Sullivan: how do you guide employees to accomplish so many reforms? Geller: we have to deal with the changes in our work. As a leader, you have to do things flexibly. Any enterprise entity is essentially organic, it will grow and change. When new ideas are presented, we should respond flexibly. But this does not mean to accept every new point of view, but to ask ourselves, "is this the thing in the plan, if not, why not, what should it be if it is in the plan?" If we can manage the pace of reform, we will be able to adapt and absorb new ideas. Too many reforms at once can cause serious consequences. If we are subjected to a certain resistance when adapting to the new environment, it is important to communicate with him so that we can understand where their fears come from. Because we have always taken the needs of the patient as the top priority, we rarely see a resistance to resistance, usually out of fear that reform will affect patient care. Understanding this fear is a necessary condition to ensure that reforms are optimized in the form of medical treatment. Keep in mind that all patients are at the end of the conversation. The hospital is a building, and the medical center is the main body of providing medical services. It spreads all over the community and brings health care to where it is most needed. In the hospital environment, one of the key issues involved in patient care is "to be able to cure the disease, keep the room clean, and keep quiet at night", but for the hospital, clinic, outpatient and home care services, these standards are more diverse. When we are introducing reform in Engel Wood, we are always asking ourselves, "what we have to do to deal with the anxiety that it may trigger." this means that we need to communicate the reform information to the entire organization and create a transparent culture. You have to list all the leaders of the organization and communicate the same information in different forums, such as town hall meetings, group talks, and one to one conversation, and it's much better to do. People need to hear the same message from different leaders. Participate in the discussion. Sullivan: how do you stick to your views in the heated debate surrounding health care reform? Geller: good health is a good business. If we do a good job and provide our clients with health care at any time and anywhere, we will remain an important resource in the community, and the people will continue to seek service to us. Medical services should not be a transaction of "you need treatment, I will serve and get paid". This is not an effective health care model. On the contrary, we must treat health care as a relationship. We should get paid according to value. Over the years, we have been investing in preventive health care and early treatment, and the length of stay in patients has continued to decline. This is not a coincidence, and everyone benefits from it. Sullivan: how do you deal with the political problems in health care? Geller: no matter in federal, state or even place, political problems will not stop. We will ensure that we are involved in the discussion. We have a number of excellent elected officials and we like to work with them. There is an old saying: "if you are not at the table, you are on the menu. If you do not participate in negotiations, you are the target of being economically divided. We have been looking for opportunities to maintain an open dialogue with our political leaders. We know they have to serve many voters, but even in these exchanges, we must bear in mind that all conversations must be based on patients.