Friday, December 23, 2011

Merry Christmas & Happy New Year!

From The Trident Family to Yours - 
Wishing You a Joyous Season



During this Holiday Season, I wanted to take a moment to thank our talented group of employees...

To Trident's Managers, Perfusionists, and Administrative Team Members ~



Thank you for the work you do to make our company great. You help us provide outstanding services to our client accounts.  Your giving attitude is aligned with our patient-first philosophy. Without your commitment, creativity, clinical expertise, and high standards, we would not be the thriving company we are. I am very grateful for your efforts.  


I wish you very happy holidays and a fine new year filled with abundance and bright moments.


Warm wishes,


Ralph E. Jordan
CEO/Founder
Trident Health Resources, Inc.

Sunday, December 4, 2011

December Issue of The Heartbeat






Holiday Traditions - 
Bygones of Olden Days?

Why Change 
May
Be Good for Us All
By Ralph E. Jordan, Founder & CEO

   Ralph Jordan  I read an article in the most recent issue of Spirit Magazine (Southwest Airlines) which was written by Actor Carey Grant's daughter, Jennifer.  In memoir-style, she gave a delightful account of the Grant family holiday traditions and her concept of family.  One of the themes of the article is that family dynamics change over the years due to loss of loved ones, divorce, remarriages, and children.  This is certainly true for all families.  There's an amusing account in the article of how Grant's daughter transformed the traditional Thanksgiving meal in her family from turkey to Peking Duck as the main course when her stepmother joined the family and wanted to cook something special for the then-12-year-old Jennifer.  And that tradition stuck all these years.

As we are now in full force of the holiday season (witnessed by all the commercialism and a certain favorable mood for social gatherings)... we can see that some things remain evermore standing traditions and others are changing.  Sending Christmas cards is one tradition being gradually replaced by E-cards.  Santa's gifts now come from online ordering, delivered on a brown truck instead of a sleigh.  Some families have their holiday meals prepared and picked up at Honey Baked Ham instead of hours of cooking in the oven.  And the guest list for family holidays more likely is expanded to include friends, not just blood relatives.

Change is good, but it's sometimes hard because we are creatures of habit who take comfort in a certain sameness.  Not only is this true within the family structure, but also in business and our work life.  I digress to the point of this editorial...

READ MORE OF THIS HOLIDAY ARTICLE... Trident's December Edition of The Heartbeat CLICK HERE


Wednesday, November 23, 2011



A Happy, Wonderful Thanksgiving 2011


Reports, emails, meetings, last minute emergencies.. As we scramble at our workplace these ensuing days before Thanksgiving, soon enough all America will gather around the Thanksgiving table among family and friends.  It is then I hope each of you will breathe easier, relax a little, and appreciate the love that surrounds you.  May you find joy and happiness this year among your loved ones.  May you be blessed with a bountiful table of food and some well-earned rest.  Perhaps a parade or football game and a big comfy couch.
To all of Trident’s employees, clients, vendors and friends… Thank you for being part of the finest perfusion company ever...for allowing us to serve you both on a long term basis and on a locums basis...for assisting us...and for being there in good times and in times that are challenging...  Happy Thanksgiving to you and yours!

During this time of Thanksgiving please pray for our great nation , it's leaders and for our brave men and women who are so gallantly and unselfishly protecting our freedoms.  May those in harms way come home to America...soon and  safe and sound.

On a lighter side and in the spirit of family with all its  diversity of talent and good intentions we have included with this message a video that depicts a family enjoying time together at Thanksgiving





Best,


Ralph E. Jordan
Founder / CEO
Trident Health Resources, Inc.


Friday, November 11, 2011

We Remember

Our veterans will never forget what they've done for our country…
Neither will we.
Veterans Day 2011
11-11-11

Monday, October 31, 2011

November HEARTBEAT Edition is Online Now














THE LEAN SIX SIGMA
PERFUSIONIST TEAM...

Optimizing Open Heart

Operating Rooms

One Hospital at a Time

Ralph Jordan


By Ralph E. Jordan, Founder & CEO

What's Lean Six Sigma? It's a long-term business approach to planning and controls to improve productivity and reduce waste - and it combines a great many techniques.

What's old is new again. The management strategies that transformed the manufacturing industry in the 1980s and the total quality management principles that flooded MBA degree programs at business schools through the 90s... all come back now with new fangled spins relevant to 2011 and beyond. So.. so if you're not familiar with the term "lean six sigma"... I guarantee before long you'll be hearing it everywhere now that you're reading about it.

