Join us for an insightful conversation with Anna Turman, MHA, CHCIO, FACHE, as she shares her unique 20+ year journey from leading a rural Nebraska hospital as CEO to driving technology transformation at one of the nation's largest health systems. Currently serving as AVP IT Customer Success at Radiology Partners, Anna brings a rare triple perspective—having served as CIO, COO, and CEO—to discuss how technology leadership must adapt across different organizational scales, the critical importance of sponsorship over mentorship in career advancement, and her proven leadership strategies including intentional rounding and situational awareness. As both a healthcare executive and accomplished artist, Anna offers unique insights into the intersection of creativity and clinical excellence, the importance of giving ourselves grace as competitive leaders, and practical frameworks for leading high-performing teams whether in-person or distributed.
Anna Turman, MHA, CHCIO, FACHE, AVP IT Customer Success, Radiology Partners
Megan Antonelli, Founder & CEO, HealthIMPACT Live
Welcome 0:01 Welcome to Digital Health talks. Each week we meet with healthcare leaders making an immeasurable difference in equity, access and quality. Hear about what tech is worth investing in and what isn't as we focus on the innovations that deliver. Join Megan Antonelli, Janae sharp and Shaheed Shah for a weekly no BS, deep dive on what's really making an impact in healthcare.
Megan Antonelli 0:29 Hi everyone. Welcome to Digital Health talks. I'm Megan Antonelli, and today we are exploring healthcare leadership excellence with an incredible leader, Anna Turman, and she brings a perspective rarely found in our industry. She has successfully navigated the CIO role, the COO role and the CEO role across organizations ranging from rural Nebraska hospitals to one of the nation's largest health systems currently serving as AVP of it and customer success at radiology partners. She combines deep operational healthcare experience with enterprise technology leadership with over 20 years of executive experience and credentialing, including c h, c i, o, F, A, C H E and F, C H, I, M, E, all HIMS, A, C H E and chime, she has developed proven frameworks for leadership, grounding situational awareness and building high performing teams. Hi, Anna, thank you so much for joining us today. Yes, so much for having me. I mean, we focus on female leaders all the time and invite and I haven't had someone with that many credentials and that well rounded experience. So I'm so delighted to have you there, and we should thank give a shout out to Sam King for introducing us. And
Anna Turman 1:47 there are too many accolades, as I would say, and I almost think I should delete a few of them. I'm just an ordinary person.
Megan Antonelli 1:56 Well, you know, working in healthcare, we always say it's, you know, everybody, the the ordinary people, are wearing capes, right? We are, you know, it's the hero. So, you know, tell us a little bit about your background and and kind of, you know, how you got to hold those different roles?
Anna Turman 2:15 Yeah, all those different roles organically came to be. And to be honest with you, a lot of it organically came to be because I had sponsors. I wouldn't be where I am today without, um, sponsors. I one in specific I can think about that actually helped me keep growing and keep driving and be successful from the CIO to the COO to the CEO, he really did help me not just grow but to realize that as it, I think a lot of us are in it. We don't realize we're kind of the bug on the wall. We're always asking, how does this process work? How does this happen? We kind of know the processes of just about everything. We become a little bit of those masters of none. And so it's very easy for it to transition to operations in reality, because you're all about the business, it is enabling the business, the business is driving, and we're enabling them right? So to be operationally focused and minded is actually kind of innate in some of those IT folks, as they are building their skill set, and they're growing because they're kind of that bug on the wall that understands all those processes they've dug in, they've got their hands dirty, and it's a it's a natural process. I think could to go from CIO to coo. It is served me well. It's a blended, I feel like it's a blended approach of leadership from a vision and of innovation and operational excellence. However, I will have to preface that there's a touch of Master of None in there. It just got to pull the right tool out, sharpen that tool, use it, put it back in the belt, because you might not see it for a while, right? So, yeah, well,
Megan Antonelli 4:00 that's really, you know, I mean, there's a few things there. I mean, one is that discussion of and that thinking about sponsorship, right? We hear a lot about mentorship, but sponsorship is different, right? I mean, and you know, whether we're talking about men or women in the workforce, you know the importance of that to bring you forward, and especially in remote environments. Now, I think it's even harder, you know, to find that I know, certainly, as I was coming through, you know, you're in the office all the time, there's a lot more opportunity for that, but it's a little different now for people coming through, what's your you know, tell us a little bit about that, that difference between sponsorship and mentorship and why it's important, and then talk a little bit about that remote, you know, workforce and what, what you think that has the impact on absolutely,
