Ken Deans, VP & CIO, Chesapeake Regional Medical Center, Chapter 3

For the past few years, health systems across the country have been stuck in constant implementation mode, and Chesapeake Regional Medical Center is no exception. So when the organization made the decision to migrate to Epic, leadership decided to leverage the expertise of a seasoned user, which would enable Chesapeake “focus on innovation instead of just putting in systems.” In this interview, Deans talks about his team’s Epic rollout strategy, their big plans with big data, and their “dynamic” multi-year business plan. He also discusses his leadership style, why it’s important to strive for perfect, and why anyone who isn’t nervous about ICD-10 is either “very impressive or naïve.”

Chapter 1

Chapter 2

Chapter 3



* From graveyard shift computer operator to CIO

* Leading by example — “I wouldn’t expect anyone to do anything I either haven’t done or wouldn’t do.”

* Keys to staff retention

* Ritz-Carlton & the “obligation” to provide excellent service

* “Don’t lead from behind a desk.”

* Good vs great



LISTEN NOW USING THE PLAYER BELOW OR CLICK HERE TO SUBSCRIBE TO OUR iTUNES PODCAST FEED

Bold Statements

I’ve tried to remain current with the technology piece, even through the years as I’ve moved more into the business realm. Because I know that’s important to those who are in the day to day configuring routers, building database scripts, etc.

Either a person is driven or a person is not. That’s not something that you can influence and it’s not something that you can change. And so if you hire driven folks, irrespective of their current technical acumen, they will probably be able to achieve anything you ask of them, because that’s who they are inside.

We want every outcome to be perfect, but you’ve got to have the right team for that. Once you have that team, you become one of the team members. Everything we do is about we, it’s not about I, and that’s the difference between good teams and not-so-great teams.

The higher you escalate in roles and positions in your career, folks are going to look, listen, and perceive you differently, and there’s not a whole lot you can do about that. Every word you say has a little more power and effect for each higher level position you attain in an organization. As a leader, you’ve got to be mindful of that.

Gamble:  I wanted to talk about your strategy when it comes to leadership and keeping the staff engaged, and what leaders do or can do to get people to reach their full potential. I just wanted some of your thoughts in that area.

Deans:  I’d say first and foremost, I’ll start with me and then we can talk about the broader staffing and drive and all of that. I came up the ranks working in information technology, first in the Department of Defense arena and then ultimately in healthcare. I graduated to leadership roles starting in the trenches, if you will. My first job was graveyard shift computer operator during my freshman year of college. At that time, it was Honeywell mini mainframes that I worked on, so we’ve advanced quite a ways since that time in the technology space.

So I’ve seen both sides, both management and non-management, and I think my personal style or what I’ve strived for is the simple model that I wouldn’t expect anyone to do anything that I either haven’t done or wouldn’t myself do. I think for me it’s a different way of trying to say the model that I subscribe to is leadership by example. I think that’s the top level.

And then I would tell you that throughout my career there are dozens of observations that I’ve mad...