And he’s one of the few people out there that set me on this course of a new adventure.

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Well, it’s funny you say that because I have the same experience.

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I was living in Vermont, working at the Middlebury Inn.

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and went up to Peter was doing a seminar up in Burlington.

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So I drove up to, up to Burlington to, to hear this guy talk, did a case study.

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And I thought, wow, that’s what I want to do is go around and be an educator.

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Yeah.

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And so the same thing, and it’s, our paths just crossed over our whole career and we decided to write this book.

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So it was pretty, he’s a great man.

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That’s pretty cool.

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All right.

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One last thing, funny coincidence.

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He was the keynote lunch speaker.

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at the Contemporary Resort for an Interval International event in 2003 and came on stage right after my wife called me and said, hey, we’re having not one, we’re having twins.

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So…

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I will forever remember him on stage that day.

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But Stowe, one of the interesting things is the idea of bringing hospitable health care.

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We saw it a number of years ago where designers really started migrating over.

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But I think you’re talking about something that’s a lot more meaningful.

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Tell us about the thesis for the book.

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So it was interesting.

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So I had written a couple of marketing books earlier in my career, and Peter was the third author on one of those books.

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And so, you know, we had known each other for a long time and we ran into each other at a conference.

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And I said, what are you doing now, Peter?

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I haven’t talked to you in a couple of years.

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He goes, oh, you know, I sold my agency and I’m working as a chief growth officer for Cancer Treatment Centers of America.

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I was like, oh my gosh, you know, I’ve just completed, I’ve had a joint appointment at MD Anderson, University of Texas MD Anderson Cancer Treatment Centers, where I was bringing in hospitality principals into health care.

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And we were like, oh, wow, that’s amazing.

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So, you know, we kind of kept in touch over the, you know, the years, really just kind of talking about health care, what he was doing and what I was trying to do with bringing hospitality into health care.

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And

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Then I became Dean of the hospitality college.

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So that kind of took all my focus.

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We continued working at CTCA.

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And then about two years ago, right before COVID, as COVID was just really beginning, Peter called me and said, hey, you know, we should write a book.

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on bringing hospitality principles into healthcare.

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He had seen the articles I had published based on the work at Anderson.

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And I said, yeah, I said, that would be very interesting.

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But we both decided, we didn’t wanna be just two guys with an opinion, right?

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So we said, if we’re gonna do this, we’re gonna do it based on consumer data,

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We’re going to do in-depth interviews with some hospitality executives, with some healthcare executives.

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And we’re really going to take this from an approach that says, how do we make patients feel like loved family members?

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So when I did the work at MD Anderson, my wife, who did her PhD at Texas A&M, was helping on the project.

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And we were trying to decide, are they customers?

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Are they patients?

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Are they guests?

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Based on the research that my wife was doing, she said they want to be loved family members.

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Loved family members.

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Because, like, we don’t love all our family members.

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So we decided to write this book.

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And what we did is we actually, as I mentioned, we surveyed about 1,200 people who had stayed in a hotel, visited a restaurant,

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either been to a hospital, a walk-in clinic or doctor’s office.

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To find out, because we always think about, you know, we always say, oh, well, hospitality always provides better experiences than hospitals or doctor’s offices.

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But it was all anecdotal.

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So we said, let’s go out and see if it actually is the case.

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So that’s what we did.

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And then, as I said, we talked to people like Cor Schultz.

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We talked to some academics who had done a lot of research in health care.

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We talked to Geisinger Health.

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We talked to people at the Mayo Clinic.

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to really think about what they were doing for patient experience.

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And that’s how we came up with the book.

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And I think what’s important for the listener to know is when you think about bringing hospitality principles into health care, the first assumption is, oh, we’re just going to give four level four seasons level service to the self payer.

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We’re going to go after the wealthy individual.

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who can pay their own money, and we’re going to treat them like they’re the Four Seasons.

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And Peter and I both felt that this book had to address the fact that if you stay at a La Quinta, you get great service.

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If you stay at a Hampton Inn, you get great service, similarly as you stay at a Waldorf.

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So what is it hospitality does, regardless of what you’re paying, you create a great experience.

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So that was the thesis of the book.