Anna Turman 4:47 I kind of look at, we get a lot of attention and buzzwords to mentor and coaching, but not a lot to sponsorship. But mentoring and coaching are critical. They're part of the whole scheme. Of growing, right? From my perspective, though, for mentoring, it's it's structured, and it's very time consuming for both parties, right? And I thrive in less structure. I thrive in chaos. If you, if you, if you can imagine I'm high energy and thrive in chaos. And so, so I actually took a different approach for mentorship. I I picked out and created my own advisory council when I was very young in leadership, when I was a CIO, actually, 20 some odd years ago. And what I did is I picked out people in the industry and outside the industry, even to for both private and public and healthcare and finance. And I would find someone so CEOs or CIOs or CEOs or CFOs, I would make sure I just mix it up a lot. And I would find one that would hold me accountable to be a dreamer. Hold me accountable to be, you know, the person that's my opposite, you know, say, Hey, let me help you grow thought process wise, you know, grow outside that box. My I would, I would have one that was a peer. These are the things I'm concerned with. Are these same things? Or what are you doing right? My wild card, my wild card was commander. Had command of a base in the Marines, and she was incredible. And she was my wild card, because I would put something out there to her, and soundboard something off of her, and it would always come back. I could not guess, like it was outside of what I would have imagined she would come back with. So you have to have that person that's also going to challenge you, and also they're the one that, one of the most important ones is the Paragon, the person that's, you know, that excellence, that model of excellence, someone you know, is just, you know, kicking butt and taking names, right? And so you have to have each of those. And so I would, I would come up with an issue or problem or something I needed to sound board, and I would select wisely to those that could answer or help me think outside of the box, or help me, you know, be that wild card to, you know, just take the risk, right? But when it comes to that, you you do these things and you grow and you take on, how do I say like, stretch goals, right? But there, if you don't have a sponsor, which is critical to all these mentors and coaches, but if you don't have a sponsor, there's not somebody advocating for you, someone who's guiding you or providing advice. They they go beyond that, actually, but they there. It's the risk taker. So you're going to find your sponsors and the risk takers. So you're gonna have to, you know how people say go and find your helpers out there. I say go and find the risk takers. I'm personally, if you know there's, there's some tests out there, I pop up at about 97% risk taker. Now, don't get me wrong, I'm a risk taker, but it's calculated risk, it's informed risk. I'll take that risk, but it's, I'm calculated, informed first, right? You got to find those risk takers, because what it is is we're investing in that person, right? We're saying, Here's a stretch goal. Go after it. I'll help guide and, you know, help support you and whatever means, but go, take initiative and go far. Go fast. Fail hard, fail fast. And those are those opportunities for people. They need to raise their hand and say, I'm going to take these stretch goals. I need someone to sponsor me. I'm I want to grow. I want to move. I want them to see something. I want them to see that. I don't just have a cape for A, B and C, but let me show them I can go outside the box, and I can show leadership, or I can show, you know, project management to the excellence, right? So we take that risk and throwing stretch goals out to them. We take that risk and investing in them, and because we see the potential in them. And so I think that that's why we don't see as many sponsors, is there's a lot more risk to it, because if I say Bob is amazing at A, B and C, we need to invest in him, or we need him to grow into the director position, or we need him to look outside his strengths, or outside of just radiology. Let's take him and move him to ancillary. What is it that we can help them do? Right? But when you say that, and you sponsor them, and you're investing in them, and then it doesn't work out. It's on you, right? And so I think it's a high risk. And don't get me wrong, I've gotten it wrong so many times, but I'm always willing to go back and take that, that chance. They have to invest them, you know, I can't just be the full investment. They have to be 50% in Right, right, right, so, but I've never regretted any one of them,
Megan Antonelli 9:45 yeah, but
Anna Turman 9:46 it is a high risk, right? So I think that that's where maybe the sponsorships don't get as much credit, is that it's quiet sometimes and silent and it's not, hey, I you know, I've guided you, and we've got this structure. And. At the end of the year, we look at it, we say, congratulations, you did well, you're moving on. It's, it's more of the silent risk that you take in investing in people, right?