Just this week the AP issued a news release that in a recent Fox News interview, Republican Party candidate Newt Gingrich said Lean Six Sigma can save government over $500 million. Gingrich is just one of the latest politicians to sign up to campaign group Strong America Now's pledge to get politicians to use Lean Six Sigma to improve government operations.

And Lean Six Sigma is getting acclaim in healthcare, too. By employing proven processes, hospitals are able to boost productivity and reduce waste. I read a report by The American Society for Quality that showed 53% of hospitals are employing strategies considered "some level" of Lean deployment.

I like the term "blackbelt" -- a catchy name attributed to those who have certification in six sigma strategies, are able to train others and who spend full time hours engaged in activities that lead to quality improvements. We may not be a blackbelt, but we're also more than the "wax on-wax off" style that Mr. Miyagi taught the Karate Kid before he got his belt. We're no stranger to Lean Six Sigma at Trident Health Resources, Inc. and we believe when it comes to managing open heart programs, a whole lot more goes into the services we provide than putting a perfusionist behind the pump. Our perfusionists are part of a tightly woven team that helps hospitals save costs and operate efficiently.



Link to Full Article & November Issue HERE

Tuesday, October 11, 2011

From Our October Newsletter....

Hospital HR - When Resources in the
Operating Room are Stretched Thin...
The Obvious Answer to Staffing

Isn't Always the Right Answer


By Ralph E. Jordan, Founder & CEO

nurse

I was catching up on some reading and just finished reviewing a 2011 study sponsored by the American Society for Healthcare Human Resources Administration (ASHHRA) in association with a private HR firm. In a survey of 234 Healthcare HR professionals, a few key findings were reported. This prompted my thinking about perfusion staffing in the O.R.


The report concluded the following points regarding HR departments' desires to cut costs with regard to hospital staffing:





  • Sixty-nine percent (69%) stated that they needed to streamline their HR processes as an initiative to cut costs.
  • Sixty-six percent (66%) want to improve retention rates as a cost-cutting measure.
  • Thirty-four percent (34%) desire to reduce reliance on agencies and temporary workers.
  • Thirty-two (32%) would like to redesign compensation and benefits plans.

Indeed, staffing is a matter of major concern because of the effects it can have on patient safety and quality of care, so minimum standards are the norm and presumed. It's also understood that it is a challenge to balance costs while keeping in mind that patients come first. In consideration of the O.R. and the job of the perfusionists, an obvious sound strategy for those hospitals which are managing their own heart surgery programs may include establishing lean perfusionist staffing levels. Also, in an effort to maximize budgets, one doesn't want to pay for underutilized resources. And for the most part, though it is more art than science, this type of management results in a tightly run department with good patient care and outcomes and financial sensibility. You determine staff levels for your department based upon need; and past experience is the best predictor of the future, right? As such, forecasting needs are based upon trends.

Oh, Really? Murphy's Law tells us that what can go wrong does go wrong. To quote the Great Dwight Eisenhower: "the plan is everything, the plan is nothing." Of course planning is critically important in healthcare, but reality rarely plays out as expected, especially when the forces are human, especially in matters of cardiovascular surgery, especially when it comes to hospital emergencies. You don't want to be caught short, nor do you want to presume your core staff (which may already be overworked) can pull extra hours in overtime in a pinch. (In fact, a fairly recent research report shows that there is a high percentage of sleep-deprived perfusionists based upon heavy caseloads and overscheduling). But pulling from existing resources is just exactly what many hospitals try to do... limping through, stretching thin. Is this the best possible way?

The survey findings say that HR departments want to "reduce reliance on agencies and temporary workers" to save costs. But there's a Paradigm Shift Hospital HR Departments need to take in their thinking.

Here's the Paradigm Shift: In most cases, employing locum tenens perfusionists through Trident Health Resources, Inc. to meet patient demand in hospitals would cost less than paying overtime. Contracting perfusion services can save on associated costs of benefits and compensation issues of hospitals hiring permanent additional staff. And the use of locum services always assuages the burden of overworked staff. Did you know that Trident just may be a staffing alternative that ends up less of a hit to the budget than hiring more permanent staff or paying overtime, less of a strain on your team, less trouble all around?