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So it’s, you know, early on, on this show, we’ve had a gentleman named Bruno Thiessen, who used to be a chef and he’s a Michelin star chef at the Plaza Hotel.

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And now he is the vice president of culinary at Northwell.

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And he basically threw all the cans in the garbage.

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And I asked him on this podcast, I said, you know, what do you do with people that have salt problems?

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He goes, I don’t have that problem because I threw all the cans away and we don’t use a lot of salt.

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So I don’t have that problem.

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So

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they brought somebody like him into northwell and then another friend of mine a long time ago went in he was a he was in housekeeping and guest service and now he’s the president of one of the largest uh hospitals in new jersey so hospital hospitals have been trying to do this for a while now

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And when I was recently in the hospital in May and I was in the best hospital in New York City and had beautiful, beautiful room.

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And I will tell you that the service standard went from five star to three star, never below three star, but five star to three star, depending on the person.

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Right.

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It had nothing to do with the policies or procedures.

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They were as efficient as they could be.

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It was simply the person.

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There was different standards for each person.

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Yeah.

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And I think, you know, one of the things when we, when we talk about this with people, they go, well, that, you know, we’re a hospital, people don’t come here, you know, and when in hospitality, it’s a choice of where you, where you go and healthcare often, it’s not a choice, but we’re finding that it’s healthcare has become very, very competitive and, and people just like in hospitality, people, employees who want to work in hospitality do it because,

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We love people, we want to serve, we want to create great experiences.

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People who work in hospitals choose that because they have empathy, they want to do the best job they can, they want to serve.

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And it’s our role, in my view, to say, as management, how do we give our employees

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How do we create the culture that allows them to serve, allows them to do their job efficiently and not let the rules and policies and procedures get in their way?

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But then how do we teach people who are in healthcare the basic principles of hospitality so that they can go, oh, now I know when I have that moment of truth with that patient, I know kind of the theory and I know some practical things that I can do to make them feel like loved family members.

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And we bring those principles into the book.

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And I really think it’s, you know, my wife’s a pre-K teacher.

18:24.136 –> 18:26.558
You know, you either have it or you don’t.

18:26.679 –> 18:29.401
I think in hospitality, you have to have it.

18:29.461 –> 18:33.305
But there’s a little bit more you can learn over a period of time.

18:33.705 –> 18:38.650
I think if you’re going to be in the health care and you’re going to be in a hospital, you either got it or you don’t.

18:38.970 –> 18:39.851
Because it’s hard.

18:40.312 –> 18:41.293
I mean, people…

18:41.753 –> 18:47.298
throwing up on you, you’re cleaning people, you’re doing surgery on people.

18:47.819 –> 18:53.324
It is such an all-in emotional event every single day.

18:53.704 –> 18:55.926
Whereas in the hotel business, sometimes you have breathers.

18:56.326 –> 18:58.128
In the hospital, there is no breathing.

18:58.548 –> 19:01.932
It’s just constant, constant intensity.

19:02.452 –> 19:05.515
And so how do you, in your book, kind of talk about that?

19:05.555 –> 19:12.702
How do you, yes, this is great in principle, but when I’m in the trenches every day, how do I feel that spirit?

19:13.903 –> 19:16.045
Well, I think it’s a variety of ways.

19:16.486 –> 19:21.511
One, and I’ll use some examples from what we did at MD Anderson, which we tie into the book.

19:22.492 –> 19:31.194
So one of the issues for employees is how am I treated by my other employees and specifically how did doctors treat me?

19:32.034 –> 19:37.435
So when I was, my work at MD Anderson was in the division of clinical radiology.

19:38.235 –> 19:45.837
So I was doing a lot of research with the radiologists and they said, well, we, our goal is to read the pictures that the technicians take.

19:47.077 –> 19:50.398
So I went down to talk to what I thought were technicians and

19:51.124 –> 19:53.186
And they went crazy when they used that term.

19:53.406 –> 19:57.050
They said, we’re not technicians, we’re technologists.

19:58.311 –> 20:03.016
And so we changed the way that the doctors referred to the people that worked with them.

20:03.897 –> 20:11.004
And suddenly now they were in the trenches and they didn’t, the technologists didn’t feel like they were not important.

20:11.394 –> 20:15.179
but the radiologists began to treat them and talk to them differently.

