Gut + Science

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**Gut + Science**

Gut + Science is a leadership podcast for executives, people leaders, and high achievers who want to build stronger teams, healthier workplace cultures, and higher employee engagement.

Hosted by Nikki Lewallen Gregory, each episode blends people-first leadership, practical leadership development, and real-world insight from executives and thought leaders.

Through candid conversations and powerful stories, Gut + Science explores culture, coaching, communication, performance, employee engagement, and the human side of leadership, giving listeners practical ideas and perspectives they can put into action.

Latest Episodes:

Monday Fire: Get Really Clear Oct 05, 2020

Show notes

Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go!

Our question for you today:

What area of your life do you want to get clear?

Subscribe to get your Monday Fired up.

Healthcare Series: Having an Others-First Mindset | Brad Tieszen Sep 29, 2020

Show notes

Brad Tieszen is the Vice President of Operations at Parkview Health where he runs several specialty clinics. As a part of his daily routine, he's intentional about being visible by 's intentional about being visible by taking time to complete patient rounds and participate in huddles with his team. He's fervant about recognizing excellence whenever he sees it, knowing it is key to unlocking engagement.

In this episode, you'll hear Brad share his passion for being actively engaged and living in the moment.

Connect with Brad on LinkedIn: https://www.linkedin.com/in/bradleytieszen/

Truth You Can Act On

1. Operate in the Moment Supporting Quotes:

Brad Tieszen: "I have to be in the moment, and I have to be engaged with the tone of my voice, with the look in my eyes, and the language that I choose to use to inspire our people. And in return, they inspire me."

Brad Tieszen: "All of our bandwidths are different, but that is where the intentionality comes in, that deliberate in the moment, onstage presence that I go back to. You just can't take that time off.You can't take a day off, a moment off, because that may be the moment of getting somebody from a six to a seven, or a seven to an eight. That moment of getting somebody from engaged to actively engaged."

2. Recognize Excellence Supporting Quotes:

Brad Tieszen: "I feel that all human beings from time-to-time appreciate being seen, and it motivates you to keep doing it. It reinforces those positive behaviors, and those recognitions of excellence, they can be around innovation, service excellence, special care. It can be as simple as just saying, 'Hey, thank you.' It can be, 'Hey, welcome to the Parkview family. It's your first day. It can be wild.' 'That was world-class teamwork.' And it goes to their leader and that leader can do a bunch of stuff with it."

3. Ask How People are Doing Supporting Quote: Brad Tieszen: "I will do one thing all the time where I say, 'Hey, on a scale of one to 10, you know, 10 being the very best one being the rock bottom worst. Where are you personally and professionally?' And I can get tens. I've gotten ones before. I can get some eights, but what I always do with that is I say, 'Hey, you're at an eight, how, how can I help get you to a nine?' And to hear somebody say, 'Well, you just did. Just by asking about how I am just got me to a nine.'"

4. Be Visible

Supporting Quote: Brad Tieszen: "My challenge to myself every day, and therefore to the others, is to get out

there and be visible. Get out there with your teams and with your people and be visible, whether it is leader rounds or being visible through the virtual platforms we're on, you know, through a video message. Even though at times we can't be as physically visible as we like, be creative and take advantage of the virtual platform and send a video message. Do everything you can in your leadership role, regardless of your leadership title, to say, 'Who can I recognize today?'"

Book Recommendations

Leadership, Strategy, and Tactics by Jocko Willink

Team of Teams by General Stanley McChrystal

Good to Great by Jim Collins

Principles by Ray Dalio

The Energy Bus by Jon Gordon

Sponsor

Wambi.org – Wambi is about human connections. We view feedback as the fuel for interpersonal growth and are always striving to achieve the highest versions of ourselves and to lift others up along the way.

Monday Fire: Focus on Strengths Sep 28, 2020

Show notes

Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go!

Our question for you today:

How can you operate in your strengths?

Subscribe to get your Monday Fired up.

102: Collaborative Learning in the Now Normal | Monica Lloyd Sep 24, 2020

Show notes

Monica Lloyd, a PreSales Manager at Ascentis, has always been an advocate for education and collaborative learning. In the midst of COVID-19, learning is a continued topic, and she is helping other organizations apply the concept virtually.

In this episode, Monica explains how much more employees retain when they have a rounded learning experience. You'll hear how collaborative learning requires ownership, action, and teaching others in order to be truly effective.

Connect with Monica via LinkedIn at https://www.linkedin.com/in/monicalloyd/ or via email Monica.Lloyd@ascentis.com.

Truth You Can Act On

1. Master your facilitation skills. Supporting Quotes:

Monica Lloyd: "We put together a different training. One of the things we started doing is we do mentorships, and we also do very real world examples where we sit them down and say, 'Hey, you were hired. You have previous sales experience. Tell me what you have done in this situation.' And then we have people share. We used to do it in a classroom environment where we could do that sharing, and the way we've adapted it in the last three months is on a Zoom meeting. And it's interesting because you have to call people outright. 'Hey, Bob, like tell me about your experiences.' And with those shared experiences we'll also start shaping the training and changing the training. Every time I give the training, it's different every single time, and a lot of it has to do with things that we learn from the participants along the way."