Megan Antonelli 10:08 Well, and it is, right? And, you know, in a place in healthcare where things are so, you know, sort of risk averse. And there's, you know, in every field, there's a CYA, you know, element of you don't want to put your neck out there for someone, because you don't know when you're going when you're going to get burned and and that. But it is so important to both show that you're, you know, you're willing to take that step and be that leader and get people to sponsor you, but also to sponsor and I mean, from what it sounds like, I mean in terms of that advisory council that you are you're building, I mean, I imagine that also translates almost, you know, into when you're building teams too. And high performing teams is to look for those types of people to kind of push that team forward, you know, in any discipline or any area, right, right?
Anna Turman 10:57 It's that diverse thought or wisdom, and it comes to you were talking a little bit about situational awareness, right? I like to build those teams with that diverse thought, that diverse experience, that diverse knowledge, because it comes back to I get it wrong. I've invested in people and gotten it wrong. I've been wrong before. I'm wrong a lot. I'm gonna admit that out for everybody, but that's why I want to build my team of smart folks who can hold me to the fire and say, No, you're wrong, right? It's had the experience that says I've done that before. Maybe we should do it from this angle, right? I call it wisdom, right? It's that past knowledge and experience and that diversity of thought. But when it comes to building the team and having all that, you still have to also have that. Coming back to situational awareness is having that present. So wisdom is kind of the past, and it's that present diversity to knowing your room, knowing how diverse that is, because all teams are going to be diverse, and trying to account for them. I kind of use the 8020 rule as often as possible. You know, speak to the 80% focus on the 80% but you have to know the 20% that you know why they could be not engaging, or why they could be not getting ready to, you know, adapt or adopt, right? And so when you look at teams in general, it's not just your team of diversity. You got to realize everybody else has those diverse thoughts, and you have to account for it and make sure that you're aware of who they are and what they could possibly be thinking, right? And
Megan Antonelli 12:45 I think in healthcare, it's so important. I mean, we're actually, you know, when you think about that, like multi generational workforce, you know, healthcare still maintains that, right? It's still going to have a lot of, you know, you don't age out of a healthcare the way you do out of many jobs, you know. I mean, you know, nurses, doctors and and, you know, admin stay on, and it's a great thing, because that experience is so important. But it means that diversity, just by that sheer nature of where people, how many years people have worked in an organization, you know, gives them very different perspectives. So I think that's so important, when you think about that, and, and you know how healthcare moves forward, especially with technology, right? I mean, they come, come from different places. How have you kind of managed that, and in looking at it? And the other thing that, you know, I'm a New Yorker, so, like, I have that whole type a whatever. And also, you know, not a lot of self awareness. New York is the center of the world and and then I moved to California, and I thought, oh, you know, I guess there's other places, but still sort of urban. But I always, you know, as I get more exposed and educated, and, you know, grow some wisdom, you realize that everybody comes from very different places. And, of course, you've worked in Nebraska and other other areas you've had, you know, managing different healthcare organizations, so that kind of diversity. So what's some of your experience around that, that you think, especially as we look to, you know, this changing workforce kind of matters in that, yeah,