Rather than overburdening hospital staff and finances, the obvious solution is to make greater use of flexible locum Trident perfusionists to support the workforce during periods of high demand. Not only does it cost less, hour for hour, but it also prevents overworked staff, which could compromise patient care. Trident offers solutions. We respond within hours and in virtually all emergent cases, we can have a certified perfusionist flown to your location, working by the next day.

Don't wait until emergency strikes... we welcome hospitals to contact us and establish a working relationship early on... before the need arises. Visit Trident's website to learn more about our locums services as well as our long-term comprehensive program for your heart program including:

Trident Health Resources, Inc. employees are top notch certified clinical perfusionists, skilled and experienced in a wide variety of clinical modalities.

  • 24-hour coverage, 365 days per year
  • Unlimited back-up assured
  • Satisfaction of Trident personnel
    guaranteed with client final approval
  • Recruiting and relocating costs paid by
    Trident.
  • Complete program for Continuing
    Education, Perfusion Re- Certification and
    related expenses provided
  • Comprehensive systems for compliance with quality improvement guidelines required for
    hospital accreditation and inspection including all reports and documentation
  • Insurance provided for all Trident employees including liability and malpractice coverage
  • Fees invoiced at predetermined fixed rate on either a per case or capitated basis
  • Risk sharing available with long term contracts

Trident Health Resources, Inc. is a perfusion services management company that supports hospital open heart programs through consultative leadership and staffing support. We do more than "put a person behind a pump" or simply place certified staff with you as an employment agency might do. Our consultative role expands into the management of all the related functions of perfusion services - from program financing, supplies, staff training, and administration on a 24/7, 365 days per year basis. Since 1988, we've provided specialty perfusion services and successfully assisted hospitals to save costs and meet or exceed goals for quality perfusion services.

We can Address Your Specific Needs:

Let Trident help when resources in the O.R. are stretched thin.

CALL TODAY! (800) 888-8408



LINK TO THE OCTOBER ISSUE OF THE HEARTBEAT!

Tuesday, August 2, 2011

2011 Perfusionist Salary Survey Results and A Whole Lotta Questions

By Ralph E. Jordan, Founder & CEO
TRIDENT HEALTH RESOURCES, INC.



A mentor of mine years ago once told me, “Always be wary of survey results and ask a lot of questions.” That’s what we did when we came across new results of a salary survey conducted by Researcher Alicia Sievert, a certified perfusionist who works as an assistant professor and admissions coordinator at Medical University of South Carolina (MUSC). The results of this national survey of perfusionists were recently reported at a perfusionist only message board and reprinted on an industry blog, where permission for the survey’s public viewing was given (LINK). A copy of the questions was found in the public domain and is presented below this editorial.

In short summary, the survey results report provided “average” salaries for perfusionists and an “average” length of time in their careers. Data was summarized for perfusionists working on adult cases versus pediatric or both, and if the perfusionist was full-time, part-time, or working as a chief. Pretty much, that’s it… no regional analysis, no discussion of findings or their limitations, just the numbers. Interpretation is left to the reader.

First, surveys can be a very good thing. Informal surveys conducted by companies or self-interest groups are understood to be snapshots of a condition (non-scientific) and are quite useful in better understanding situations. In fact, Trident has conducted its own surveys in the past to capture the self-reported attitudes and experiences of perfusionists. We have reported our findings in past issues of our newsletter and on our blog. I’m in favor of surveys, generally speaking.

There’s a responsibility and a caveat often necessary when reporting survey results, however. In the case of a salary survey – this is an entity of uniqueness and the integrity of the results must be scrutinized. To be valid and reliable, a survey instrument must measure what it is intended to measure and consistently measure over time, in repeated efforts. That said, when we first saw the 2011 salary results, we had many questions about how data was collected, the methodology, and the analysis of findings. We didn’t want to throw a reputable organization’s research under the bus – we wanted to communicate and learn more.

We made a list of our questions and contacted Ms. Sievert by both email and phone to tell her we were writing this article about the pitfalls of self-reported surveys. We acknowledge that her past work in research was published in a peer-reviewed journal and that she has credentials for performing research with integrity. She told us however, that unlike her published 2006 survey which was overseen by others in a class project, the 2011 survey was a shortened version she created, and the results were not analyzed (yet) with precision. In an email, she wrote, “This was just a survey for perfusionists that was meant to be taken as-is…”

But at Trident, we feel a responsibility to provide our staff with clarification, especially since salary surveys are leveraged in negotiations for new hires and pay increases of existing perfusionists. Employees historically bring salary surveys to their bosses as evidence they are underpaid. The 2011 salary survey utilized self-reported numbers, without qualification. So in a telephone conversation with Ms. Sievert, we asked the hard questions about how salary data was collected.

