19 - Dr. Byron Scott - Pursue your Passion while helping others

Welcome back uncommon leader, podcast listeners. I've got a great guest for you today, Dr. Byron Scott, Byron's got a fascinating and strong resume:

•  He  was a practicing emergency medical physician for over 25 years. 
• He was a Deputy Chief Health Officer for IBM
• He has held various physician leadership roles over 18 years with healthcare systems.
• He is a Faculty member at Thomas Jefferson College of Population Health and Umass-Amherst  Isenberg School of Management
• He sits on multiple boards both for profit and not-for-profit
• I am humbled to call him a friend and colleague

After the interview, though, you will realize that Byron's resume, while impressive, is not what makes him an Uncommon leader, but rather the passion he has for the work that he does.  Be sure to have your pen and journal handy to take notes as Byron shares three things leaders need to focus on as we look into another uncertain 2022.

You can connect with Byron on LinkedIn: https://www.linkedin.com/in/byronscottmd/

I hope you enjoy the episode!

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Transcript

0:25

Welcome back uncommon leader, podcast listeners. I've got a great guest for you today, Dr. Byron Scott, Byron's got a fascinating resume. He was a practicing emergency medical physician for over 25 years. A deputy chief health officer for IBM and held various physician leadership roles over 18 years with healthcare system. When he and I really focused on today though, is where his passion has led him into teaching mentoring advisory roles on boards that he really focuses on today. And as a faculty member at different universities, I think you're really going to like this conversation today with Byron let's get started. Byron Scott, welcome to the uncommon leader podcast. It's great to catch up with you. I know it's been too long since you and I have had the opportunity to chat, but also it's an opportunity for me to catch up and hear what's been going on in your life. And thank you for being a guest on the podcast. Thank you, John. Thanks for the invitation and looking forward to the conversation and catching up. So yeah, let's have fun conversation, but I'll start you off just like I started all the other first time guests on the podcast. And that's what the question more about you to get the folks to learn a little bit about you, but if you had a story kind of from your youth that's still affects who you are as a leader today, wants to share with our listeners. Yeah, it's interesting. It's interesting question that you have, I, I kind of look back to something that happened in a youth. I was in elementary school, I think it was about nine or 10 years old. And, I, I grew up in, inner city, Los Angeles. And, but fortunately my mom sent us to Catholic schools and I remember, and I can't obviously remember exactly what was going on at that point in my life. But, I was always a good student and did very well, mostly a B. This one semester, I got a couple of CS and my mom, just, yeah, as you can imagine, like most moms, kinda got into me and, and, and one day she just basically said, what do you want to do? Do you want to just be average with limited options in your. Or do you want to have, options that you can make choices and be an influencer and things. It was pretty interesting. You just kind of in, you look back now and I kind of reflect on that and I look at leadership today is it's about just striving to be the best you can be no matter what is going on. And and sometimes we have to catch her. And making sure that we're constantly, improving and developing, this whole continuous improvement thought, which, you, and I know a lot of work we do than they have done in the past. So, so it was just interesting that lesson then, many, many years ago, but still kind of resonates today. Well, I can see, I can actually hear that almost as a question. Do you, do you want to be average or do you want to have opportunities going forward? You mentioned Catholic school. I'd love some of those. Gosh, my mom listens to this podcast or gets shot, but I know I get a D and neatness one-time and you're talking about, what do you want to be? Of course, I changed it to a B because we got handwritten report cards back then, then sister Nica, DEMA caught that as well. She called home. That's a whole different story that we could talk about integrity podcast for awhile, but absolutely, you have opportunities at a, at a very young age, or as you mentioned, even the leaders that are there today, what are their opportunities to. Change the game. I have a small mastermind group that I talk about in terms of raising the average, when you're in a room, are you going to raise the average of the people around you or are you going to bring them down so I can imagine that frame you quite well. And actually before I even jump into some of your passions, Byron, from your profile and some of the work that you've done, which is pretty excellent. I'm curious, you mentioned that continuous. And what that impacted you then? How does that still drive you today? What's your continuous improvement process for yourself today to keep up with all the changing times and all the things that are going on. Do you have any habits no, I, I think it's many things. I think one of the things I try to do. I think in, in my various role, one is, you know teaching at a university is always staying current and up-to-date with what I'm teaching, the subject matter. So I constantly have to, read so daily, I'm reading information news about what's going on in health care for today and trends. And so so obviously, reading. Journals news articles, things like that. So, so that's one thing I pretty much do. And then, obviously in, in my roles and things that I do, given that I'm a physician, I have to