20:15.539 –> 20:18.923
So there was a real sense of teamwork, right?

20:19.163 –> 20:26.973
And so by changing that and creating that culture, it’s like in hospitality, when you, you can always tell a good hospitality person when they’re walking through the lobby and

20:27.273 –> 20:30.756
And they bend down if they’re the general manager and they pick up stuff off the floor.

20:31.297 –> 20:31.517
Right.

20:31.917 –> 20:36.942
So creating that sense of teamwork, I think, creates and we did that at Anderson.

20:36.982 –> 20:42.407
And it changed the way management looked at staff and the way the staff looked at management.

20:42.447 –> 20:47.672
And it created this whole sense of team just by talking about how we talk to each other.

20:48.325 –> 20:52.087
Yeah, I was in a meeting and I said, how do you say that person’s name?

20:52.127 –> 20:53.608
And they said, we can say it this way, that way.

20:54.029 –> 20:55.089
They respond to either one.

20:55.109 –> 20:57.111
I was like, well, how does their mother say it?

20:57.511 –> 21:00.793
Like how did they, how, you know, when they were growing up, how was it said?

21:01.233 –> 21:02.054
It’s like, it doesn’t matter.

21:02.114 –> 21:03.014
He responds to either one.

21:03.035 –> 21:03.935
I said, no, it matters.

21:04.135 –> 21:04.475
Right.

21:04.936 –> 21:05.976
Matters dramatically.

21:06.357 –> 21:08.678
Like if somebody says, can I call you Tony?

21:08.838 –> 21:09.419
No problem.

21:09.999 –> 21:10.619
Call me Tony.

21:10.960 –> 21:11.200
Yeah.

21:11.260 –> 21:12.220
Of course I was Tony.

21:12.621 –> 21:15.903
You call me Tony without asking me completely different vibe.

21:15.923 –> 21:16.083
Yeah.

21:16.463 –> 21:19.384
Or if you’re me, you ask and you do not get permission.

21:21.285 –> 21:24.466
Plus, I don’t think I could call you Tony after all this time.

21:24.986 –> 21:27.928
So that’s part of the thing is how we treat each other.

21:28.228 –> 21:36.571
I think the other thing is that when we’re in the trenches, you think about in hospitality, we have the radar system, right?

21:36.611 –> 21:40.672
Reliability, assurance, tangible, empathy, responsiveness.

21:41.233 –> 21:41.793
How do we…

21:42.898 –> 21:55.395
by teaching the employees that at any moment of truth, they have to use a couple of those acronyms to show that the guest is getting great service or getting quality care.

21:55.936 –> 21:58.079
Now all of a sudden, then the patient

21:58.942 –> 22:01.904
Begins to say, oh, wow, they are really taking good care of me.

22:02.304 –> 22:04.466
So then they become nicer.

22:04.486 –> 22:05.306
Right.

22:05.887 –> 22:07.688
So that makes the employee feel better.

22:08.028 –> 22:14.313
So we’re just like when hospitality, when we’re working, we’re killing ourselves for this convention and the people are like really happy.

22:14.653 –> 22:17.855
We don’t feel like we’re just killing ourselves for nothing.

22:18.075 –> 22:18.776
That’s part of it.

22:19.376 –> 22:26.741
When I was in the hospital, there was when the person was nice to me and, you know, that overly sociable, very nice talk to me.

22:27.362 –> 22:30.944
I forgot why I was there and I stopped worrying about why I was there.

22:30.964 –> 22:31.465
Right.

22:31.825 –> 22:36.288
And there was some times where I went back in the hospital and people weren’t as friendly.

22:36.648 –> 22:38.309
All I did was think about why I was there.

22:38.710 –> 22:38.870
Yeah.

22:40.023 –> 22:40.403
Exactly.

22:40.463 –> 22:42.945
So how do we create that structure?

22:43.586 –> 22:47.669
And really what we talk about in the model is so we really it was interesting.

22:47.709 –> 22:53.093
We went back and we looked at where did hospitality begin to change?

22:53.574 –> 22:55.856
And it really began to change with Kermit Wilson.

22:55.916 –> 22:56.136
Right.

22:56.216 –> 23:03.642
When he created when he went on that road trip to D.C., stayed at all the independent hotels and he said, I’m going to create a hotel company.

