This trailer provides a preview of the types of voices and content that you'll hear in our podcast. Appearing are Geoff Webster, Paul H. O'Neill, and Ken Segel. The host is Mark Graban. You'll hear a preview of the key themes of the first few episodes, along with powerful leadership principles that are required to create a state of habitual excellence in your organization.
Scroll down to see how to subscribe and to read a transcript.
In the first episodes, you'll hear discussions such as:
- Ken Segel, on Zero Harm and Theoretical Limits
- Geoff Webster, on Habitual Excellence
- Tony Millan, on Preoccupation with Failure (High Reliability Organizations)
- John Collodora, on Sensitivity to Operations (HRO)
- Paul H. O'Neill, on The Irreducible Components of Leadership (audio from a 2009 speech)
To make sure you don't miss an episode, be sure to subscribe today!
Mark Graban (2s):
Welcome to Habitual Excellence, presented by Value Capture. Do you want to create a health care organization that strives for zero harm through principles-based leadership, lean practices, and real time root cause problem solving? In this podcast series, we will share conversations with value capture advisors, clients and thought leaders exploring how to create habitual excellence.
Geoff Webster (26s):
At Value Capture, our passion is getting healthcare organizations to a state of habitual excellence. That phrase I've certainly learned that and I think many of my colleagues learned from Paul O'Neill and Paul was the CEO and chairman of Alcoa who led one of the great transformations of an organization as he was CEO and chairman of Alcoa, starting with the idea of perfect worker safety that nobody should ever be harmed at work.
Paul H. O'Neill, Sr. (59s):
The idea of habitual excellence means a leader should expect every aspect of his organization to perform at the known level of possibility.
Geoff Webster (1m 13s):
I think that you actually can't have habitual excellence without aiming for perfect.
Ken Segel (1m 21s):
If your goal is zero harm, you can't get there by just incremental thinking. If the goal is zero, you have the chance to rethink the process. You have the chance to come up with a real breakthrough
Paul H. O'Neill, Sr. (1m 36s):
and to aspire to less than zero is to excuse every single one that happens. Rather than learning from them and figuring out a way to introduce practices that will take away the possibility
Ken Segel (1m 52s):
if you are going for zero. If you're going for zero harm, there is literally no way to do it unless you are a continuously learning from things gone wrong or gone right.
Paul H. O'Neill, Sr. (2m 4s):
Leadership that is not about punishing or blaming people, but about using every single instance of anything gone wrong as a basis for organizational learning is a really critical to this.
Ken Segel (2m 21s):
People want to be inspired and they want to aspire to do great things.
Mark Graban (2m 27s):
To subscribe the visit www.valuecapturellc.com/podcast.
Written by Mark Graban
Mark Graban is a Senior Advisor for Value Capture and has served healthcare clients for over 15 years. Mark is internationally recognized as a leading author and speaker on Lean healthcare.