We asked how confident she was that perfusionists answered questions honestly. Consider: To ask someone “what is your total annual salary?” (without qualification) is akin to asking an athlete among his competitive peers how many bench presses is his average number. You might get an inflated number. One must ask if the data is measured statistically, or “jussayin’.” Is there a motive for inflating a response? You betcha! Ms. Sievert recognized that the data collection could, indeed, produce unreliable numbers, but she believes the majority of perfusionists surveyed were honest.

A valid salary survey would be based on data scientifically collected. For example, salaries could be determined with W-2s or pay stubs analyzed, or reported by disinterested parties (HR departments). Also, without criteria, how do you interpret the question, “What is your total annual salary?” Does it mean total compensation? I say this because at Trident Health Resources, Inc. we pay for our perfusionists’ continuing education, travel, and malpractice insurance, 401k contributions on the employee’s behalf, annual and merit bonuses based on performance, and contributions toward their health and life insurances – all this is part of a total compensation package. A total compensation package is significantly higher than a net or even a gross salary minus multiple benefits package. The researcher acknowledged that she received some comments from survey takers that said they received quarterly bonuses, etc. and she realized that some data (additional income) was not captured consistently based on the wording of the question – a limitation of her study. She said, “There was a lot of screening and cleaning of the data.”

We talked about the geographic representation of the sample population. It cannot be denied: regional differences in salary exist. California salaries are higher than Missouri, for example, ‘nuff said. In a future report that will hopefully be published, Ms. Sievert hopes to analyze her data and provide clarification. We simply point out that the numbers presented “as-is” are not meaningful without geographic consideration and interpretation.

And how was an “average salary” actually determined in this study? Statistical equation of mathematics? In any statistics analysis it is prudent to remove “outliers” – that means, of all participating surveys, cases of extreme that are outside a plot analysis would be thrown out of the mix. Keeping outliers into analysis skews the results. To skew means to distort or bias. That’s bad. Ms. Sievert indicated that extreme “highs” and “lows” were excluded from the survey. Unfortunately, these extremes were removed “by hand” and not with precision through statistical calculations using software. We point out that it is a pitfall in survey analysis to manipulate the data without more rigidity.

We seek interpretation of results. Specifically, in any analysis of “averages” one must ask what the standard deviation is. That is, what is the spread between the numbers? For example, you could have a salary of one person at $50,000 and one at $120,000. The average is $85,000. But in this example the standard deviation is huge! For these and other reasons it makes sense to use means and standard deviations, with some assumption that there will be a "normal" range for a position's data. An “average” salary amount is a flawed calculation method based on assumption. Standard deviation for a perfect normal distribution (bell shaped curve) means 68% of samples drawn from it fall within +/- one standard deviation of the mean. If salaries followed a normal distribution perfectly, we would expect 68 of 100 perfusionists to have a salary within 1 standard deviation of the mean.

Ms. Sievert addressed this, providing us the standard deviations in dollar terms. In the case of this salary survey, the mean (average salary) for all perfusionists is $109,773 (SD = 28046), meaning salaries in the survey were spread by about 3.9 RSD (relative standard deviation, represented as a percentage of salary). It would be helpful to readers of the survey to be provided with text language that clarifies what is “average” and how the spread affects the average so it is understood. Ms. Sievert, being closest to the data, is the authority on the data collected and her reflections about the results are key for full appreciation of the work.

We hope to see a future article from MUSC that answers many questions. I’ve presented herein only a few of the pitfalls of conducting a self-reported survey of salary. Bottom line, “self-reporting” of salaries is a weak methodology of data collection, as most researchers and statisticians would agree. It’s not valid. It’s not reliable. More importantly, in an industry full of clinicians who appreciate precision and exactamondo hard numbers, we appreciate getting the finer details of such a report. Without all the facts, conclusions are drawn irresponsibly. To use a metaphor, like a pebble thrown across a lake, there is a ripple effect when “word” gets out – a bit of information taken out of context – and the consequences are an uproar of reaction. We, at Trident, would like to impede that ripple effect.