Anna Turman 14:20 you know, honestly, I talked a lot about, you know, that that wisdom and in the being present in the present, but it really comes down to, like you said, self awareness. And a lot of that self awareness is asking folks to be present in that moment, to soak in what's going on in that moment. Because a lot of our, lot of our thoughts and and feelings come from what's in the past or what's happening to us. You know, yesterday, we're still upset about something, or potential uncertainty of the future. Maybe their family member is sick and in the hospital. So there's all these things that could be impacting them, and it's and it's trying to get everybody to be present in a meeting virtually. Is interesting. Um. Yeah, and when they have so many distractions, emotionally, mentally, work wise. I mean, we go from chat to email to phone calls, you know, it's, it's incredible how we expect people to be present and, well, right? I do a lot of rounding so I connect with folks. I think that's really critical to deeply connect with them. And how I not just deeply connect in person, but virtually. I deeply Connect. I have regular, what I call pulse checks, or, you know, most people call them one on ones, but it's less structure. Again, I thrive in chaos, structured chaos, but I want them to have that time to just whatever's on their mind that they communicate with me. It's not me saying, Hey, have you done A, B, C, D and E? That should be done in meetings, right? That should be done in strategy or, etc, in that one on one. It's what's on your mind today, what's going on with you. And a lot of the time I, you know, I find out somebody has a back pain and they're literally having the conversation laying down on the couch, right? Or, you know, they haven't been able to get up, right? Or, you know, something from, let me tell you about my kids and their success today. I'm so excited they're going to state track, right? It's all those things, and it helps connect. But the biggest piece is it helps build that trust with them, that I want to hear about them, I'm listening, I'm seeking to understand them better so I can seek to understand how to invest in them, lift them up, and to be better in general. So I think that's a big thing. When we're virtual, we we're going so fast, we're so distracted that we're not in the present moment to remember that that human being is a person on the other side who is maybe didn't get breakfast and they're hangry, or, you know, maybe their kid just, you know, got in a car accident. There's so many things,
Megan Antonelli 16:55 so many. Yeah, no, it is, it is. It's an amazing I mean, we're so highly distracted, right? And then we've added this layer of kind of distance and technology to it, and to think, you know, when working in a health system, and there's a ton, you know, there's a ton that haven't gone remote fully, and there's a ton that are trying to bring it back. But I went to, I think it was last year, it was I methods meeting, and they were, they had auction or there, and that team still, a lot of them being virtual, and all the different things that they're doing to sort of stay connected and be connected, you know. And again, that, you know, it's very cultural in terms of, how do you motivate people to come back to the office, you know, even if it's for a short period of time, so that you can create those connections, and so that even the foundation for that listening and connection is there. But I love you know, the that what you talked about in terms of grounding, and that just that importance of making those touch points with your teams and getting, you know, getting them engaged when it comes to kind of leadership, and we talked a little bit about this around, you know, we're our own worst critics, right? So that self awareness piece and kind of how we kind of move to that place of, you know, both confidence and we can take the time, right? Because I think some people, you know, for some people, it comes naturally to open up and to show Yes, I have a vulnerability. I'm sitting on the couch I or my kids are driving me crazy, or all those things all at once. Maybe, what is, you know, what do you what do you think to other leaders out there, how to, how to kind of create that sort of safe place, safe space for people to, you know, be able to communicate like that.
