Lisa Blue:

 

Hello, and welcome to Happy Hour, Happy Patients. We’re a health care innovation podcast that highlights ideas, trends, and innovations happening all around us in the health system. And I’m your host, Lisa Blue. Today, we’re lucky to have an accomplished healthcare executive, Monique Delgado joining us. With an impressive background in leadership, operational excellence, and network development, she has spearheaded transformative changes within health care with a focus on value based care. I’m excited for her to share her insights with all of you today through our conversation. Our show titled Happy Hour, Happy Patients references the concept that focusing on our own health and happiness has a direct positive impact on the patients we serve. We created the space to talk with our extraordinary guests, and, hopefully, these conversations inspire and re-energize you while sharing the exciting ways that you can take with you To make your next workday and patient interaction a little bit better.

 

Lisa Blue:

 

We all know that change happens incrementally, so sharing these ideas can move us all towards improvements together. Now let me introduce today’s guest. Monique’s invaluable experience in the healthcare industry spans over 25 years. Before stepping into our current role, she served as the Arizona market president for VillageMD, where she was responsible for the strategic direction, operational execution, and financial performance. Her leadership transformed the Arizona market into one of the highest performing primary care organizations in the region. Prior to that, she held the position of regional CEO for Wellvana. She also served as the COO for Equality Health’s national value based care platform, where she played a pivotal role in launching new markets And building high performing provider networks.

 

Lisa Blue:

 

Currently, Monique is the CEO for Integrated Medical Services, or IMS, The largest independently owned and operated multi specialty provider group serving Arizona. In her role, she’s leading the organization to achieve a new level of health care through organizational design and adopting a model of clinical integration that excels in a risk based environment. Her focus on growing the Arizona market and realizing the mission of partnering with physicians to deliver high quality and efficient health care services through an innovative care model, value based expertise and leadership that empowers physicians to thrive in a risk based environment. Welcome, Monique.

 

Monique Delgado:

 

Great. Thank you. I’m excited to be here. Thanks for having me. It’s an honor to be on your show today, Lisa.

 

Lisa Blue:

 

Thanks so much. We’re so excited to talk to you. Before we delve into some of the More specifics on what your what your vision is and your goals and and how you’ve, developed throughout your professional career. I know I just gave a lot of insight into your background, but what is something we should know about you? This might be something personal or professional.

 

Monique Delgado:

 

Sure. That’s a great question. Well, personally, you know, my passion is my grandson. I love him. Sun rises and sets on him. So if I could do that for a living, I would. But I don’t think it’ll pay the bills. So, my professional passion has really been supporting independent physicians and providers.

 

Monique Delgado:

 

I I started in the independent Medical practice as a young girl and just developed a love and passion to help, support physicians. You know, I’m not a medical provider myself, not not a physician, but I learned at a young age that if I can help support them, make their lives better, make it easier. Then we have a happy physician or happy provider, which produces a happy patient. So that’s been my professional drive.

 

Lisa Blue:

 

I think that’s a really great answer, and I I think that understanding It’s really important for someone, who isn’t in a clinical role to understand the correlation between, just like we talked about the purpose of this podcast or the title of this podcast. Right? If we take care of the people taking care of people, they can be a lot more effective. So, that’s great that you’re able to learn that, and really apply it through your career and have the tremendous success you have. So your background, certainly, is very impressive in terms of what you’ve been able to accomplish over your years in health care. I would love to hear some insights in, you know, what do you think are some of the key lessons and experiences that have shaped your own leadership journey?

 

Monique Delgado:

 

Yeah. That’s a great question. You could probably do a whole episode just on that. It’s been a journey, for sure, And I probably have a unique journey compared to others in my same position. I I started, as I mentioned, you know, at the at the lowest level in practice that you can, from from a young, Young age and and so I’ve I’ve kinda just worked my way up through the ranks and have had, Just as wonderful opportunity to be in partnership and have, the experience to work with different leaders across, the healthcare space. I I think for me, I found a quote, and it was Vision without execution is hallucination. And I have really just Hung on to that, and I lead by that. And why that’s been important to me is over the years, I’ve worked under various leaders and with different leaders, and there certainly are a plethora of people that have great ideas and great innovation and Talk a big game if you will, but sometimes they struggle to actually execute.