Ms. Sievert gives us hope that we will be hearing more about her findings and we are thankful for the time she gave us to answer our questions.

Your comments are always welcomed!

Ralph


Copy of Survey found HERE & copied below:

1. Demographic Data
City/Town
State

2. Age

3. Gender
Male
Female

4. How many years have you been a practicing perfusionist?

5. Define your position as a perfusionist:
Part-time staff/faculty
Full-time staff/faculty
Chief perfusionist
Other

6. YOUR specific perfusion practice is best described as:
Adult only
Pediatric Only
Pediatric & Adult

7. How many cases per year are YOU the primary perfusionist?

8. What is your total annual salary? (sample answer: 100,000)

Friday, July 1, 2011

Happy 4th of July! The July Issue of the Heartbeat Available Online

Click image to link to July Issue of THE HEARTBEAT, Trident's Monthly Newsletter:



Thursday, June 16, 2011

Freseni-opoly and the Latest Acquisition News


Whatever happened to the company formerly known as Fresenius Perfusion? It's been a while since I've blogged about them, but seems like quite a flurry of activity is happening these days. I'm reminded of the classic game of Monopoly - high finances, buying and selling, bankruptcy, taking a "chance" card. So if you don't know by now, the latest acquisition by Specialty Care / HCSG (formerly Fresenius/ Edwards Lifesciences/ Baxter/ Psicor) is Advanced Perfusion Care (APC), a really good company based out of Pinehurst, NC. It certainly caught a lot of people by surprise, especially the employees. We wish them the very best... they now are part of a new monopoly game based out of Wall Street, who join those clinicians who feel like they've passed GO and didn't collect their $200.

But that's not the most interesting news. When you look at what's going on you see a deliberate strategy and the folks that NOW have the power are not in Nashville, but in New York City. Back in May, American Securities, a private equity investment firm bought a controlling interest in Specialty Care and now owns the majority share of the this patchwork mosaic of perfusion service companies. You might want to ask, what do private investment equity companies do? Well, they do have a primary focus. They sell Boardwalk and Park Place for profit.

So in the latest move of monopoly pieces, what happens to everyone who worked all their lives in committed service to the patient? Perfusion service is a relationship business whereby people are its hallmarks, not mopheads, widgets, or Pakistani surgical instruments. They are real-live people with abiding interest in the patient and the people for whom they serve.

There's nothing wrong with monopoly. There's nothing wrong with making money. But now... in the case of Specialty Care, perfusion services are part of a profit center that generates revenues for a cost center that benefits a few. Being in a minority position with majority of shares owned by an investment firm means being obligated to outside investors whose focus could be blurred by the requirement of a predetermined return on investment. Jussayin'


Seems like (as Yogi Berra used to say) it's deja-vu all over again.

Your comments are always welcomed.




Ralph E. Jordan
Founder & CEO
Trident Health Resources, Inc.

Friday, June 3, 2011

June Trident Newsletter, The Heartbeat


We're Listening
So What Do You Think?


Every company wants to know what its clients think of its products and services. Few take the time to simply ask. Quick little surveys can be the singlemost important way to glean how one's business is doing. Getting feedback can be a tool for finding ways to improve even the most efficient processes that are currently in place.


READ MORE >>>>


Sunday, May 1, 2011

Perfusionists - The Heart Whisperers

National Perfusionist Appreciation Week
May 1-7, 2011






See Trident's monthly newsletter: THE HEARTBEAT. For this special National Perfusionist Appreciation Week issue, we are featuring you, the perfusionists of America

Friday, April 15, 2011

Saturday, April 2, 2011

Something is New at Trident!


What could it be?

Find out in the April Issue of the Heartbeat.... CLICK HERE.

Thursday, March 17, 2011

New Opportunities with Trident!



California Dreamin’


Staff Perfusionist – Southern California

Outstanding career opportunity for a Staff Perfusionist within a stable adult open heart program. This is an immediate opening for an experienced perfusionist who seeks a long-term and permanent position working with Trident Health Resources, Inc., a leader in perfusion contract services for 23 years. The SoCal living awaits you… Ranked one of the best places to live by Money Magazine! Applicants must be certified with experience. We offer excellent working conditions and an outstanding benefits package. Please send your resume, references, and letters of recommendation to employment@tridenthealth.com or fax to (727) 738-9436. Please reference "SoCal" in the subject of your email or fax.