23:04.199 –> 23:11.335
and created, of course, Holiday Inn, and put in the standardizations and all the things we now see in hospitality.

23:12.979 –> 23:14.903
And we said, okay, well, if he did that,

23:16.591 –> 23:22.853
in the hotel business, what is it that he did that really changed the industry?

23:22.873 –> 23:25.114
And how has the industry evolved over time?

23:25.815 –> 23:30.937
And what we realized was that, and this is where we came up with what we call the payer model.

23:31.217 –> 23:33.718
Because in healthcare, you talk about payers.

23:33.798 –> 23:34.759
We call the payer.

23:35.499 –> 23:36.319
We prepare.

23:37.140 –> 23:40.161
We prepare for the customer’s visit.

23:40.845 –> 23:44.028
We anticipate the angst they’re going to be feeling, right?

23:44.409 –> 23:46.031
We engage with them.

23:46.431 –> 23:47.512
We evaluate.

23:48.173 –> 23:49.334
And then we reward.

23:50.215 –> 24:02.428
And when we looked at that from the hospitality principle idea, we put in all examples throughout the book about what the hospitality industry has done.

24:02.950 –> 24:06.873
to prepare, anticipate, engage, evaluate, and reward.

24:07.633 –> 24:11.876
And we said, okay, well, what are some of the great hospital systems doing right now that do that?

24:12.656 –> 24:18.680
So, you know, we talked with Geisinger Healthcare, which has a 100% guarantee.

24:19.361 –> 24:24.764
Like if you’re unhappy with the way you were served or taken care of, they’ll adjust your bill accordingly.

24:25.224 –> 24:25.945
And you think about it,

24:27.472 –> 24:29.194
hospitals, they go, well, we could never do that.

24:29.534 –> 24:29.994
Well, they do.

24:30.275 –> 24:31.216
They just double it.

24:32.577 –> 24:33.558
They can’t think about things.

24:33.578 –> 24:36.581
So that was really the premise of the book.

24:36.621 –> 24:41.566
And we think that by following those principles, it creates a great work environment.

24:41.606 –> 24:44.949
So you’re not so much in the trenches, but you’re taking care of people.

24:46.112 –> 24:46.792
Anthony, you’re muted.

24:47.053 –> 24:47.213
Yeah.

24:47.313 –> 24:55.797
And I also think it’s important that that the staff, nurses, doctors, the more again, you don’t have to give a lot of time.

24:55.837 –> 25:02.801
But when you give quality time, we ask less questions because now we connected to you and we’re like, that person’s busy.

25:02.821 –> 25:04.042
They’ve been so nice to me.

25:04.342 –> 25:05.863
I’m going to ask less questions.

25:06.163 –> 25:09.865
If you’re kind of not giving me my attention, I’m a question guy.

25:10.385 –> 25:13.526
I’m going to be pushing that button going, hey, hey, hey, hey, hey, hey.

25:13.866 –> 25:19.628
But if you give me quality time, I have a doctor that he gives me good 10, 15, 20 minutes in his office, whatever he does.

25:19.848 –> 25:20.268
And that’s it.

25:20.608 –> 25:21.728
And I can tell he’s done.

25:21.768 –> 25:22.529
He’s got to move on.

25:22.969 –> 25:23.989
And I respect that.

25:24.269 –> 25:29.831
But if he didn’t give it to me, I would probably either go to a different doctor or I’d be a pain in his ass.

25:30.351 –> 25:30.471
Yeah.

25:31.425 –> 25:40.489
And when you think about what we’ve done in hospitality to really spread out the demand, so we have the time to talk to the patient, right?

25:40.669 –> 25:42.350
Or we have the time to talk to the customer.

25:42.790 –> 25:48.453
We know by using statistics, we can tell how many check-ins we think we’re going to have at a given time period.

25:48.493 –> 25:50.554
So how do we make sure we’re staffed accordingly?

25:51.214 –> 25:53.135
How do we bring those principles into healthcare?

25:53.575 –> 25:55.676
We talk about, you think about in radiology,

25:56.966 –> 26:00.810
Everybody wants to get their scan on a Monday morning or a Tuesday morning.

26:01.410 –> 26:03.792
So it’s packed in the hospitals.