maintain continuing education. So even though I stopped practicing medicine a couple of years ago, I still maintain my board certification. So I have to do so many. Continuing the medical medical education credits to maintain my boards and licenses. So it's that as part of that whole continuing education, then, I read periodically I pick up a good leadership book, to read on various topics. So, so those are the things that I do personally, to, to continue helping to improve myself. And then obviously hoping those things that I'm doing for myself can then spill off into the various roles that I do and helping others and their leadership roles. I love that. And if you had listened or you look at the name and the company is growing champions, growing yourself so that you can grow others grow other champions. So reading. As a daily habit being very important. And then I think what I hear you saying, both sharing that from a teaching standpoint and a mentoring standpoint, but also just in sharing those articles that you read, that you think someone might find value too. I know you've done that for me before, in terms of sharing articles that you read. So I appreciate that as you go forward and it lines out really well. Now really the theme of the podcast, the uncommon leader podcast, as that, it takes a leader who is continuously growing. Regardless if you're still practicing medicine today, you're still keeping up with the continuing education, keeping up with the trends in health care and those things that happen because you need. For your work on the boards, but also in your teaching as well as yourself and staying knowledgeable, being able to carry that on. So, thanks. Thanks for sharing that. I think that's something that I always challenged the listeners with is that continuous learning and reading has to be a big part of what you have going on. I shared some information about you in the introduction. You've got some passions you've worked for or work on both nonprofit and for-profit boards of directors with hospitals, healthcare associations, and a global disaster relief organization as well, direct relief know that's. Those are, those are very important. Topics as you go forward with that. And when I think about that in your participation, what have you found most rewarding from a leadership standpoint, from a personal standpoint in that role? Yeah, it's interesting because I look at it as terms of one, my passions in life, which, I think in this phase, in my life, it's about giving back. It's about mentoring and making an impact. So, things that I'm doing in my two nonprofit boards definitely do that. I mean, one of the boards I'm on is as you know, you mentioned direct relief. It's a global disaster relief organization that provides you a medical, humanitarian assistance. Not only in disasters around the world, but within the us. But then also a lot of other. Charitable programs, helping federally qualified health centers, community health centers. So that's part of that, that whole aspect of giving back. So volunteering my time on that board, but then I serve in a couple of other roles in that board, cherry, their medical advice. Council, and then also I'm currently chairing this a$75 million health equity fund. And we're, giving grants to organizations who are doing innovative ideas around health equity. So it's just that it's combining all of those things. It's not only your passion of giving back, but, you're making an impact at the same time and helping others, So, so that's one of them in, and then the other thing I'm involved with has to do with the children's hospital in San Diego. They're bored and a part of their quality committee. So it's great to be able to give back to the San Diego community and help that organization to be the best they can be in, being a sounding board for the leadership for the CEO and, and helping them. I mean, I look at my board duties. I mean, obviously I have fiduciary responsibilities but also it's about helping those senior leaders be the best they can to, to drive change in the organization's. So those roles are just, a lot of fun being able to give back and help others at the same time. No, I love, I love hearing that, especially on that not-for-profit side, both in the direct relief and some of the, again, the opportunity you've taken to give back to mentor others and making an impact as well as at the children's hospital. And you're in your local community. If you will, you know, all the way back and as your stories of child chakra growing up. And inner city LA, but giving back and making a difference in that space. I am curious because I think, it's experiences, it's stories that, that really make what's happening. Is there one story in one of those. Opportunities that you've had on those boards. That's had an impact on you not, not impact on you like the first question as a leader, but just a, just a personal impact on you and where you've been able to use your gifts to give back and how you've seen some of the fruit that you have. Do you have a personal story that, that has really impacted you? So. I'll I'll tell you this story. It was actually chest before the COVID pandemic. And I think, you and I were doing an assignment in the, in the middle east. And I think if you remember, I was going to take a trip to, to Africa and. And I was trying to balance to figure out how do I make time to do this? Take time off work and, and do this. And, I was invited as part of the direct relief board to go down to speak at this oncology cancer conference down in Africa. And, and it's juggling making time. It's also about operations. You know, when people extend an opportunity, ask you something, it's easy to say, no, I don't have time, but sometimes you do those things and they can become, very rewarding. So. Going down there meeting other people, other leaders