 

Monique Delgado:

 

And at the end of the day, The results are what matters, at least that’s been my experience no matter what company I’ve been with, who I’ve worked under. You’re there to fulfill a role, a purpose. Right? And if you don’t, if you don’t produce those results, it doesn’t matter how many great ideas you have. Right? And so that’s been key for me in my leadership and my journey and and hanging on to how I either, You know, give the vision, capture the vision, and then get to execution and help the team, that’s with me Manage to that. Right? And then it’s partly empowering the team that’s underneath you, collaborating with them, helping lift people up to get where they need to go. And so that’s been, I think, something that I’ve experienced throughout my career and and just continue. It stays with me, Each role I go to.

 

Lisa Blue:

 

Yeah. I think that we’ve all had that experience of someone who, Might have great ideas, right, but that inability to to translate those ideas into action or be able to execute them, sometimes Stops right there. Right? And so, good for you for being able to to really recognize that early on and and see that opportunity and and continue to apply that as you’ve, been in these various leadership roles. So I do want to, I guess, just take a step back. You have been a really very Early adopter in the value based care, and risk space, you know, something that, You know, health care has really crept towards a little bit more slowly than I think we’d all like to see. So I would love to hear, you know, how do you strike a balance in, really creating and and And managing a large organization like this that that is, excelling in a risk based environment, you know, how do you, create That model and lead from that model and still strike a balance to give your teams the autonomy, to practice, in a way that that feels meaningful and that that fills their cup.

 

Monique Delgado:

 

Yeah. That’s a great question, and it tells me that you get it, Lisa, because there is certainly a balance. You know, you want a level of standardization. But for me, at least in my experience, that standardization is the base. Right. It’s the template. It’s the starting point. If you put people in such a box of standardization where they can’t go outside of That I think it stifles innovation and creativity.

 

Monique Delgado:

 

I think it stifles the high performers. So for me, our balance is that we have the template, so to speak, as the starting point. But then you allow and, really, I encourage innovation. Like, I want my team, whether it’s the physicians, the directors, the practice managers, the MAs, whoever it is, whatever the goal is, here’s the goal and here’s what we have as the base template. And then the high performers almost always evolve it, accelerate it, modify it, And I love it. I look for that and then we pull it out and then I kinda push that out as here’s best practice. Here’s how we just took that base we had, and then now we evolved it to the next level because of the innovation that’s come out of the frontline. And then you take kind of the low performers that are not doing things.

 

Monique Delgado:

 

They get the template right because that way they have a model of guide to follow. And so, you know, For me, striking that balance is making sure everybody understands the vision, what the goal is. I’m really big on KPI. So we have KPIs all across the organization. We look Those, you know, monthly how are people performing and then recognizing the people that are really standing out from the and not just recognizing them, but like I said, taking it, taking as a bed best practice and sharing it, it creates a level of, I think competition, right, which Which inspires others to achieve higher, and it creates a sense of pride because I think everybody wants to be a contributor. I don’t care if you’re the janitor, you know, Everybody wants to be a contributor, and they wanna be in a place where they’re seeing that something that they’re doing is making a difference somewhere in their everyday work. And so that’s how I try to, you know, kinda motivate the team and then harness the creativity out of the team, to achieve the results that we’re all, you know, aiming for.

 

Lisa Blue:

 

I like your, Your focus in that answer to not only create a model that allows people to maintain some autonomy and not feel stifled, but also how do you really harness, as you said, that innovation? So I think that’s a really great answer. And then, you know, really allowing the entire practice to benefit from that, in terms of, you know so here’s where our template is, but here’s some really amazing things that other people apart, across our practice are doing. Right? And that makes people feel excited, inspired, competitive. Whatever is the emotion there, it really helps move you all towards those same goals, you know, based on whatever is the biggest motivator because we know it’s different across Different, roles and different personalities, so I love that answer. So One of the things that we know is really important to healthcare quality is patient engagement and patient experience. We know that those are really essential to the full picture, when we talk about health care outcomes. And so what Strategies do you and your team find most effective in employing across your organization?