26:04.253 –> 26:06.675
Saturday, Sunday, we’ve got lots of demand.

26:07.235 –> 26:12.480
So we talk about in the book, how do we bring in, you know, tell me what you want to pay for that MRI.

26:13.321 –> 26:14.502
We’ll tell you when you can have it.

26:15.680 –> 26:17.063
Right.

26:17.323 –> 26:19.126
When you want it, we’ll tell you what it’ll cost.

26:19.587 –> 26:20.990
And how do you balance that?

26:21.110 –> 26:26.539
So you spread out demand by giving the patient choice and all those things we talked about in the book.

26:27.472 –> 26:28.332
That’s fascinating.

26:28.813 –> 26:30.774
The idea of variable pricing.

26:30.794 –> 26:36.617
That kind of makes sense in a non-emergency type of purpose over there.

26:36.957 –> 26:40.979
But like, you know, I was complaining before the show, you know, my arm was bothering me or something like that.

26:41.019 –> 26:45.501
So if I just go and I get some pictures of it and stuff like that, it’s not really an emergency.

26:45.521 –> 26:48.203
And I can be like, I can hang in there till Thursday.

26:49.603 –> 26:54.446
But your PT person was very nice to you and gave you exercises, right?

26:54.466 –> 26:54.886
Yeah.

26:55.326 –> 27:02.311
But the whole thing is made – you could do it like make me feel like I’m in control, right?

27:02.331 –> 27:11.457
Because I think a lot of part about when you’re in the health system, you’re already debilitated in some way and probably not thinking clearly.

27:11.497 –> 27:16.380
It’s why I’m a big advocate for advocates in that sort of scenario.

27:16.761 –> 27:16.981
But –

27:17.581 –> 27:23.946
I think if you just get that special attention there that we were just talking about, it’ll be a lot better for everybody.

27:23.966 –> 27:31.212
So just smooth out the process and probably make hotel hospitals more profitable, even if they didn’t do anything else.

27:31.672 –> 27:35.315
Well, what’s interesting about profitability, I’m glad you brought that up, is that

27:35.695 –> 27:42.821
the way Medicare is reimbursed is based on what is your scores on what are called HCAPs.

27:43.401 –> 27:47.044
And every hospital system is based, is rated on HCAPs.

27:47.084 –> 27:50.847
And it’s called value-based purchasing or value-based reimbursement.

27:51.348 –> 27:55.031
So let’s assume that the cost is a dollar for the operation.

27:56.192 –> 28:02.337
And then the government will send out a survey to the patient who had that operation.

28:02.897 –> 28:03.938
And depending upon

28:04.431 –> 28:11.912
how well you do on that HCAP scores, you may get, you know, 95 cents, 96 cents, or you may take the whole dollar.

28:12.412 –> 28:18.273
And so there’s an incentive to make sure your patients are giving really good service.

28:18.793 –> 28:28.535
And that’s why you see a lot of people entering the hospital space in terms of trying to provide great, you know, bringing hospitality principles in.

28:28.875 –> 28:32.896
So a lot of consultants are trying to show how to raise those HCAP scores.

28:33.752 –> 28:40.215
But one of the things, I have a friend who’s a doctor in a big hospital who’s a chief in one of the departments.

28:40.776 –> 28:48.460
And he just felt at some point it was all about the money, that the hospital was just about the money.

28:49.220 –> 28:51.181
And he got a little burnt out.

28:51.641 –> 28:57.164
And how do you, so let’s go back to maybe a new doctor, a new nurse, a new technician.

28:58.925 –> 29:00.986
The thing that is happening today

29:02.088 –> 29:08.975
is everybody’s blaming that people don’t want to work, people want to be rich for doing nothing, they want to be on social media, whatever.

29:09.796 –> 29:20.486
And I don’t really see it as bad as everybody else is because in our day when we were growing up in this business, there were people that were high performers and low performers and in the middle.

29:20.887 –> 29:25.652
What I’m finding is the middle to executive is becoming mediocre.

29:26.292 –> 29:26.552
Right.

29:26.792 –> 29:30.594
So because they’re accepting that that is what everything is.

29:30.954 –> 29:31.535
It’s in the air.

29:31.595 –> 29:33.276
It’s in the air that nobody cares.

29:33.536 –> 29:34.656
So it’s really difficult.

