FEMA

A combination of military leadership and self-motivation to learn business basics created opportunities to successfully manage people within a career for which he had no specific, formal training. 

FAMILY INFLUENCE

LN was the oldest of three children. His father was a factory maintenance worker. His mother was a homemaker. As far back as he can recall, LN wanted to pursue a career in military service. His parents suggested that he first obtain a college degree. Typical of the obedience of the oldest child, LN accepted his parents’ advice, which he now concedes gave him the opportunity to learn critical thinking: identify a problem and develop solutions. 

COLLEGE CHOICES

Aside from his hope of a military service career, LN had no goal to achieve general academic success in high school, where his interests were focused on sports (cross country and baseball) and an occasional “home economics” course as an opportunity to mix with the mostly female students. 

LN applied to – and was accepted by – multiple, local area colleges (none nationally prestigious academically like the Ivy League). He enrolled in a college which offered the best combination to participate in military training (Reserve Officer Training Corps aka ROTC) and his cross-country sport.  LN chose to major in History because it seemed to be less challenging academically. While a minor in Philosophy was required, LN was sufficiently interested in learning about business to add those courses as a second minor area of academic concentration. 

While not aiming to graduate with Phi Beta Kappa honors, LN dedicated himself to achieving distinction within the ROTC program, earning recognition as a Distinguished Military Graduate, which rewarded him with a Regular Army Officer commission following his college graduation. This was important since as a Regular Army Officer (in contrast to a Reserve Army Officer), LN was on a par with West Point graduates for entitlement to better assignments and promotions. To LN’s continuing amusement, his May college graduation date preceded West Pointers’ June graduation date and thus LN’s service number was lower to better position LN for assignments and promotions than his West Point brethren. 

MILITARY CAREER

When LN commenced his intended military career, his new wife understood and accepted that LN would serve until he retired many years later. LN did serve – honorably, in assignments requiring considerable courage, intense training – sometimes within enemy territory – for eight years. 

The first Army option offered to LN was to choose his military specialty among becoming a pilot, a Ranger, or a paratrooper. LN chose to be qualified as both a paratrooper and Army Ranger, assigned to the revered 82nd Airborne Division. Many of his paratroop missions remain classified but he can disclose working with the South Vietnamese Army as an advisor and to mention the sad, eye-opening observation of orphanages housing Vietnamese children. 

MILITARY TRADING INTRODUCTION TO BUSINESS NEGOTIATING

A practical experience achieved within the military and useful later within LN’s civilian business years was learning how to barter. When LN’s assigned unit assisted in taking over enemy encampments, often enemy flags were left behind and confiscated by American forces. The flag souvenirs were then traded to the Navy in unofficial exchange for such war area precious commodities as food, refrigerators, etc. 

Army Officer promotions were achieved by LN to attend Advanced Officer Training and eventually Nuclear Weapons Training, involving top secret clearance. The next assignment opportunities involved LN’s choice to continue his military service in either Alaska, Germany or elsewhere within Europe. LN discussed the options with his wife, and they decided that Alaska seemed most interesting for career stability and progression. What this married couple could not have anticipated was a five-day journey along the remote Alcan highway, now with an new baby passenger, as they had to slowly proceed over unpaved roads in hazardous conditions. 

Long story short: LN (and family) finally arrived in the Fairbanks area to assume his Command position, which eventually led to service as the Aide to the Commanding General for Alaskan and Northern Forces of the US Army. This involved many flights to DC and getting to know the General and his wife, both of whom eventually became unofficial mentors and grandparents to LN’s growing family. 

(Meanwhile, once a barterer, always a barterer; now in Alaska, LN was trading Army salmon to the Navy in exchange for Alaskan King Crabs. These early negotiation experiences would eventually serve LN well during his civilian business years, as will become apparent later within his career story.)

LISTENING TO A RESPECTED MENTOR

Recall that through his early twenties, LN’s self-motivation was focused not on general academic achievement but more on becoming the best military Officer he could be. Also recall his college interest in business courses. As a Regular Army Officer wanting to compete with West Point graduates for assignments and promotions, LN knew that he had to obtain a Master’s Degree (an advanced degree beyond a basic college degree). 

