Cory Geffre ยท Hospital Operations
The leader you are counting on
Most of what goes wrong in a hospital's operation reaches the nursing units. Not all of it starts there.
Your leader was promoted because they were excellent at the clinical work. Nobody taught them how the operation around it runs: how a staffing structure holds under pressure, how a budget gets built, how to have the difficult conversation that moves a unit instead of waiting it out.
That is a gap our industry built. It is also the most fixable thing in your building.
What your leader gets
Your leader gets access to someone who has done what they do. For ten years I was the chief nursing officer through three consecutive hospital turnarounds. I know how to develop people and how to turn an organization around, and I know how to start with a leader where they are and help them get to where they need to be.
One sixty-minute session a month, virtual.
My number to text between sessions. I answer within one business day. A question does not have to wait until the next coaching session.
My complete nursing leadership library: tools, resources, and things they can do to develop themselves and to help develop their teams.
What stays private
You and I agree on what you want your leader to be able to do, and I tell you the themes and how it is going.
What your leader says to me stays between us. That is what lets a leader say what is true.
The record
What this work has produced
As chief nursing officer through three consecutive hospital turnarounds, in systems from $200 million to $750 million in revenue, I took good clinical leaders and turned them into high-performing operational teams, facility after facility. In each of those roles I also carried the regional relationships with critical access hospitals, more than two dozen of them, working with them on operations, recruiting, and throughput.
POSITION
One organization moved from acquisition target to acquirer within three years.
Agency spend
Locum utilization down 70%
Stable staffing model
50% RN turnover reversed
Labor
Labor expense down 9%
Margin
0.8% to 4.5% in a single fiscal year. In another organization, negative 12.9% to break-even in three years, with no service cuts
CAPACITY
Census growth with no added labor: a critical access hospital grew tenfold, and a PPS hospital grew average daily census 23% in sixteen months while locum expense fell.
quality improvement
An 80% reduction in serious safety events over five years at the flagship hospital. Magnet. Malcolm Baldrige. CMS 5-Star. Healthgrades Top 250, three consecutive years
None of that came out of a cost reduction exercise. It came out of structure, which is why it held.
The Cost $1,000 a month
Billed monthly. Six months is the minimum. After that it continues for as long as it is worth it to your hospital, and either of us can end it with thirty days' notice.
It starts with a thirty-minute call between you and me. Then I meet your leader, and the first session goes on the calendar.
No group sessions, no travel, no written plans. A small number of leaders at a time.
For the whole team, see Operational Team Coaching: a year of monthly work with your operating team, virtual, plus a separate meeting with you. $2,500 a month if your hospital already works with us on another service, $3,500 a month otherwise.
Billed monthly. Six months is the minimum. After that it continues for as long as it is worth it to your hospital, and either of us can end it with thirty days' notice.
It starts with a thirty-minute call between you and me. Then I meet your leader, and the first session goes on the calendar.
For the whole team, see Operational Team Coaching: monthly work with your operating team, virtual, plus a separate meeting with you. $2,500 a month.
Who I am
An experienced hospital operator who is also a registered nurse
For ten years, I was the chief nursing officer through three consecutive hospital turnarounds. My final title was Executive Vice President of Hospital Operations and Chief Nursing Officer, for a health system.
I have sat in the chair your chief nurse and your operational directors are sitting in.
That is why I can talk to your clinical leaders without them going quiet, and why what I teach them tends to stick.
Lead Your People
A Framework for Leadership Success
Rooted in real-world experience, this book walks you through the five essential skills of leadership mastery: developing people, managing performance, building teams, improving operations, and achieving results.
Stabilize. Optimize.
Anchor.
The Definitive Guide to Hospital Operations
After a decade of executive hospital leadership across facilities from 25 to 267 beds, Cory Geffre hands operators a precise, tested build sequence for the operating system nobody ever finished.
coming soon
Lead Your People
A Framework for Leadership Success
Rooted in real-world experience, this book walks you through the five essential skills of leadership mastery: developing people, managing performance, building teams, improving operations, and achieving results.
Stabilize. Optimize. Anchor
The Definitive Guide to Hospital Operations
After a decade of executive hospital leadership across facilities from 25 to 267 beds, Cory Geffre hands operators a precise, tested build sequence for the operating system nobody ever finished.
Have a question? Reach out to me...
Call or text me at:
Email me at:
605-228-3527
[email protected]
Call or text me at: 605-228-3527
Email me at: [email protected]
Call or text me at: 605-228-3527
Email me at: [email protected]
Cory Geffre
Operational Performance Partners, LLC
Operational Performance Partners, LLC
Operational Performance Partners,
LLC hosops.com