29:35.276 –> 29:37.938
And they’re losing their what I call five star baby.

29:38.438 –> 29:39.679
They’re where they were born.

29:39.699 –> 29:40.419
They were five star baby.

29:40.699 –> 29:43.420
And now they’re losing that because of their circumstance.

29:43.441 –> 29:44.881
So how do you environment?

29:45.241 –> 29:51.605
How do you change that mindset when you’re coming into an environment that’s intense, one of the most intense environments on Earth?

29:51.625 –> 29:51.725
Right.

29:52.919 –> 29:54.601
And change.

29:55.221 –> 29:56.402
I went to all the schooling.

29:56.462 –> 29:59.085
I got all the degrees and I want to do this.

29:59.425 –> 30:03.629
But then the business of the business kind of gets involved.

30:03.909 –> 30:05.270
How do you change that mindset?

30:06.131 –> 30:10.655
Well, I think it gets changed because now there’s information everywhere.

30:10.995 –> 30:11.196
Right.

30:11.516 –> 30:14.018
Health care has become very, very competitive.

30:14.519 –> 30:18.262
It used to be that you would just go to the hospital right near you.

30:18.806 –> 30:21.629
Because you didn’t really know anything about it, you would talk to your friends.

30:22.050 –> 30:35.605
But now with social media, with all these rate your doctors, and information is so available, a patient can go online and in a non-emergency situation, they can find out all

30:36.005 –> 30:39.387
get all kinds of ratings about every hospital in the area.

30:39.767 –> 30:42.448
So in Las Vegas, we have a new hospital that’s opened.

30:42.988 –> 30:45.930
And Vegas is a very competitive market for health care.

30:46.210 –> 30:48.051
So in the old days, there was no competition.

30:48.551 –> 30:50.232
Now, all of a sudden, there is competition.

30:50.772 –> 30:53.934
And competition will lead people to be successful.

30:53.974 –> 30:58.216
And the hospitals, that person who’s kind of burnt out and says mediocre is okay,

30:58.996 –> 31:07.961
That hospital is going to lose business because there’s going to be a hospital that’s going to come in and it’s going to have people that are really motivated and are going to provide great service.

31:08.421 –> 31:12.924
And so the market, I think, will adjust for that, just like we do in the hospitality business.

31:12.984 –> 31:16.226
If the restaurant isn’t very good, it goes out of business.

31:16.943 –> 31:17.163
Right.

31:17.843 –> 31:19.024
We’ll replace it.

31:19.584 –> 31:21.305
I know we’re getting close to wrapping up.

31:21.325 –> 31:26.126
What’s the one thing in your book that everyone needs to read?

31:26.387 –> 31:35.150
What’s the one takeaway from your book that you would say was either an aha moment for you or something that would really, you know, you want people to pay attention to?

31:35.578 –> 31:46.301
I think I want them to pay attention to the fact that the thing that came out in the research, the biggest complaint about health care is people don’t know what it’s going to cost when they go there.

31:46.722 –> 31:46.942
Right.

31:47.182 –> 31:47.402
Right.

31:47.782 –> 31:54.104
And so figuring out if health care can figure out how do we know what our cost is going to be?

31:54.585 –> 32:06.393
How do we let the patient know what the cost is going to be prior to their experience so that they have an idea instead of just leaving the hospital with no idea what they’re paying and then being freaked out by the cost?

32:06.694 –> 32:13.558
Why is this an issue when every other business in the universe is able to tell you something up front?

32:14.719 –> 32:17.081
I think it’s just because they’ve never had to worry about that.

32:17.967 –> 32:18.207
Right.

32:18.307 –> 32:20.530
Because they were there was no competition.

32:20.590 –> 32:21.471
No one ever knew.

32:21.491 –> 32:22.812
And people just.

32:23.073 –> 32:23.313
Right.

32:23.353 –> 32:24.855
Mostly goes to insurance.

32:25.215 –> 32:27.878
There was like, OK, people didn’t know.

32:27.918 –> 32:31.462
But now, you know, the Internet has made people very knowledgeable.

32:31.942 –> 32:32.142
Yeah.

32:32.523 –> 32:34.525
And I think that’s that’s the big takeaway.