With the goal of graduate school in mind, LN was pondering his career path when the Army began to downsize its Officer corps. By this time, the General and his wife had become respected mentors to LN and his wife. LN’s wife and the General’s wife, knowledgeable about military life from having been with her husband through many commands in many countries, under many circumstances, offered timely advice: (In essence:) “You have served your country well but now would be a good time to focus on your personal future. Consider leaving the Army, attending graduate school and getting on within the civilian world for the best future of yourself and your family.” 

MILITARY EXPERIENCE AIDS TRANSITION TO CIVILIAN BUSINESS

LN discussed military and civilian options with his wife. It was decided that LN resign his Army commission and look for a civilian job until attending a graduate school for business since such schools required some business experience before acceptance into their advanced degree programs. 

As a former military officer with an impressive leadership career (including recognition as a Combat Wounded Veteran), LN had multiple employment offers. He avoided a large corporation likely involving significant attrition of entry level managers, instead opting to join a smaller business for a more stable employment future. LN’s first job involved management of a facility which manufactured chemicals (soluble silicates involved in toothpaste, paint, and other products). 

Note that LN had zero scientific training in chemicals but by virtue of his (1) military leadership experience, (2) self-motivation to learn the basics of the specific business and (3) common sense treatment of employees and co-workers as people, he was able to be a successful manager within a civilian (non-military) business. 

Concurrent with full time employment, LN enrolled in evening classes within a nearby university offering a Master’s Degree in Business and Finance. 

“LUCK” = EXPERIENCE MEETING OPPORTUNITY

LN and his wife make friends easily. One evening they were on the porch of a neighbor, engaged in conversation and polite consumption of adult beverages. By coincidence, the neighbor happened to be Chief of Medicine at a local hospital, with considerable influence in the hiring of both medical and non-medical staff. The neighbor knew that LN had been personally engaged in heavy duty renovations of LN’s home and thus no stranger to hard work, combined with his apparent common sense and dedicated management work ethic. So, the neighbor suggested that LN join the non-medical staff of his hospital, to assist the hospital’s efforts as they undertook a major facility expansion program. 

Soon LN was appointed Head of Business Operations at the hospital, participating in the leadership of initiatives to add a dialysis center, a burn center, a psychiatric unit, and a helicopter landing site for medical evacuations. 

TAKING ADVANTAGE OF INFORMAL LEARNING OPPORTUNITIES

While serving in his hospital’s management position, LN became acquainted with many physicians within the various medical specialty practice groups of the hospital. He was invited on a friendly basis to enter the OR and sometimes – when properly sanitized – held surgical clamps in place during actual surgeries. He continued to soak up knowledge of medical practices and the needs of physicians during informal, on-the-job experiences which would become very helpful while later, as a senior administrator at other hospitals, when he was advancing business operations in coordination with the medical staff. 

CAREER CHALLENGE: COPE OR MOVE ON FROM DIFFICULTIES

Common to all businesses eventually, managers come and go. Some are supportive, some are not. Some difficult personalities can be coped with; some make business life so miserable that trying to cope becomes too stressful. When the employee has sufficient experience to find other employment and is willing to risk that “the grass is greener” elsewhere, it is a risk worth taking to “bet on yourself.”

A change in the Chief Executive of the hospital resulted in LN reporting to an individual who made excessive work hour demands and whose general personality was exceptionally disagreeable. LN tried to cope but soon realized his employment relationship with the new manager could not be improved. So, it was time to move on. 

Did you think this former Army paratrooper who had fought in enemy territory, would not accept the risk of changing civilian jobs? LOL.

FIRST JOB NEVER A BINDING COMMITMENT 

The next hospital to interview LN for an opening within its business operations was impressed by his experience generating so many hospital initiatives. He accepted the position of Assistant Administrator and soon became a close observer of a dispute between the hospital’s Board of Directors leadership and local politicians opposing the hospital’s proposed plan to relocate and expand. 