2. Inspire your leaders to serve as teachers to their peers. Supporting Quotes:

Monica Lloyd: "Active learning can be peer to peer. It can be watching a best practice video and finding a challenge and getting maybe even a group together on a Zoom meeting and figuring out how to solve that challenge in today's workplace."

Monica Lloyd: "A lot of times we're used to top down, saying 'This is what I think it should be. I'm going to tell you what it is,' and in collaborative learning, you're really stepping out of it. If we go back to the wizard of Oz, you're playing Glinda, right? Glinda at the very beginning could have told Dorothy the answer was click your heels together and go, but she wouldn't have learned anything."

3. Collaborative is a constant initiative. Supporting Quote: Monica Lloyd: "You can't do collaborative learning in a vacuum. It has to be constant. So every month you're revisiting it. 'Is this still relevant? Do we need to change something?' And especially now, and everyone uses the word "new normal", and I'm actually changing that. I'm going to start a trend of calling it the "now normal", because it's normal today, but it doesn't mean that it's going to be normal tomorrow. So those training materials are going to change and evolve, and you need the people that are in it, that are experiencing it to give you the changes."

Book Recommendation

The Four Agreements by Miguel Ruíz
Extreme Ownership by Jocko Willink

Sponsor

Ascentis – Ascentis is a SaaS-based Human Capital Management software that offers easy-to-use HCM, HRIS, online payroll, talent management, recruiting, and timekeeping solutions. Request a complimentary review of your processes and policies at https://www.ascentis.com/gutscience

Monday Fire: Healthy Workday Habits Sep 21, 2020

Show notes

Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go!

Our question for you today:

What are your healthy workday habits?

Subscribe to get your Monday Fired up.

Healthcare Series: Cross-Sectional Leadership Impact | Dan Woloszyn Sep 15, 2020

Show notes

Dan Woloszyn has been in executive hospital leadership for 23 years, including nine years in his current role as the CEO of Rehab Hospital of Indiana (RHI). He has a unique management approach, combining servant leadership with understanding the neuropsychology of corporate hospital systems. Not only does he believe in looking at this neuropsychology from a clinical perspective, but through an administrative lens as well.

In today's episode, you will hear how he incorporates these two philosophies into his everyday life, along with tangible examples of how to apply cross-sectional leadership to your own work.

Truth You Can Act On

1. Reach out, communicate, and serve others. Supporting Quotes: Dan Woloszyn: "You don't have to be expert in everything, but there is one thing that I really believe one has to be expert in, certainly from a leadership standpoint, is to reach out and know others, and to serve others . You have to have an expertise with that to kind of drive a reduction of silos and an elimination of silos. And that can be done through one's own expertise or actively seeking other's expertise."

Dan Woloszyn: "I think each person and each leader truly has to believe it's a privilege to serve others unconditionally. There's a professional and humanistic component to that. My true belief is you have to love something about the people you lead to be truly elite effectively. If you don't love something about the people you lead, you probably are not in the right place, and you're probably not in the right place to be a leader."

2. Trust and transparency are the foundations of cross sectional leadership. Supporting Quote:

Dan Woloszyn: "Being transparent about self, and certainly being honest, is extremely important. It's being honest about one's approach and any errors that might be committed and examples of approaches to correct the errors and how to grow with that. My belief is you have to think out loud and you have to be able to help others to get a sense of your own thought process as a leader and how you came to certain conclusions. I know sometimes that's difficult for people to do, but it's extremely beneficial where it helps in a sense to become kind of an external organizer for others, where you move from a point of, of brainstorming out loud a problem you might be faced with, verbalizing struggles, and even kind of working through some of those tactics out loud so others can benefit from a variety of things. I think what it does is it certainly lends to a relationship building and credibility and honesty and transparency."

3. Model the behavior you are looking for in your culture. Supporting Quote: Dan Woloszyn: "First and foremost, it has to start with me. Laying the foundation has to be about modeling and certainly me believing in and what truly is important for our organization. There's always an expectation to look at the glass half full and everything that we do in a respectful way while modeling that and handing off to others who also will hand off to others, and that kind of permeates throughout the system."

4. Make it a habit to regularly invite your leaders for collaboration and relationship building.

Supporting Quote:

Dan Woloszyn: "I think there's a conscious effort to tie others, to create alliances, not only within the organization, but outside the organization, within our community and really address this kind of holistically. Concretely, we do this a lot. I invite staff and leaders, online staff leaders, all different, team members, to our department meetings. I invite them to board meetings. I have them look at operational pathways they've generated and share their stories, because without that you truly understand the nature of what everybody's doing amongst the organization."