 

Monique Delgado:

 

Yeah. You’re so right. It is you know, we all that are in health care got in health care because we wanted to help people. Right? And However you’re doing it, whether you’re, you know, directly impacting the patient or you’re doing something as part of that process. And so I think for us, at least coming here, we had poor patient satisfaction scores. We created, Four priorities this year, and provider experience and patient experience was one of the 4 priorities, and then we created tactics within those. And one of the biggest ones, it goes back to data, right, is we just weren’t tracking the The satisfaction rates, and so we started to pull our own data. We did have a vendor that we used to look at the data and just give that and share it.

 

Monique Delgado:

 

Again, the competitive nature of it across. Here’s where you’re even across within our own company. Right? Practice a to practice b, provider a to provider b and then sharing it. And then going the level down and actually not just showing that, hey. You’re behind the pack or or we as an or not where we want to be. Actually, we were at about a 50% satisfaction rate at the beginning of the year. So I’m like, we gotta do something about this. And I’m proud to say we went from a 50% satisfaction rate to 90% satisfaction rate from our patients over the year, which is just huge.

 

Monique Delgado:

 

Honestly, I set the goal, I think, at 80, and I thought that was a stretch Because usually that’s a big leap to get there. Right? It’s a big leap. But we started sending out the scores. Everybody gets them every month. And then we started looking at the details. What are the patients actually saying? Let’s trend it. We have monthly operating reviews. And so each of the You know, we kept advancing looking at that data every month to the point where we said, we want your best 3 and your worst 3.

 

Monique Delgado:

 

Right? So every month at each practice, they had to talk about what their worst 3 were and their and their top 3 were and you can see trends. Right? And so by making them do that exercise, they found the trend. The trend was, you know, we waited too long. We’re not answering the phones or just the provider making sure they’re stopping long enough to ask the questions. Did I answer all your questions as a patient? Those little things. And each of those little tweaks, you saw that score just rise to now our, Average is 90%, and we have some in the 93 percentile, which is it’s, it’s phenomenal. And so that’s, I think for us, just Looking at information, looking at the data, and then responding to what our patients are saying.

 

Lisa Blue:

 

So first of all, congratulations. That’s Really remarkable in terms of, a leap in, less than a year’s time. So that hats off to you and your team. I certainly love that you said something really important both in this answer and in the one that I posted previously. Making sure not only do you know what data you’re, you know, what are you measuring, how are you measuring it, what are those, But being consistent. Right? We’ve we’ve all seen there are fluctuations in that consistency, and so it sounded like, you know, when we talked about, you know, both The those clinical outcomes as it relates to value based care and then patient experience and provider experience that, You know, the consistency in looking at that data and making it visible across your organization, having that level of transparency, I have no doubt that’s what, you know, has helped really have that, big leap forward. So, So very exciting, and, a big congratulations, and, please take that back to your team. Let them know that that’s pretty impressive.

 

Monique Delgado:

 

It is. It’s exciting and it’s a good proud moment for everybody. It’s great.

 

Lisa Blue:

 

Yeah. No doubt. No doubt. Wonderful. So I know you talked a little bit about, just now, that process. Right? What did you guys do? I I love the idea of looking at the top 3 and the bottom 3, and And looking at those trends and and, you know, sort of facing what are our real opportunities and and what do we do with that information, Are there any, technologies, you know, outside of that that’s a really great strategy. Are there any other technologies or innovations that you have found To be really effective in enhancing, whether it’s patient experience, patient engagement, provider experience, any of those things that are really priorities for you guys at IMS.