Long story short: The hospital’s politician problem dragged on with no resolution in site while other health care systems were perceived as competition threats. Something had to be done from a business perspective for the hospital to survive and flourish. A group of the hospital’s Directors decided a change of their leadership might find a resolution to their relocation plan. Accordingly, the Board persuaded its current leadership to resign and offered LN the position of Administrator, which he promptly accepted. 

Soon, working with new hospital Board leadership and a generous private citizen, the political knot was untied, and the hospital was able to relocate. Over the next dozen years, LN helped lead the hospital into new business and medical initiatives through his:

(1) Appreciating the needs and wants of the medical staff as the backbone of patient care

(2) Studying the best business practices for hospitals

(3) Well researched and analyzed business plans for each future initiative

(4) Creative thinking to add unique services to distinguish this hospital from its area competitors (e.g. adding a trauma center and helicopter med-evacuations, plus – after LN’s recruiting of a neurosurgeon who introduced LN to the Chief of the RUC (Royal Ulster Constabulary) of Northern Ireland (National Police) who issued an invitation to LN and his wife to visit and learn about their national trauma treatment program, led to an exchange program for physicians and nurses with a hospital in Northern Ireland.

(5) Understanding that the art of persuasion calls for a combination of presenting reasonable, fact-based proposals along with occasional showmanship: on the day of the hospital Directors’ Annual Meeting, which would involve their vote whether to add helicopter services, LN arranged a surprise helicopter landing next to a group of the assembled Board with their families and community supporters. Shortly thereafter the Board approved the first regional helicopter evacuation program.

SUCCESS ATTRACTS AN OFFER FROM A LARGER BUSINESS

Again, “luck” is often the unanticipated coincidence of EXPERIENCE meeting OPPORTUNITY. 

While sitting with his wife on the lakeside porch of a friend (another lucky coincidence), LN was offered the position of managing a much larger hospital (providing open heart surgery, an ambulance company, a nursing home, and a retirement facility) about 100 miles away from his current employment. This would be LN’s first experience managing an entire Health Care System (affiliated medical service providers). It would require moving their residence but for an 8-year Army officer’s family, relocation was not a problem. At first LN rejected the offer because he had career satisfaction within his current job but later, after a second offer, he decided to accept the opportunity to manage an entire health care system. 

CAREER CHALLENGE: ETHICAL ISSUES

Not long after commencing his chief administrative position at the larger hospital, LN realized that the Chairman of the hospital’s Board of Directors was deliberately mandating that all hospital owned vehicle maintenance be directed to the Chairman’s personal business. LN politely advised the Chairman that Medicare auditors would eventually discover his self-dealing (to avoid competitive bidding for maintenance services) and both fine the hospital for improper management and potentially withhold Medicare reimbursements until the problem was resolved to the government’s satisfaction. Plus, the Medicare problem would stain the resumes of the Chairman (who obviously didn’t care) and the hospital’s Administrator (LN, who did care). 

CAREER CHALLENGE: OVERRULED JUDGMENT NOT IN BEST BUSINESS INTEREST

A different career challenge occurred at the same hospital, involving self-proclaimed “stars” of the business. (Some physicians are known for strong egos based on their high academic and professional success which they demand to translate into excessive financial compensation.) 

One of a hospital administrator’s responsibilities is to approve compensation among the medical staff in a way which rewards those who bring excellent service and perhaps favorable notoriety to the hospital yet concurrently makes business sense in the overall financial context. When confronted with excessive pay demands by a group of physicians, LN refused their request due to LN’s comprehensive business analysis. The physician group appealed to the ethically challenged Board Chairman (see above), who overruled LN’s decision. 

Now the hospital and LN were at loggerheads over both ethics and best business practices. LN decided it was untenable for him to remain employed by this group but without offering to resign immediately, he suggested the most reasonable resolution was for the Board to provide severance payment to him in exchange for his resignation. Note the savvy Army barterer’s now savvy civilian negotiating style! 