Book Recommendation

Dare to Lead by Brené Brown

Sponsor

Monday Fire: Iron Sharpens Iron Sep 14, 2020

Show notes

Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go! Our question for you today: Who are you intentionally surrounding yourself with to help you grow? Subscribe to get your Monday Fired up.

101: Zero Excuses Leadership | Nick Smarrelli Sep 10, 2020

Show notes

Nick Smarrelli, CEO of Gadellnet, is committed to living a full life while encouraging his employees to do the same. He lives out this mentality as the host of his podcast, Zero Excuses. Nick is a strong believer in growth, responsibility, and making an impact, all of which help him towards his ultimate goal of life without excuse. In this episode, you will hear how his values shape his leadership style and why he believes training is crucial to the success of any organization.

Truth You Can Act On:

1. What habits do you have that help you live with "zero excuses?" ?

Supporting Quote:

Nick Smarrelli: "There's this kind of obligation, and that's really where zero excuses comes from, this obligation to use those skills to truly be impactful, both to myself and to be the best version of myself, but then also be able to use that to impact lives of others. And so for me that's the driving force."

2. What training or development programs do you have for your employees that are making an impact?

Supporting Quote:

Nick Smarrelli: "I think one of our strongest retention tools is this focus on training and development and becoming a better person. And it's not just skills around, can I fix the computer faster? It's a lot of soft skills. It's everything from, how do I give better presentations to email management, to, how do I set goals and how do I create a better mindset? Or, how do I handle stress better? Or even through more strategic technical training."

3. How do you celebrate the "right" things?

Supporting Quote:

Nick Smarrelli: "I literally talk about the people that got additional certifications or completed training. And so they get a little badge that goes onto their wall. So, I guess technically that's gamification that kind of really reinforces, 'Hey, look at your peers, achieving so much. You should too."

Book Recommendation

Traction by Gino Wickman

Sponsor:

Ascentis – Ascentis is a SaaS-based Human Capital Management software that offers easy-to-use HCM, HRIS, online payroll, talent management, recruiting, and timekeeping solutions. Request a complimentary review of your processes and policies at https://www.ascentis.com/gutscience

Monday Fire: Reiterate the Why Sep 07, 2020

Show notes

Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go!

Our question for you today:

How often are you reiterating the "why" to your employees?

Subscribe to get your Monday Fired up.

Gut+Science LIVE!

Back by popular demand after his first appearance on Gut+Science Healthcare, Dan Weberg is joining us again on our next Gut+Science LIVE session. We started Gut+Science LIVE as a catalyst to build community among our guests and listeners. This is a 30-minute virtual session with one of our popular guests and conversation is influenced by our listeners with questions they submit. In this upcoming session on September 9th, Dan and Nikki Lewallen will be talking about Fighting Toxicity at Work and how each of us can take a stance to break toxic habits. Toxicity should not be tolerated and each of us can play a part in dwindling down the statistics. Join us HERE!

Healthcare Series: Building an Army of Culture Champions | Tria Deibert Sep 01, 2020

Show notes

Tria Deibert, VP of Culture at Hackensack Meridian Health, is a warrior for organizational culture. As a culture leader herself, she understands it takes a team, not a person, to build company culture. In today's episode, you'll hear Tria talk about the challenge of merging two organizations and the lessons she learned from that experience.

Truth You Can Act On

Spend time making the vision, mission, and values real and livable. Supporting Quote: Tria Deibert: [6:54] "Your mission, vision, and beliefs, can't just be a beautifully written statement. It needs to be real and livable. Finding the balance of that, what's real and livable as you're bringing organizations together, is really where the magic is.
Create core beliefs and reiterate them constantly. Supporting Quote: Tria Deibert: [13:22] "When we did our research, we learned what the team valued, and that informed the development of our core beliefs. And what we heard thematically was teamwork, human experience, quality, being highly reliable, and innovation. So, those are all great things to value, especially in healthcare, and they certainly speak to the mind, but when I looked at them, they didn't speak to my heart, and I didn't know that they would speak to our team members' hearts. So we crafted our core beliefs. As I mentioned before, they're affectionately known as the four CS kind of with this knowledge in mind. And so, you know, born out of that discussion was creative, courageous, collaborative, and compassionate. And so innovation became creative. I will do my part to make things better. Quality and HRO became courageous. I will do the right thing. Teamwork became collaborative. I embraced teamwork, and the human experience became compassionate. I am the human experience.
Equip employees to be good storytellers of your brand and your culture. Supporting Quote: Tria Deibert: [12:24] "The culture has to be really reflective of who you are and who you aspire to be. And the only way to get there is to listen, to and involve your team members, understand what they hold dear, and really work with them to create the future they want to see."
Be clear on the "why," then give a really clear path letting them know the "how".
Supporting Quote:

Tria Deibert: [16:01] "I worked with our culture champions to equip them with the key messages and materials. So I was very clear on the why, but they owned the, how. And really what made this successful was we gave them a structure. We gave them materials, but they were selected for a reason, and we really gave them the power and the ability to bring these messages and these ideas forward in different events that were specific to where they were."