32:34.685 –> 32:37.849
And I think the other big takeaway is prepare for the visit.

32:37.889 –> 32:39.751
How many times have we gone to the doctor or.

32:40.431 –> 32:43.592
And we fill out the same paperwork that we just filled out every time.

32:43.932 –> 32:45.832
Freaking drives me crazy.

32:45.992 –> 32:50.353
And why is it like a photocopy of a photocopy taken from a 1970s mimeograph?

32:50.494 –> 32:50.814
Really?

32:51.774 –> 32:52.894
Exactly.

32:52.934 –> 32:56.175
You can’t figure out the iPad thing and just have my records there.

32:56.375 –> 32:58.195
We’re not going to the right doctors, my friend.

32:58.295 –> 33:00.956
I walk in, man, and they go like, oh, you’ve been here before?

33:00.996 –> 33:01.736
Push that button.

33:02.116 –> 33:03.657
Yes, no, yes, no, goodbye.

33:03.937 –> 33:06.437
Well, Anthony, I’m such a picture of health, I haven’t been to a doctor since 85.

33:10.278 –> 33:12.079
But I think that’s the big takeaway.

33:12.139 –> 33:18.621
And just to put yourself in the view of the patient and know that they’re going to be angst and anxiety.

33:18.641 –> 33:19.741
And how do we change that?

33:19.821 –> 33:21.341
And think about the waiting rooms.

33:21.361 –> 33:26.823
You go into the waiting room, there’s old magazines or HTTV is on and the walls are all white.

33:27.625 –> 33:29.988
How do we create atmospherics?

33:30.048 –> 33:31.289
And we talk about that in the book.

33:31.549 –> 33:37.996
Yeah, I want to ask you a question about that because waiting rooms are just so industrial.

33:38.136 –> 33:41.580
Why aren’t they more like living rooms or hotel lobbies?

33:43.012 –> 33:53.077
Because they’ve been so focused on the clinical aspect that they forget about the whole experience that the guest or the patient is feeling.

33:53.678 –> 33:56.639
And at Anderson, we changed all the waiting rooms.

33:56.799 –> 34:02.022
I was just down doing some work with Baylor College of Medicine, and they’ve changed their whole experience.

34:02.421 –> 34:03.101
that approach.

34:03.241 –> 34:05.162
It’s just, they didn’t, people didn’t think that way.

34:05.942 –> 34:13.265
There’s a doctor that I go to in the city and he’s probably about five or six other doctors in this office.

34:13.625 –> 34:15.566
And you walk in and I thought I was in the hotel lobby.

34:15.586 –> 34:16.146
It’s great.

34:16.546 –> 34:16.887
Awesome.

34:17.207 –> 34:19.868
And then when I’m walking down the halls, it’s beautiful.

34:20.048 –> 34:27.311
And it’s like, it’s like, it’s not like it feels like I’m going to a doctor that happens to be working in a hotel.

34:27.931 –> 34:28.091
Yeah.

34:29.632 –> 34:32.173
And you can do that very inexpensively.

34:32.234 –> 34:35.475
It’s not like you have to charge a four seasons rate.

34:35.555 –> 34:37.916
What’s a can of paint cost?

34:38.716 –> 34:44.039
And the lesson in the book is that this can be done regardless of how much you’re paying and who’s paying.

34:44.339 –> 34:51.602
All right, so give us a couple of examples of real low-hanging fruit that should be implemented immediately because it’s easy.

34:52.341 –> 34:52.561
Okay.

34:52.601 –> 34:58.590
The first thing is preparing for their visit so that they don’t have to fill out the information all at the same time.

34:58.850 –> 34:59.170
Agreed.

34:59.351 –> 34:59.731
Love that.

35:00.472 –> 35:02.315
The second thing is to, um,

35:03.874 –> 35:11.560
Really take to thank people after they’ve visited and said, hey, thank you very much for choosing us as a place for doctor.

35:11.800 –> 35:14.862
We found in the research that no one’s ever thanked for their business.

35:15.223 –> 35:16.904
That’s a very low hanging fruit.

35:17.484 –> 35:22.969
I think another low hanging fruit is to is to people who come in on a regular basis.

35:23.789 –> 35:27.251
create like almost like a loyalty program or something.

35:27.991 –> 35:28.551
Yeah.