 

Monique Delgado:

 

Yep. In patient experience, I haven’t. I don’t think I found anything, you know, super creative. I would say, you know, we have the standard. We have the patient portal, and We have text messaging. We’ve, you know, recently put in technology that connects to our EMR for electronic check-in to help expedite the process. And I’m sure, you know, Lisa, it’s hit or miss. Right? You know, some folks like the technology, some don’t. So I think it’s Just always a multipronged approach for the people that don’t want technology, the people that do, and so you just have to do both.

 

Monique Delgado:

 

I think from a Provider perspective, we’re always looking to reduce that administrative burden. Right? How can we take Some load off them to make it easier for them? We have a lot of work being invested in our templates, in our workflows and in our EMR, of course. Our medical director, Dr Keller, does a great job creating, You know, templates, we’ve worked in partnership with our payers also to help consolidate. You know, when you’re A physician or a provider, and you have to say, okay. Am I a? I gotta do this form and this one payer b, and that’s just brain damage. Right? You know, it makes their work way too hard. And so we, you know, take all of the different templates that the payers are wanting.

 

Monique Delgado:

 

Right? We have expectations. We get that, and then consolidate that into 1 and then work in partnership with our peer partners to accept what we have. So that way, as a physician or provider, as a MA, you don’t have to think about it. This is our template. And as long as I do these things, I’ll capture it for annual visits, our quality metrics, whatnot. So we look at those things. You know, we employ scribes. We Employed, you know, dictation, various levels of dictation, whatever works better for the physicians to make their and providers make their lives easier.

 

Monique Delgado:

 

So it’s a plethora of things. I haven’t found the magic bullet. 

 

Lisa Blue:

 

Well, it sounds like you’re doing a lot of things really well. I I think, you know, certainly I like what you said about, you know, different Patients require different touch points. Right? Some people will prefer different communication preferences. And so offering that multi pronged approach and really allowing patients to make those preferences, you know, certainly is important. It’s not a one size fits all, and we know that Age plays into that and, you know, payer status and multiple comorbidities and on and on and on. Right? The list is really long. I did really appreciate your comments, and, again, I think it goes back to you being so well versed in the value based care world. The moving targets between different payer contracts can be very difficult to keep on your radar.

 

Lisa Blue:

 

And if you’re doing that in, you However many patient visits a day, that can get, I’m sure very, very daunting. And certainly, I’ve seen that in my own clinical practice as well. So I love that you guys have been really intentional about that workflow development and saying, you know, through that discussion and partnership in Creating those value based agreements, understanding that, you know, can we all agree that these are the highest priorities and and that these will, You know, be be sufficient to to meet those, you know, whatever the goals are. So I think that’s fantastic and A really great way to, again, be mindful of, that you don’t want to, you know, I think brain damage is probably the right word for you. Right? At the end of the day, right, you do that so many times that you do leave maybe a little, Beat up. So I think that that’s a great strategy as well. So I would love to you’ve already shared A lot of ideas. A lot of, I think, really key ideas about leadership and the importance of leadership and, you know, supporting your teams to do what they do best.

 

Lisa Blue:

 

So, you know, you’ve worked in a variety of different settings in your career, and, you know, varying sizes. So knowing that you have been in a variety of different settings and then also different times in your own career, where we know healthcare changes, We change and grow professionally. So what are some key lessons that you can maybe share with, With our listeners today about leadership in health care. Right? It’s its own unique industry. Whether that was a really large system enterprise or a smaller practice that you were supporting.

 

Monique Delgado:

 

Yeah. That’s a great question. And, certainly, health care is unique. Right? It’s very different from other industries. And I think that last part of the question is important because at least I found there’s a big difference between, say, you know, a startup or a small single independent practice or a large system, that you’re coming into. And so, certainly, I’ve learned different things from each of those areas. I think what goes across the board on any of those is people. Right? You have to understand the people, and you have to take time to assess and know who the people are. What role are they in? Are they in the right role? Helping people on their own path and journey and then making sure you have the right players.

