Dr. Richard Winters

Yeah. And I think we tend to reduce this to like, oh, it's money. People need to be paid more money or they need money. It really people will do so much when they feel engaged as part of the organization.

Yeah. And I think we tend to reduce this to like, oh, it's money. People need to be paid more money or they need money. It really people will do so much when they feel engaged as part of the organization.

Yeah. And I think we tend to reduce this to like, oh, it's money. People need to be paid more money or they need money. It really people will do so much when they feel engaged as part of the organization.

And I like what you said there too, because there's, let's say within a department, I mean, there can be 50 people, let's say, in a department and they don't necessarily know each other. They're not necessarily interacting. And that's been really heightened by COVID and remote work. That's not because of COVID or the remote work.

And I like what you said there too, because there's, let's say within a department, I mean, there can be 50 people, let's say, in a department and they don't necessarily know each other. They're not necessarily interacting. And that's been really heightened by COVID and remote work. That's not because of COVID or the remote work.

And I like what you said there too, because there's, let's say within a department, I mean, there can be 50 people, let's say, in a department and they don't necessarily know each other. They're not necessarily interacting. And that's been really heightened by COVID and remote work. That's not because of COVID or the remote work.

It's because of the way that we're kind of running meetings and getting together. As we start to get groups of people together in small groups to talk and share ideas and perspectives about these really complex situations, people, they get together and they start to feel good about that. So that's within your department. But then also it's interdepartmentally.

It's because of the way that we're kind of running meetings and getting together. As we start to get groups of people together in small groups to talk and share ideas and perspectives about these really complex situations, people, they get together and they start to feel good about that. So that's within your department. But then also it's interdepartmentally.

It's because of the way that we're kind of running meetings and getting together. As we start to get groups of people together in small groups to talk and share ideas and perspectives about these really complex situations, people, they get together and they start to feel good about that. So that's within your department. But then also it's interdepartmentally.

And so how are we working with engineers or thinking that marketing doesn't know what they're doing or vice versa? The engineers, they just want to do these features and no one cares about those. And so how do we get those groups together? It's the same sort of process. You want people to interact, you know, kind of pre-COVID or maybe now post-COVID.

And so how are we working with engineers or thinking that marketing doesn't know what they're doing or vice versa? The engineers, they just want to do these features and no one cares about those. And so how do we get those groups together? It's the same sort of process. You want people to interact, you know, kind of pre-COVID or maybe now post-COVID.

And so how are we working with engineers or thinking that marketing doesn't know what they're doing or vice versa? The engineers, they just want to do these features and no one cares about those. And so how do we get those groups together? It's the same sort of process. You want people to interact, you know, kind of pre-COVID or maybe now post-COVID.

One of the most effective ways when I had physician groups that weren't getting along was to get the two of them together for dinner and have them just talk that way. And all of a sudden, these individuals who used to be the individuals on the other side of the monitor or the phone are now real humans, and it just helps things move along.

One of the most effective ways when I had physician groups that weren't getting along was to get the two of them together for dinner and have them just talk that way. And all of a sudden, these individuals who used to be the individuals on the other side of the monitor or the phone are now real humans, and it just helps things move along.

One of the most effective ways when I had physician groups that weren't getting along was to get the two of them together for dinner and have them just talk that way. And all of a sudden, these individuals who used to be the individuals on the other side of the monitor or the phone are now real humans, and it just helps things move along.

It's so true. And, you know, a common thing is, you know, I feel alone or I don't, how do I network? Well, pick up the phone, send an email and just ask someone to meet with them. I heard you're doing this. Tell me about it. That's it. That's as simple as that.

It's so true. And, you know, a common thing is, you know, I feel alone or I don't, how do I network? Well, pick up the phone, send an email and just ask someone to meet with them. I heard you're doing this. Tell me about it. That's it. That's as simple as that.

It's so true. And, you know, a common thing is, you know, I feel alone or I don't, how do I network? Well, pick up the phone, send an email and just ask someone to meet with them. I heard you're doing this. Tell me about it. That's it. That's as simple as that.

Well said. Yep.

Well said. Yep.