from around the world and, and on that continent, especially in some of the challenges that they have, trying to deliver cancer care on the continent of Africa. It really opened my mind to, what we, what we have to do more in the United States. Obviously I think. As a leader it's when you see challenges and obstacles, are they really challenges and obstacles? I mean, or is it just more something you can kind of navigate around and figure a solution. So I think what, going down there understanding the healthcare system, the challenges that they had, and then looking at ours here, I think it's about, being grateful sometimes for what you have. And, and, and then just trying to, not try to boil the ocean, but, put it into simple processes and steps to navigate a solution to fix a problem. So, taking that trip, just help, I think open my eyes even more and, and more appreciative for some of the things that, that we have here. and again, when you talk about. And it's oftentimes, even when you talk to, I'm sure, some leaders in a local space now in the U S and you said, you, you really think you got problems, try to deliver cancer care in Africa, where there's no running water and things like that in terms of some of the visits or some of the, as you say, some of the things we need to be a little more grateful for and realize. We probably make bigger problems here out of very small problems that could be solved. And if we, if we were, if we could do that and have a better perspective on that, we certainly could have a bigger impact on the world as well. I appreciate you sharing your story and I bet that was pretty powerful. And yes, I do remember traveling with you over to the middle east, in Saudi Arabia for the project that we had going on prior to COVID, which seems like 20 years ago at times. And it seems like yesterday at times, in terms of. How things have, have gone over the last two years. I'm curious, in using that in the, in the COVID times and what you've experienced again at the board level, from both a for-profit and not-for-profit, what are the things that you see that. Those, especially those you're been on for awhile, such as direct relief. How are they having to change with regards to the COVID and how are you helping to advise them differently as well? Yeah, well, I think one of the thing all organizations have had to do was really get around this whole concept of, of relooking at your, your workforce in so many ways. And I think most importantly with COVID is safe. Has becoming an even bigger issue. And, and when I say that, if you go pre COVID, people would talk about safety in the workforce. It was about probably making sure people weren't having injuries, and things like that. Fast forward COVID hits safety is about keeping, your people healthy, during COVID. So, so that whole thing had to really change. And how you look at that. And then I'll also, COVID just the workforce as a whole, as a whole, because we have so many people working remotely now. And, and trying to make sure, again, you're keeping people safe. You're staying productive as an organization to fulfill your strategy and your mission. So, so that's become very, very, important during, during these times, Well, that that's a great point. And you think about some of the roles that you have, again, lining up your passions with the work that you have taking your healthcare experience and teaching I, both Jefferson, as well as UMass Amherst and the school of management, how, how have you explained to those that you teach what's what's changed. For them in terms of that space as well, not, not just COVID, but in the past few years, how you're advising them in that safety world, in terms of health care, in that quality world, in terms of healthcare, and you mentioned staying up on it, what's, what's different today in that space as well. Yeah, I think, it's technology, digital health is very important. So, as you know, we, we advise clients in the past about, developing technology and infrastructure. But fast forward with COVID, it's really accelerated because if you look at healthcare, you look at telehealth, you look at education, more people are, are learning doing things online. So your whole kind of scope and on how you're delivering, not only healthcare, but also developing leaders has changed because, suddenly when you're managing people, you're developing people. We used to spend time. You get a sense of them, you do one-on-one and suddenly you're doing remote work. Well, you don't it's sometimes it's not always the same if you're not interacting on a personal level, day to day in the same room. So, so I think those are the things that I think all of us are going to learn it when you're as a manager, as a leader, You know those little nuances because there's things that we're all going to have to work on and make sure that we're doing a better job on because you can sometimes get a sense, a better sense of the things when you're with people, the same room. Then if you're on a zoom call, that's such a great point. I go back to Kristin Gilo, who was a guest on the podcast a few episodes ago. And if you have a chance to look that up, she talked about some of the challenges. That exists in connecting with people in this remote world. So it's one thing again, to talk about. I there's really two points you brought up there are really good that the change in care, this is not a healthcare podcast per se, but the change in how care is provided, whether COVID provided us the opportunity you and I talked about that for a long time technology, getting people to adopt new technologies or existing technology in a care world where. We really didn't get the physicians to buy into that, but then something like COVID actually forces some of the changes that we've been trying to implement over the, over a period of year. So again, while