 

Monique Delgado:

 

You know, I’ve found I can’t be successful if the Folks with me are not successful, and so helping them do what they do best. You know, we can move the company along, so you have to pay Attention to the people. And I think from a leadership perspective, I found in a in a startup, it’s built. It’s new, exciting. You have to be able to take something from nothing and create and and create processes and implement people and Build and and go forward. Whereas when you go into a large system that maybe has been around for a long time, it’s change management. Right. You have to figure out now who are the existing players and stakeholders and what have they done versus building your team in the Startup world, you get a build you know, you get to pick your team, verses when you go into an existing organization.

 

Monique Delgado:

 

You have to figure out who your team is already and how to best, accelerate them and get the performance out of them. And, you know, you have to be real dynamic in a start -up. You have to be able to look at the 10,000 foot view and then go all the way down to the weeds because there’s nothing there before you. There’s no template for you to follow. Whereas in a large healthcare system, I found, it’s just much more change management, and you have to identify the champions. And I’ll give you just a quick example. We are in a large system that I was in, I try to look for the people that are vocal. And I’m I’m I’m using that as a nice word for sometimes the grousers or the complainers.

 

Monique Delgado:

 

Right? And so I love those people though because oftentimes what they’re Saying is actually they care. They care and they want a change. They wanna make it better, and that’s why they’re being vocal. And some leaders or people will tend to shy away from those people or kinda push those people to the side. I like to bring those people in. I like to make those folks my champions. And so we had a physician that was just grousing. We went risk based and we’re, you know, on him about his EDK and his ADK, and And he he wasn’t happy about it.

 

Monique Delgado:

 

We had a committee for the ACO to manage all of this. And I said, we need to bring him in. And the response from the other team members was, oh, no. He doesn’t want you. You know? He’s a complainer. That’s exactly why we need to bring him in. He needs to see what we see. He needs to hear what we hear.

 

Monique Delgado:

 

And we did. I I convinced folks, let’s give him an opportunity to bring him in. And, man, it changed everything because he not only Had the best EDK within a couple months, but he was the champion of it. Right? And then people are saying, well, hey. What are you doing? What did you do in your practice? What did you change about your panel that now your EDK has dropped? And he was the champion for it. And so you can You can take the people, that are that are the loudest and you can, you know, funnel funnel that that energy, that conversation, bring them in Because they they just sometimes need to know what you know, and then you can turn that around and they become, a champion instead of a a grouser.

 

Lisa Blue:

 

I love that. Right? When you think about it, we were talking just a few minutes ago about the ideas of patient engagement. That’s just another sign of engagement. Right? They’re engaged in the process. They see what they think is the best way. And they may have ways that, you know, maybe are really important to that equation, but Bringing them into that more broad conversation and saying these are all the variables in this equation. So how are we going to all, you know, bring this is our goal, and and and what do we do to get there? So I love that strategy. And you’re right.

 

Lisa Blue:

 

I think oftentimes, people are, I don’t know, intimidated by those people or they don’t know how to handle them. But recognizing that Maybe they’re that way because they’re they care. They want it to be great. They want to take great care of their patients. So I do love that strategy. So that’s really wonderful to hear.

 

Monique Delgado:

 

I think something you said, Lisa, it’s i people don’t often know what to do with it, especially I find people that are, You know you know, the super optimistic people. Right? They don’t know how to handle sometimes a person saying, here’s a problem, but really you need to listen to what that is because understanding that problem, finding a solution for it makes us all better. And so it’s it’s it’s really listening to those people and what they’re saying. Agreed. Yeah.

 

Lisa Blue:

 

Yeah. And, you know, it goes back to what you said, change management. Right? When you come into an organization, your team is already built, and so it’s understanding all of the different roles and helping lead them through that process to say, it’s okay that this person looks at it differently than you. Let’s hear what they have to say. So that’s a great strategy, and I love that. I love the perspective, but I also love how clearly you’re able to articulate that. It’s definitely a great thing to share with other leaders. So looking into the future, you know, certainly, the health care system is always ripe with challenges and opportunities.