Anna Turman 18:44 I find it's it's interesting that the further down the road, or the more that these kind of settings you've had, these opportunities, you've created, is creating those opportunities, they start opening up more, or they start building that it's that trust and that relationship. So I think the biggest thing is make being opportunistic and creating those opportunities for them to communicate. And honestly, I like how you're saying, we're, you know, critics, and I'm not perfect, and a lot of the times when I'm talking to them, I make sure I say, Hey, I'm going to be vulnerable right now. I had that. I did this seven years ago, and this was a big issue, and I I had to figure out how to be resilient through that, right? Well, how you have to grace is growth. You're not growing if you're not uncomfortable and you're not doing something uncomfortable, and then giving yourself grace to the fact that that's the first time you've done it and you didn't do it well, but you know how not to do it next time, right? So also helping them understand that fail hard and fail fast, right? That is one of my. My guiding principles is, fail hard, fail fast, and success will follow. And just don't do it twice, right? So we have to learn to give ourselves grace, or a lot of humans are competitive by nature. I'm more competitive as in, I'm competitive with myself. If I'm not doing better tomorrow than I did today, then I'm doing something wrong. And if you give ourselves grace to realize, hey, I did something new today, because we do, we we change and do something new every day. It's just small, minor things you just don't notice. Right? If I don't give myself grace, then it's just going to pile on top of my shoulders. So I'm constantly reminding folks, it's, it's important to tell me that you made a mistake, and we'll get through this, and you have the grace to get through it, but don't do it again. Yeah, maybe that's, maybe that's the competitive part of me. Yeah, it jumps down says, Don't do it again. No,
Megan Antonelli 20:53 but it is. I mean, I think in healthcare too, where it's, you know, it's so complicated and complex and stressful and, you know, disruptive. You know, there's so many things. And you know, we used to talk about how it moves so slowly, but it's moving pretty fast now. And there's certain things that are changing fast, and certainly new technologies coming at folks all the time. And you know, stuff happens, whether it's a security breach or, you know, a mistake being made on a you know, and if you don't have that vulnerability, you know, or ability to be vulnerable and admit failure, that's when the things really can get dangerous. So I think that's also incredibly important. Now, a little bird might have mentioned to me that you're also quite creative, and you have a bit of an artist as well. So not only are you, you know, an incredible leader, multi talented, but you're also creative. And I bring it up because at health impact, we do, we have been focusing on, you can see, actually, my, my backdrop is art that was made at our, our conference. And we talk a lot about kind of how art is medicine and art is healing. But I think also there's this, this connection piece, and as healthcare is moving to this fate, you know, sort of AI is coming in, technology is coming in, there's like a, you know, there arguably some dehumanization with this technology transformation. What are your thoughts on that, in terms of both the intersection of kind of artist medicine, but also that you know how to keep healthcare human.
Anna Turman 22:22 So I agree with the change. We are constantly changing, and we need to build resilience in folks, and we need to be creative, to think fast. You know, it's we're changing product. Let's see we implement. We're changing something, and it's this long process of implementing. But how do we start thinking quicker and thinking more creatively, right? And that little bird? Thank you so much. Yes, I you don't, you didn't say that all the accolades. I have a fine arts degree. At my original I have a master's in healthcare administration. We're okay, right? But I have a fine arts degree. I am an artist by trade. This is a secret. It's a secret. So I am naturally very creative minded. I love the arts, and I have noticed, interestingly enough, a lot of it, folks, and someday I'm going to prove my theory. But a lot of our it, folks have a very creative mind, or are in the arts. They're either they play the piano beautifully, but they're also a coder on the side, right? So there's, there's all these things that is interesting. If you start to dig into ask your next it friend, what is it? Do you sing? Well, do you what art do they do? Right? I wouldn't be surprised if they had one. Mine is I have ideas. I have 1000s and 1000s. I'm just ideation galore. But I tell people on a regular basis I have 1000s ideas, and I'm going to throw them out there until you're rolling your eyes and saying, those are all terrible, until you start giving me some good ones. So I love being soundboarding. I toss them out there, terrible ideas. You know, we, you know, we have HL seven issue. We tossing out days. Do we think about doing this? Do we do think about doing that? And they're like, Oh, that is the worst idea. I was like, Yes, keep keep it coming. Like, tell me what is the better idea, right? Because 1% of my ideas are good, I may have 1,001% will be good. It's the point of having these amazing people around me. They're the ideators. They're going to be triggered by something stupid I said, and they're going to say, oh, you know, have you thought of this? So that's all I'm doing. I'm like, inspiring or triggering or engaging them to toss their ideas out. Yes, there is probably some, like, you talked a little vulnerability in there. I'm like, here's a really terrible idea, right? I could be very honest with it, or I could have some ones I think are good and find out I'm not as bright as in the brightest. Person in the room, and that's okay. I prefer that to be the brightest person in the room, but that's how I kind of create that ideation. I'm saying what, what is it you think we can do? Right? And in a way, that says, here's all these really terrible ones, yours is going to be better. So don't tell me. It's a I say there's no dumb questions. There also are no dumb ideas, right? Everybody says no dumb questions. I say there's no dumb ideas, but,
Megan Antonelli 25:23 yeah, well, and it's so important in that. I mean, I think, you know, as a as someone who's managed people like, if, if it stops, if the conversation stops, and one, if they stop telling you you're wrong, or if they stop throwing out their ideas, then something's broken, you know. And so I think you're spot on with all of that in terms of, you know, how to inspire innovation and in a highly stressful and, you know, changing environment, you know, so really important. Well, you talked a little bit about, you know, well, we talked a little bit about the multi generational and I think I've heard you speak a little bit around like staying proactively relevant, right? I mean, and that, I think, is around that, that touch point, you know, keep keeping connected with your organization. Tell me a little bit about about that, and how you do that, and as you, you know, continue to grow in your career, maybe CFO is next.