I'm not trying to say that COVID was a, a good thing. It was something that forced the industry to take a look at some of those technologies and make improvement. But the second point you make is, is pretty valid connecting with leaders as well, and developing others. It's become more challenging when you're not in front of people as much when you're working from home or working remotely to try and develop a team, those things can be very challenging to say the least. Byron. I want to actually finish this up and I want to ask you a specific question about that and about your mentoring to leaders about teaching leaders, or even advising on your board. When you look into your crystal ball into 20, 22 and beyond, what are some of the challenges that you believe that leaders are going to face and how they overcome those going forward so that we can continue. To grow, in society, in healthcare in our communities and making an impact. Yeah. I, I think, there's three things I will say that leaders will have to do to thrive in 2022, or shall I say to continue resiliency, execution and, and adapt to the. I mean, those are the three things. And when I say that, when you look into 22 and just some more detail, it's, it's about one staying focused. And as, as an organization, as a leader, focused on your mission, your vision, your strategy, despite all the noise that's going on, because whether you're in healthcare or in manufacturing, COVID supply chain, inflation. You know, is going to be, a challenge and in healthcare, just specifically, the past few years we've been talking about population health, value-based care, social determinants of health, there's still going to need to be refocused on that because that's still, probably where we need to go in healthcare and we need to focus on that. So focus, the second thing is your people. We talked about this before human capital is going to be. Really instrumental because we talked about remote work. But it's about culture, and making sure that you develop the right culture, being remote makes it more challenging. And then there's a lot more competition, right now because of cost and inflation. And then the third thing is continue to focus on your customers in our, or in healthcare, your patients because patients may be. You be coming to the hospital or to the office as much, but you got to figure a way to, to keep them engaged, and I think technology is going to play a big role in that. So those are the three things I would say for sure. Focus people, customers or shall we say in healthcare, patients are going to be very critical in, in, in 20. Byron. I think, I think your comments are spot on as I listened for where that it's the things that I hear is the things that I read about in terms of what needs to be done. It's, easier said than done at times, but I appreciate the work that you're doing to have an impact, whether it's in that not-for-profit space, that you are on boards of directors, you're teaching that you do have the students that are coming up and having to become part of what is this, this big change that's going on right now. And you're mentoring and developing others that you go forward. Byron, I, I appreciate you sharing some. Great points today. I want to let you finish this up and give you a chance to kind of share your passion, whatever that is, but I'm giving you a billboard that you get a chance to talk to a million people, whether they're driving by on the 4 0 5 and Cyprus LA, California, that we thought about. Inner city LA or whether they're doing it in Chicago or somewhere else, but a million people are going to see your message every day on this billboard. The question is, what do you want that billboard to say for them? Yeah, no. So I put two questions on the billboard. First one is what are you passionate about? The second one is how are you helping others? And then the third thing would just be a tagline to say, pursue your passions while helping us. And, and that gets back into what I talk about giving back I think all of us try to help others. I think that's an aid and human nature, but, but I will challenge people to really figure out what it is you really enjoy. What are you passionate about and, and think outside the box and do something different to, to try to make an impact. So I think that's what my billboard message would be hopefully to inspire people. I think you will inspire them and absolutely if we can tie our past. With helping others, I think. And then you, again, you align that with what you're really good at. There's something that can really make a difference. You start to have exponential growth and change and you start the teams, communities, and countries and the world with some of that impact when you focus. And move toward your passions. Byron, I do appreciate catching up with you today. I appreciate you being a guest on the uncommon leader podcast. I look forward to some of my listeners hearing some of the things that we talked about. I know you're going to add value to them and I truly appreciate it. You take care and have a great 2022. Okay. You too. Thanks John. Well, that interview did not disappoint. I love how Byron weaves his passions in with the work he does to make an impact across the globe today. Byron challenges leaders with three themes to be successful in 2022 and beyond, they need to be focused. They need to be people-centered and they need to pay closer attention to their customers. All of those through resiliency, execution, and adaptability. This is all good advice. If you want to stay in touch with Byron and follow him, I put his LinkedIn profile in the show notes did you like today's podcast? All reviews are appreciated, whether it's on iTunes or on Spotify and sharing it with others, gets the message out even more. Thanks for listening. And until next time go and grow champions.