EXPERIENCE SUPPORTS FINDING A BETTER OPPORTUNITY 

There are many ways to find the next job opportunity, including (a) “lucky” meetings with friends in coincidental need of your services; (b) hiring a recruiter; (c) responding to an ad and (d) market saturation mailing of resumes.

LN hired a recruiter experienced with health care system business management. Thus, LN was introduced to an opportunity to become CEO of a major hospital within a Mid-Western US city, whose leadership wanted to expand. LN’s resume was exactly what they were looking for. Fortunately, LN and his family were by now very capable box packers for their household possessions. 

NETWORKING MAY ASSIST BUSINESS AND PERSONAL INTERESTS

Upon arrival in his new city, LN had the wisdom to join a local network of professional managers from varied businesses. Such groups share common business strategies (not including trade secrets unique to their specific businesses which may be competitors) and promote dialogue among its members. Networking friendships may develop which could prove useful to one’s business and personal interests. 

While settling into his new administrative position, LN received an unsolicited comment and recommendation from one of his network friends: a disgruntled employee at LN’s current system had made a “whistleblower” complaint to local politicians which would eventually get the attention of government regulators. The alleged problem was an appearance that the hospital’s System President was “double dipping” by receiving a pension from a source currently intertwined with the hospital. From what LN knew, the Hospital System President had done nothing wrong but the smoke from this fire was going to billow for a while, possibly implicating anyone else who knew about the situation and failed to act. The friend’s advice to LN: “This situation is going to get ugly. You would be wise to exit before you’re dragged into it, regardless of your absolute uninvolvement and innocence.”

LN and his wife considered the advice, the risks and another relocation. They decided that the best option was LN applying for another job opening within his current career path. 

A CAREER MAY ZIG AND ZAG TOWARD SATISFACTION

LN contacted the same recruiter who had found LN’s most recent career opportunity. Luckily again (or did experience again meet opportunity?), the recruiter had just learned of an opening to manage a major hospital system looking to expand their services in an East Coast area. Once again, LN’s resume and interview resulted in a job offer. 

Fast forward 14 years: using the same attention to business details and fact based projections plus appreciation of the role of the medical staff and his self-motivation to innovate unique services to distinguish and promote a health care system, LN guided the Board of Directors and its physicians to expand from one hospital with 800 employees and $15M in revenues to a health care system of 8 hospitals with 7,000 employees producing $900M in revenues from the affiliated hospitals, 6 nursing homes, a helicopter medical-evacuation unit, an ambulance company, a for-profit supply company, a retirement community and a home health services company.

KNOWING WHAT YOU KNOW AND WHAT YOU DON’T KNOW

After several decades working with different hospitals, recognizing on-coming problems and developing solutions acceptable to all stakeholders (from the business and medical staff perspectives), LN was confident in what he knew. He was also humble enough to recognize what he didn’t know. So once again, using his military bartering skills within a civilian context, LN assembled a group of businessmen who might be interested in joining with the hospital to provide helicopter evacuation services. LN knew the businessmen were interested in profits and could hire the best pilots and mechanics to keep the helicopters running efficiently and most important, safely. LN wanted the helicopter service for his health care system but not the daily headaches of managing the required personnel to fly and maintain the helicopters. The group of potential helicopter service providers agreed to this division of labor and responsibility. 

When LN when presented his plan to the Board of Directors (after already having secured enough vote commitments for his plan to be approved – a sage business practice by any administrator reporting to any Board of Directors) – LN told them: “My comfort level with aircraft ends with personally jumping out of them; I never sought to learn how to fly or maintain them. I’m comfortable with our business not having control over all aspects of the helicopter service and therefore recommend this sharing of responsibility.” (The service was approved unanimously)

ADVICE FROM A PARATROOPER / CIVILIAN BUSINESS MANAGER

1. If you feel strongly about pursuing a goal: do it!

2. Listen to those whose opinions you respect.

3. Treat people as co-workers, not subordinates. (LN told people to use his first name, not Mr. N–)

4. Never sell your soul; stay strong ethically. 

5. Look to expand the mission of your organization.