Lou’s guest arrived at Fairview Health Services as President and CEO five years ago. The system was facing major challenges and had been through a string of CEOs with much of the time filled by Board Chairs while in search of a new President and CEO. James has led the team creating a stronger affiliation and partnership with the University of Minnesota, Rebranding as M Health Fairview, acquisition of Health East (another twin cities healthcare system), rebranding, and innovation.

All despite the Pandemic, he shares what that’s like and the importance of focusing the institution and on its reason for being. Be certain to hear this inspiring story on leadership in tough times. It applies to everyone no matter where you sit in an organization.

Prior to joining Fairview, James served as chief operations officer at Stanford Health Care. Previous roles include chief operations officer at the Palo Alto Medical Foundation and a series of leadership roles with the Group Health Care Delivery System.

James holds bachelor's and master's degrees in mathematics from Montana State University. He has taught courses with Stanford University’s Graduate School of Business, University of Washington’s Master of Health Administration program and The Ohio State University’s Master of Business Operations Excellence program. He is a frequent writer and presenter on the topic of lean management systems and transformation.

A Perspective on Employee Impact:

The difference employees make when they do more than just doing enough to not get fired. The critical nature of employees who give of themselves to make a difference. Employees that give of themselves to make a difference and view their calling as more than transactional in nature are the critical key to defining the role and importance of employee mindset.

An expression of gratitude to all who go above and beyond by giving of themselves to make a difference in the experiences we live through.

There are some basic principles put forth on unleashing the power of the spirit of volunteerism as outlined by University of Pennsylvania professor Adam Grant. Grant has done very extensive research regarding the construct of employee volunteerism.

Whatever you do, you don’t miss this podcast with Lou’s special quest, Dr. Kevin B. Churchwell, MD, the President and Chief Executive Officer of Boston Children’s Hospital.

Dr. Churchwell provides leadership, vision, and oversight for a team that’s dedicated to improving and advancing child health through their life-changing work in clinical care, research and innovation, medical education, and community engagement.

Since joining Boston Children’s as its Executive Vice President of Health Affairs Chief Operating Officer in 2013, Dr. Churchwell has been instrumental in leading the hospital’s work to become a High Reliability Organization, one where zero avoidable harm impacts any patient, family member, or employee. He has brought to Boston the same passion for enhancing the patient family experience that defined his tenure as CEO of both Nemours/Alfred I. duPont Hospital for Children in Wilmington, DE, and Monroe Carell Jr. Children's Hospital, part of the Vanderbilt University Medical Center in Nashville, TN.

Dr. Churchwell oversaw an instituted Patient and family efforts well before it’s popularity. His vision, foresight and human compassion is self-evident.

An advocate for equity, diversity and inclusivity, Dr. Churchwell is responsible for establishing three of the 11 Offices of Health Equity and Inclusion at hospitals across the U.S. and Canada, including the Office at Boston Children’s, which he founded in 2016.

With the publication of Boston Children’s own Declaration for Equity, Diversity and Inclusivity in 2020, Dr. Churchwell has committed to the work required to make Boston Children’s a community that’s made stronger by our differences, and a leader in equity for all.