Monday, August 28, 2017

Podcast 006: Dr. Matteo Rosselli — Anti-aging Therapies

Dr. Matteo Rosselli is the Medical Director of Anesthesiology at Jupiter Medical Center, and a board-certified Anesthesiologist. He is the principle physician at Revitalogy, a private practice that provides innovative treatments to slow the ageing process, and is board-certified in both Manipulative Medicine and Manipulation under Anesthesia, and is a member of the American Academy of Anti-Aging Medicine. He is known for his integration of revolutionary medical research with his patients’ individual health profiles, for a synthesis of hormone replacement, cosmetic medicine, vitamin supplementation, and IV hydration therapies.

 Tune in to this episode to find out more about Dr. Rosselli’s innovations in individual patient care, and the anti-aging benefits of IV hydration therapies.


Key Takeaways: [:27] John introduces his guest for this episode — Dr. Matteo Rosselli. [2:30] Why did Dr. Rosselli get into this side of medicine? [4:04] How do the various therapies that Dr. Rosselli promotes work? Dr. Rosselli takes us through a day in the life of one of his patients. [5:33] John shares an example from his personal experience about how Dr. Rosselli's therapies have benefited him. [6:24] Why is IV therapy better than some of the other conventional methods of taking vitamins and minerals? [7:25] What does Dr. Rosselli see for the future of the anti-aging industry? What plans does his organization have for the future, and what can consumers expect to see over the next few years? [8:35] What is Dr. Rosselli’s response to those who think that this is just ‘hocus-pocus’? [10:05] Visit Dr. Rosselli’s website for more information, or call to make an appointment with Dr. Rosselli.

Tuesday, August 22, 2017

Nothing Personal

One of the best pieces of professional advice I ever received was from a supervisor early on in my professional career who reminded me to “never put your personal feelings ahead of what is best for your organization. If you always do the right thing for the company, everything will work out.”

I realize this is easier said than done, but keeping emotions in check is not only critical to success but is also a stress reducer. Excellent leaders are passionate people and it certainly can be a challenge to not let your feelings rule the day. But emotions—whether it is anger or enthusiasm—can have a negative impact on decisions that need to be made for your organization.

So, what is a team leader to do?
  • First and foremost, before you make any decision, take inventory of what you are really thinking and feeling about the decision that needs to be made.
  • Then, put that aside and move to spending time identifying the real issue that you need to address.
  • Tease out all of tangential factors that are irrelevant to the discussion or the decision. Remove personal biases, disconnect this decision from your own personal agenda, excitement or plans, etc.
  • Come up with a list of questions that need to be answered and all the factors that truly need to be considered when making a decision. Your final question should always be “is this decision the best for my team and the organization?”
  • Finally, once you have come to a decision, prepare how you will deliver it. If you are dealing one-on-one with team members, think about your best approach. Think about what you will say and how you will say it.

At the end of the day, don’t let your emotions become a detriment to your team or your organization. Keep your emotions in check when making a big decision and keep your eye on the real prize—doing what is best for your organization.

Monday, August 14, 2017

Just Say Yes

It is often said, “it’s so hard to say no.”  Then why are so many organizations inclined to say no at every turn?

Whether it’s “that’s not my department” or “there is no way we can do that for you,” time and time again, people immediately shut down a customer with a negative response, even when, and without much effort, they could easily accommodate the request. However, it is not the individual team member’s fault that they are being short sighted and leading with “no.” They are simply modeling their organizational culture of prioritizing rules and regulations over providing excellent customer service—saying no over saying yes.

It is important to clarify that when we talk about getting to “yes,” we are not talking about total agreement. It means hearing and understanding the request and agreeing to explore all possible solutions and work towards a reasonable outcome.

And like any organizational practice, it all starts at the top. As a leader, you must work to cultivate and nurture a culture of yes and empower your team to do the same. Here are a few tips on how to make that happen:

  • You say yes. If your team members observe you leading with yes when dealing with customers, vendors, or other team members, they will follow suit.
  • Tell stories of yes. When speaking to team members, stakeholders or other folks involved in the organization, tell stories of how saying yes was effective and resulted in positive feedback.
  • Celebrate and reward yes. Find ways to celebrate and reward those team members who were able to satisfy customer requests, who went above and beyond to say yes to customers, or who went that extra mile.

Finally, being able to say yes to that initial customer is not its only reward. Of course, saying yes and satisfying requests feels great for you and leads to happy customers, but there are other positives to saying yes as well. It can at times force you to find new solutions, discover new opportunities or unlock new modes of creativity. You also learn to take risks which can be incredibly productive.

While you might have to work a little bit harder to get to yes, in the end there is nothing like it. There are so many times we are met with no, that we need all the yeses we can get.

Monday, August 7, 2017

Know Thy Self

It seems like the health care space gets more and more crowded every day. The reality is that new medical retail centers are popping up on every corner and providers are expanding their portfolio of services at a rapid pace. The good news is that consumers have more options than ever for quality, non-emergency care that’s also convenient and affordable.

Additionally, this means that providers have to up their game in order to continue to grow and thrive in this new landscape. The question then becomes, how do you break through the noise in order to differentiate yourself and ultimately attract consumers?

I often refer to back to the groundbreaking book, Blue Ocean Strategy. In this book, authors Kim and Mauborgne look at how organizations tend to remain in the crowded, bloody red waters of competition, when they should be swimming in the oceans of uncontested market space. In other words, ignore the competition and focus on your own organization to create new and innovative programs and service lines.

Building on the Blue Ocean Strategy model, these are the steps that I and the team at Jupiter Medical Center have taken to create a truly unique and innovative system of care over the last several years:

  • Don’t worry about others. Focus on yourself. Don’t spend your time obsessing about the competition. While you should have a clear understanding of the landscape in which you operate, don’t get bogged down in tracking the movements of others. Instead, find the open lane and take off running.

  • Act don’t react. Position yourself to take on new challenges, setting the pace for your own development and growth as opposed to catching up to others and reacting to their successes.

  • Be willing to operate in the unknown. True innovation comes with risk. If you have developed a trusting team and built a solid foundation, taking a chance on the unknown is not only possible, it is necessary.

Whether it is health care, technology or any other growing sector, in order to stay at the forefront of your field, you must stand out from the crowd. The best way to do that is understand who you are and where you are going. If you can do this, you’re ahead of the game.