35:28.571 –> 35:30.792
You get the copy of Reader’s Digest first.

35:32.273 –> 35:38.315
When I go in, I don’t have to stand in line, but I can go just check in a separate check in line for repeat patients.

35:38.375 –> 35:39.896
I think it’s a critical thing.

35:40.096 –> 35:51.141
I think that’s really critical because like I’m there once a year, but I could imagine how frustrating it is for people that are there regularly that have health issues to go through the same thing over and over and over again.

35:51.761 –> 36:05.909
And then I think really taking a look at, and I think the other thing is working with your staff to incorporate the rater system, you know, reliability, assurance, tangible, empathy, and responsiveness, and that whole interaction.

36:06.329 –> 36:11.772
So we’re not just sitting there looking at our computer name, record ID, but we’re engaging.

36:13.332 –> 36:14.993
Those are simple things that can be done.

36:15.533 –> 36:17.514
Hospitality 101.

36:17.754 –> 36:18.774
Hospitality 101.

36:20.355 –> 36:23.136
Stowe, you’ve earned yourself a great plug over here.

36:23.196 –> 36:26.417
Hospitable healthcare, just what the patient ordered.

36:26.497 –> 36:27.977
Stowe, where am I getting my copy?

36:28.157 –> 36:30.918
You’re getting your copy on Amazon.com.

36:31.018 –> 36:32.779
You’re getting it on Barnes & Noble.

36:33.179 –> 36:35.780
There’s also a Kindle version.

36:36.660 –> 36:41.182
I’m going to be in the process of talking to Peter about making it an audio version.

36:41.816 –> 36:41.916
Oh.

36:42.076 –> 36:43.277
When you’re driving in your car.

36:43.518 –> 36:44.698
But we haven’t done that yet.

36:44.779 –> 36:46.660
But right now, Amazon.com.

36:47.100 –> 36:56.948
And we have a website, www.hospitablehealthcare.com, where we have some short interviews with the people that we interviewed for the book and more information.

36:57.729 –> 37:01.952
For the record, I know you guys probably did the audio, but I would recommend Morgan Freeman.

37:02.152 –> 37:04.534
I think that’ll take it over the top of the audio.

37:04.574 –> 37:04.815
Okay.

37:05.495 –> 37:05.735
All right.

37:05.996 –> 37:06.736
So hang out.

37:06.936 –> 37:08.378
Thank you so much for being here.

37:08.438 –> 37:09.499
Hospitable health care.

37:09.919 –> 37:10.820
I really love that.

37:11.721 –> 37:12.521
I took off the wrong one.

37:12.541 –> 37:12.762
Sorry.

37:12.782 –> 37:17.246
So I really love being able to talk to him about that and bringing together those worlds.

37:17.286 –> 37:20.929
We didn’t even get into talking things like biophilic design and other aspects of it.

37:21.049 –> 37:25.373
You know, my favorite part of that was at the end when you came up with the Morgan Freeman joke.

37:25.973 –> 37:31.879
It landed in your head and like five seconds before you said it and you were so excited to say it.

37:33.373 –> 37:34.473
Clearly shooting your eye.

37:34.513 –> 37:34.854
All right.

37:35.054 –> 37:38.295
F you for knowing me way too well.

37:38.455 –> 37:45.437
And for those of you who want to know me way too well or pretend you don’t know me at all, well, you can still get us on audio version wherever you get your podcasts.

37:45.457 –> 37:47.998
And if you’re listening on audio now, why not watch the video?

37:48.538 –> 37:50.099
Facebook, LinkedIn.

37:50.139 –> 37:53.540
Of course, all shows are at NoVanityNews.com.

37:53.580 –> 37:55.481
Don’t forget to subscribe to our channels.

37:56.081 –> 37:58.104
Well, thanks so much for being here, everybody.

37:58.244 –> 37:59.266
We’ll be back tomorrow.

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We have the chief information officer with Citizen M Hotels on.

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That should be a fun one.

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And we’ll see you then.

38:05.615 –> 38:07.738
And until then, remember, you’ve got one life, so blaze on.

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And be kind to yourself.

38:09.581 –> 38:10.061
See you tomorrow.

38:11.123 –> 38:12.325
Are you being kind to yourself, Glenn?