 

Lisa Blue:

 

So knowing those and and really being at the leading edge as you have been in your Career. How do you and your team at IMS position yourself to, to best, proactively address those potential challenges and opportunities.

 

Monique Delgado:

 

Yeah. And there’s, you know, so many. We have, you know, King of the continued consolidation in the healthcare space. Right? You have the changes with payers and reimbursement, You know, v 28 coming on board, all of these different things. You know, we have increased wages for staffing. So there’s no shortage of challenges. That’s for sure. I think the best that we can do is kinda look ahead.

 

Monique Delgado:

 

Right? We’re constantly trying to look ahead and understand what are the market trends, what is happening, what’s going on, And then you try to hedge the best way you can. Right? You know, we know, that the staffing rate Wages have increased, and that’s not gonna go away. It’s not gonna reverse. Right? So we gotta figure out how to manage that. So we’re looking at, Employing technology in our company more so that we can help focus on maybe some of the mundane tasks and get rid of those so that the human capital that we have that’s much more costly can focus on the patient or the things that are much more valuable. So employing those types of things, knowing the evolution of risk based care, knowing that it’s coming. You know? We’re continuing to To prepare ourselves for that, implement the infrastructure that we need, training to, align ourselves to be able to continue to be resilient. You know, I IMS has been around for 15 years.

 

Monique Delgado:

 

They’ve, they’ve, survived and navigated all of the different trends that have happened over the last decade. So, you know, I have faith in the team that’s here, the physicians that are here, providers, that we can continue to navigate and and not only survive, but, hopefully, thrive, as, the landscape continues to change.

 

Lisa Blue:

 

Yeah. I, you know, I think your idea of looking at those trends and and, you know, making a plan for how to, You know, identify what are the biggest opportunities or, you know, things that need to be addressed, and then and then hedging your bets. And, you know, I think that’s a really great approach. And We also know that the healthcare industry continues to change really rapidly. And so, you know, being Cognizant of those changes and being adaptable to those changes, I think, certainly will position you guys to Continue, not only to be resilient, but to be successful.

 

Monique Delgado:

 

Yeah. You have to be able to pivot. That’s for sure, Lisa.

 

Lisa Blue:

 

No doubt. No doubt.

 

Monique Delgado:

 

It evolves. Right? So it’s like, okay. This just happened. Let’s let’s strategize and figure out how we’re gonna navigate

 

Lisa Blue:

 

And if you haven’t had 1, you know it’s coming. Right?

 

Monique Delgado:

 

If if there’s

 

Lisa Blue:

 

if there’s been a moment of quiet, you’re like, okay. So, I mean, I’m ready. I’m ready because something must be coming. But I think even what you guys have experienced this year, you know, in terms of the the increases in your patient satisfaction, is is really remarkable to not just stop and celebrate, but it it speaks to how well you are, Looking ahead and making those plans and and and leveraging the the great team that you have to, you know, continue to move forward. So YOU think that sets you up for, you know, feeling pretty good about how well you can navigate and you guys can navigate and pivot.

 

Monique Delgado:

 

Yeah. And I think we’re uniquely positioned in such a way because of our multi specialty. Right? The Natural inherent integration that we have within our system, with the ability for primary care in cardiology or or neurology to to speak directly to each other, to share the same record, to be able to schedule on each other’s schedule. The fact that those physicians talk to each other and know each other and, you know, we have we have little, Like, joint rounds now with patients that are high risk patients and actually having everybody at the table and reviewing those with our care manager and with Our practice managers, so everyone knows it’s it’s, you know, that’s unbelievable and and certainly unheard of. And so that That part is so fun, and it’s I think puts us in a unique position as we move forward with risk and and just kinda setting ourselves apart from, you know, other organizations.