Anna Turman 26:21 So if I think that's funny, you said maybe the CFO is next. I I'm not big on titles. I'm big on where can I make an impact, right? So if I'm needed somewhere and I jump in, I say that is something that's going to challenge me and make me excited, and I'm going to jump in honestly. Relevance to me is less about what kind of tech relevance, because I'm going to dig in, I'm gonna get my hands dirty if I don't know something and learn and make sure I can help enable something, right? But to me, it's knowing what their needs are, or their issues or concerns and what their goals are, and you know how I can get them there. That's relevance for me. Relevance is knowing my people that I serve. It's relevance. Knowing I'm relevant if I know my my employees and how I can serve them, I'm relevant if I know how to serve the business. So, yeah, I mean, I don't think CFO would be my next one, because my math is incredible. But you know, it could be anything I just as long as I'm serving and making sure that they're reaching their goals. It's that whole excellence. My IT team isn't going to be a team of excellence if they're just delivering it and implementing products, whether it's on time or, you know, before then maybe they're great team because they delivered, you know, before time and under budget, right? But they're not a team of excellence unless they're delivering their their business partners or their customers, or the the business itself, their goals. So like the presidents of the hospitals, as a CIO, did I help them reduce their los days, right? Did I, whatever their goals are? Did we, as an IT team, you know, help them elevate themselves and achieve their goals? If they're not achieving their goals, then, yeah, we're actually not very good at our job.
Megan Antonelli 28:16 Yeah? No. I mean, I think, and I think you've said so much around kind of the CEO, you know, CIO, and the tech, the IT roles in that the techs are often so creative, and they get such a great perspective of what's going on in the organization, because they're the problem solvers. So the problem solvers and the innovators, and they're the ones who kind of hear all of that stuff and have to take it there. So not only have you painted an amazing picture about how to be a leader, but also for folks just coming in to look at where they can go from, you know, being on, you know, an IT Engineering team, all the way through to from CIO to COO, and I think we're seeing a lot of that as you know, technology was once, you know, and in some, in some cases, problematically, so, kind of in a silo. And now it is everything and everywhere, and very much touches operations and, you know, of course, the finance and clinical and depending on where your strong suit is, you know, you can then, you know, move and certainly make an impact on all of those sides of the business. But as we talk about CFOs and finance, you are speaking, and that is why Sam introduced us at the HFMA So Cal women's leadership, disruptive Leadership Summit in Long Beach this July, which is the second time we've held this. Tell us a little bit about what, what Sam has told you maybe you should talk about,
Anna Turman 29:43 you know, I, I think he just pinpointed me as as a disruptive leader, because, again, I thrive in chaos. I love a good challenge. I like to in any of my previous teams, past teams, current teams, you can ask them. Yeah, I love to help them feel uncomfortable. So when uncomfortable happens, they don't feel uncomfortable, right? So when we have a crisis or an implementation, they're uncomfortable. They've been uncomfortable before, so I make them uncomfortable, right? It's things like, okay, for example, I couldn't stand wearing dresses I was a suits girl heels and suits girl heels and suits girl and I decided when I was getting my masters, I was like, You know what? I need more growth than just learning this information. I need to grow deeply, right? And so I thought, I hate dresses. How about I make it an interesting challenge, which won't make sense to anybody else but me, who thrives in chaos. But if I get a 4.0 for every 4.0 I get, I buy