Enjoy Working in Sunny SW Location –


TWO POSITIONS! First Assist & Anesthesia Techs

Not just a job! Live in a Southwest community of thriving business, where people want to raise a family, where the sun shines 320 days a year over a landscape of flora and fauna. First Assist is needed with open heart surgery experience. Also, Anesthesia Techs are needed with experience in open heart surgery preferred and completion of an anesthesia technician training program approved by the American Society of Anesthesia Technologists and Technicians (ASATT) or a high school diploma or equivalent and 2 years of work experience as an anesthesia technician with certification. These are full time positions. Trident seeks enthusiastic team players for a long term commitment. We offer excellent working conditions and an outstanding benefits package. Please send your resume, references, and letters of recommendation to employment@tridenthealth.com or fax to (727) 738-9436. Please reference "First Assist/SW or Anesthesia Tech/SW" in the subject of your email or fax.

Wednesday, March 2, 2011

March Edition THE HEARTBEAT...

With Trident's recent leadership announcements, see photos and more details at the online newsletter..... CLICK HERE

Pictured below: Ron Bailey, Trident's President & COO and Jeff Poland, Executive VP Clinical Operations

Sunday, February 13, 2011

Take Me to Your Leader…

By Ralph E. Jordan, Founder & CEO
Trident Health Resources, Inc.

What makes a good company great?
For Trident Health Resources, Inc., the proof is in its people. My most important role as president and CEO has always been in growing and developing a strong team. One thing is certain, the journey was never made alone. And it is in the relationships with others that has led to Trident’s thrust forward over nearly quarter of a century, through changing economies, regulatory environments, and new technologies.

Trident’s corporate culture is grounded on patient-focused care and fosters a servant management premise: That is to say, a servant leader serves the people he/she leads and provides an outcome that employees are an end in themselves rather than a means to an organizational purpose or bottom line. As we grow, our need for additional clinical expertise and strategic business models has also expanded. It is with both gratitude and pride that Trident’s leadership has talented people overseeing key areas of the company to inspire new ideas and drive improvements.

I would like to introduce some of Trident’s key managers who have been recently promoted and appointed to positions of leadership. But before I do that, I mention that as Trident has grown over the years, some have asked me when I would finally step aside and let others run things. I may be “the old man”… I’m still on board (remaining as CEO and Chairman of the Executive Committee), but it should be noted that it’s not just me… others have been running things here for a long time. We are a team. So that I can be freed to look at opportunities for Trident and focus a bit more in the marketing arena, it is with much confidence that I promote and appoint key personnel for greater responsibilities.

Ron Bailey, who has served as Trident’s Executive Vice President since 2000, has been promoted to President and COO.
Ron has experience as a hospital administrator and more than 25 years in operations and financial management. His areas of expertise include mergers and acquisitions in the healthcare industry and leadership in strategic planning, P&L management, productivity & cost control programs, accounting systems development, and inventory control. On a personal note, Ron is an integral part of the soul of the company. He and I have worked in sync for many years.

Jeff Poland, BS has recently joined Trident as Executive Vice President of Clinical Operations.
He is responsible for corporate clinical operations and development. I’ve known Jeff professionally for many years. His 32 years industry experience as a perfusionist and reputation as a seasoned manager (most recently president of a well respected perfusion services company) makes him an obvious choice for this new position with Trident. Jeff adds to our team the clinical expertise and leadership we need as we grow.

Julie Small has been appointed as Trident’s Corporate Controller.
She will manage the everyday operations of the company and oversee daily administrative management at the home office headquarters in Dunedin, FL. Julie has worked with us for over a decade, formerly as a third party provider of human resources and accounting services. Trident’s relationship with Julie has been long-term and it is with utmost faith this expansion of her role will make us an even better and more efficient company.

Norman Worcester, CCP, the founder of Apex Perfusion, Inc., is welcomed as part of Trident’s family.
He will continue as Apex’s president and take on additional responsibility as Trident’s Vice President of Clinical Operations. Worcester will lead the company’s expansion on the West Coast. Norm and I have been speaking about this merger for years and it is with great enthusiasm I announce this Association of Excellence.