 

Lisa Blue:

 

I couldn’t agree more. You know, we all know there’s tremendous fragmentation in the healthcare system. So What you just said, you know, directly impacts that. And having everybody on the same system, being able to, You know, easily access, you know, what’s going on with shared patients, being able to communicate with providers. In the absence of, working within the same system, that is, almost impossible, if not impossible. And so I do think that that certainly puts you guys, you know, positions you really well to, You know, continue to to grow and develop and provide a really great, patient experience and clinical outcomes. So that’s really exciting. So as we wrap up today, I thank you for sharing so much that you have about your team, the exciting things that you guys have done and are doing.

 

Lisa Blue:

 

I would like to, I think, just sort of harness some of your ideas to, maybe share with somebody too, that would like to follow in your footsteps. If someone said, Monique, I’m so interested in this type of role. I’m just starting out, you know, not even the how to because the how to, I think, is a little bit easier. Not easy. But it’s a little more clear, but maybe some of those steps. Right? Maybe it’s education and experience. But I think the advice that we can share, that we can, pass down from our own experience is really profound and can sub-accelerate, all of us, right, across the industry. And so what is that key piece of advice or key piece of advice that you would pass down to somebody who posed those questions to you?

 

Monique Delgado:

 

I mean, that’s a great question, and I get the privilege of sometimes what I feel seeing myself all the time here in my in Our organization, you know, remember, it did phones. I did referrals. I’m dating myself when we had paper charts, medical records, It’s like billing all of it. And so I think, you know, what I would say is Always take the opportunity. And I hear that a lot sometimes. Even colleagues I actually had a colleague call me not long ago and said that, you know, they want me to do this role, and she’s in their director level role. They wanna do this role, but they don’t, they don’t wanna pay me, and it’s more work and blah blah. And I said, you know, I always take the opportunity.

 

Monique Delgado:

 

Take it and do the work And shine. And then they will pay you. Right? You won’t even have to ask. They will tell you we want you in this. They’ll continue to accelerate you. And I think people think about it backwards. Right? They wanna be given the role or the Title or the money or whatever it is, before they do the work. And I just think about it. I think about it differently.

 

Monique Delgado:

 

I say, Do the work. Take the opportunity. Always be willing to learn. Right? And and And I think I would also say not to be afraid. I know so many people that are afraid to take a risk, Afraid to step out of their role, afraid to take that next level. And so I’m a big believer in not being afraid to fail. Right? I’m like, I’ll try it. I’ll do it.

 

Monique Delgado:

 

Maybe I’ll succeed. Maybe I won’t. I’ll learn what not to do. I’ll learn what I can do. I’ll learn more to get ahead to the next level. But I think I mean, nothing profoundly so, but those are just the things that I’ve, I’ve, Found in my own career.

 

Lisa Blue:

 

I think that those are great pieces of advice. You know, I think especially, you know, women in leadership roles, sometimes there are those questions that are asked, you know, should I, you know, do x, y, z? Should I take on more work? Or should I take this role that maybe it’s a lateral move, but it introduces me to a new skill set or opens a potential door. And I’ve had very similar conversations with people, as well. And so, I both agree with that, but I I think that that’s really profound because I think sometimes people aren’t sure if that is going to limit them or to help them. And so I think that that’s a great piece of advice. And, you know, as far as not letting our fear stop you, Obviously, you have not because here you are, and you have this amazing career. And I I think it’s certainly a testament to, Your success, your success in many different settings, and, you know, the success that you’ve already created with your team at IMS and All of the goodness to come. So thank you for sharing that advice, and thank you for sharing your time with us this afternoon.

 

Lisa Blue:

 

Certainly, a lot of great wisdom was shared, and I appreciate you giving some insight to us and our listeners about your team and IMS.

 

Monique Delgado:

 

Thank you so much, Lisa. I really appreciate the opportunity, and it’s always a pleasure with you. Big fan, big fan of yours from many years back. You’re a great operator, and so it’s a privilege to have spent the time with you. Thank you.

 

Lisa Blue:

 

Thank you. Thank you for listening to happy hour happy patients. Please consider subscribing on your platform of choice And share your favorite episodes with other health care workers who need a bright spot in their day. You can connect with my team and me directly by going to provider tech.com and clicking on connect with us. You

 

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