a dress and I wear it to work, right? I hate dresses. I graduated the 4.0 so I have lots of dresses now, and I was uncomfortable wearing those dresses. It was uncomfortable right now. Now I love dresses. I You can't hardly get me in a suit now. So it's that, you know, that disruptive, like, let's be uncomfortable. I think that's a lot of that disruption is, I think it naturally comes to me to say, I am going to disrupt my life and be uncomfortable so that I can figure out how to do the hard, because nothing's easy, and we grow from the hard. And I want to try to enable others to do that as well. Let's grow from the hard. Let's grow from the challenges. Let's grow from those stretch goals, you know. And I'm going to be completely honest again, when he asked, I was like, you know, there's much better people out there this there's so many amazing leaders critics. I am. I'm my own, my own worst critic, because there are, there's amazing people out there, and I personally believe I'm just speaking to art. I'm just a curator. I'm a curator as a leader. I i bring all this beautiful artwork into a room and I give it, you know, I do the research, and I say, this is the purpose, the meaning, the impact, the outcomes. This is the beautiful presentation we have. So I'm just a curator, but, yeah, I said I would do it, because, again, it's uncomfortable, and I think there's better people. And I said, Okay, Anna, you're going against your own, you know, your own thoughts, like you can't tell people to do something and not do it yourself. So I was like, Okay, I'm uncomfortable, but I'll do it. So that's how I got something,
Megan Antonelli 32:24 and I'm so glad he did, because I know you're going to be amazing, and it is going to be amazing, and it is a wonderful room full of sponsors and potential, you know, mentors and sponsors and and lots of men and and women coming together and talking about leadership in general. But you know, what you've talked about today is an amazing kind of framework for what we'll we'll talk about there, and I think it will be, I look forward to both meeting you in person, but also having you be part of that. Because it is, it was, it was a special event, for sure. And I, I go to a lot of them, and while I always pretend everyone is special, they're not,
Anna Turman 33:05 well, you're a beautiful soul, and I am. It's been lovely having a conversation with you. So thank you for inviting Absolutely.
Megan Antonelli 33:11 I am. I'm honored. And, you know, really excited to get to know you better. And, you know, introduce you to folks. And you know, kind of have, you know, enjoy that time, both in Long Beach, but otherwise too. But so thank you so much for joining us today. Anna, thank you for sharing your insights on leadership excellence and the power of sponsorship and practical frameworks for driving successful healthcare IT teams and thank you to our listeners for being here today. Be sure to join us in July in Long Beach at the Women's disruptive Leadership Summit and to meet Anna and learn more. Thanks again. That's digital health talks, and this is Megan Antonelli signing off.
Thank You 33:55 Thank you for joining us on digital health talks, where we explore the intersection of healthcare and technology with leaders who are transforming patient care. This episode was brought to you by our valued program partners, automation anywhere, revolutionizing healthcare workflows through Intelligent Automation, netera, advancing contactless vital signs, monitoring elite groups, delivering strategic healthcare, IT solutions, sell point, securing healthcare, identity management and access governance. Your engagement helps drive the future of healthcare innovation. Subscribe to digital health talks on your preferred podcast platform. Share these insights with your network and follow us on LinkedIn for exclusive content and updates. Ready to connect with healthcare technology leaders in person. Join us at the next health impact event. Visit health impactforum.com for dates and registration. Until next time, this is digital health talk. Where change makers come together to fix healthcare. You.