When I reflect upon Trident’s past and where we are today, I pause with much humble appreciation. We entered the locums side of perfusion staffing and became the preferred choice for over 200 hospitals which sought vacation relief and emergency placement of perfusionists. Over the years, our business has grown into long-term accounts and we still continue to have a presence on the locums side. Our volume and growth grew organically and consistently as we built our company’s reputation. But this was not achieved single-handedly. It is the relationships built with others and the consistency of quality service that has permeated our culture, making all the difference.

What makes a good company great?
For Trident, it is its relationship with our people… Success lies in the great leadership and talents of many.

Please join me in welcoming Trident’s team in their new roles.

Ralph

Ralph E. Jordan, Founder & CEO
Trident Health Resources, Inc.

Sunday, January 30, 2011

An Excerpt from the HEARTBEAT Newsletter on Reputation

You take every measure to ensure nothing hits....



But You're Only As Good
as Your Last Pump Case...
& Other Anecdotes about Reputation
By Ralph E. Jordan, CEO & President
Trident Health Resources, Inc.


A few weeks ago, an article in the Houston Business Journal ran about the favorable medical reputation of Houston. This is attributed to the trailblazing research and inventions pioneered by Dr. Michael DeBakey, who among many his achievements devised a roller pump that years later became an essential component of the heart-lung machine DeBakey helped secure Houston's medical reputation and is remembered as one of the 20th century's great pioneers of cardiovascular surgery. He was the chancellor emeritus of Baylor College of Medicine in the hub of Texas, director of The Methodist DeBakey Heart & Vascular Center, and senior attending surgeon of The Methodist Hospital, also in Houston.

What can we glean about reputation from DeBakey? First -- that it is far-reaching. It is far-reaching beyond one person's contributions and extends to entire programs, hospitals, and even cities. So precious is professional reputation is that, in the words of Benjamin Franklin, "It takes many good deeds to build a good reputation, and only one bad one to lose it." Perhaps we all know of a person who was fallen from grace by a singular incident. So in knowing this, we recognize the daunting reality of the work performed by a perfusionist.

The pressure to perform with perfection lies within the nature of the perfusionist's work, monitoring the heart and lungs during surgery. Experience matters greatly - even more than clinical expertise and quality education. Repeating success gains reputation - doing what you do best over and over builds confidence and strength in performance

There is little room at the top for aspiring medical professionals who make errors. And yet, I think there must be a dosage of reality... that is, to be humble as a professional. For no matter how great the skills of a perfusionist, he or she truly is only as good as the last pump case. Someone once told me, the bigger the career climb, the harder the fall if one does fall. Mistakes do happen... does that mar a professional's reputation? What do you think?

Another anecdotal line is that "Perfection is the enemy of good." For perfectionists, the slightest err can be paralyzing. But it is important to recover quickly from errors, assume responsibility for the repair and keep going. I have found working with Trident's perfusionists that they are often hardest on themselves. In managing people and being alongside them in their long-term careers over the years, I have found that it is certainly possible to arise above mistakes and retain a favorable reputation.

As a company, Trident isn't perfect. We have been fortunate to have had very few issues in our history. Being forthright and attentive, we address problems immediately and completely. Our corporate culture is people-focused and real. We work with people and through them and, in contrast to what others may do, we do not subscribe to an unyielding top-down approach to management or patient care. We know that the heroes in perfusion have lived through difficult cases. Valuable lessons have been gained through trials and experience. Without myopic eyes but instead through a big picture lens, the leaders of this industry, no doubt, have their share of stories of difficult cases, mistakes they have overcome, and ways they were able to overcome.

The Trident blog welcomes comments and stories to highlight the topics of discussion. Feel free to post here (you may comment anonymously).

Click HERE for MORE articles and news from the February Issue of THE HEARTBEAT, a monthly newsletter by Trident Health Resources, Inc.

Wednesday, January 12, 2011

On Perfusion Leadership... An Excerpt

As we ease into the New Year, many of us ponder our current situation and establish resolutions to become better in our approach to living by way of our personal habits and professional goals. I thought I'd share a story that is rich with inspiration in the spirit of this New Year ahead...

Recently a colleague of mine told me about a cable TV show she'd seen (Discovery Channel?) that featured a perfusionist monitoring an ECMO. Over time, the patient's condition declined and it was baffling to all the doctors. The medical team was beginning to feel there was no hope. This patient was fairly young with a strong physique and something gnawed at the perfusionist such that he couldn't give up the faith that the patient could be saved.

READ MORE in the January 2011 Edition of The Heartbeat....