Impact Unfiltered
Humanizing Healthcare Through Culture, Empathy, and Technology with Jason M. Raidbard
Welcome to another episode of Impact Unfiltered, where we dive deep into honest conversations with leaders creating real change in healthcare and beyond. Host Stuart sits down with Jason M. Raidbard, Executive Administrator for the Department of Ophthalmology at the University of Chicago, who works in a dyad with the chair to lead the department's strategy, finance, and operations. A politics major who once planned to be an attorney, Jason came to healthcare through public administration and a chance clinic opportunity in 2003, and traces his why to a childhood spent tongue-tied and in speech therapy. Together, they explore why wellness and engagement sit at the core of leadership, why your people already know how to fix the problems if the culture lets them speak up, and how a leader is defined by the worst moments rather than the best. Jason talks candidly about burnout, the KPIs healthcare got wrong, serving Chicago's most vulnerable communities, and governing AI in what he calls the Wild West. Tune in for an honest look at keeping people at the center of a complex system. 1. Introduction to Impact Unfiltered and Episode Overview Real conversations with leaders driving change in healthcare, business, and community Host Stuart welcomes Jason M. Raidbard, Executive Administrator for Ophthalmology at the University of Chicago Themes: culture, wellness and engagement, burnout, and the thoughtful adoption of AI 2. An Unlikely Path from Politics into Healthcare A politics major who assumed he would become an attorney Came to healthcare through public administration and a chance clinic role in 2003 Nearly 24 years in, now a little over four years as Executive Administrator for Ophthalmology 3. His Why: A Childhood Speech Journey Was born tongue-tied and stayed quiet until it was surgically repaired at seven Two years of speech therapy showed him early how much it matters when people help The healthcare calling took root young but grew only after that 2003 opportunity 4. Defining Impact: Wellness, Engagement, and Connection Names wellness and engagement as his core focus as a leader Insists on genuine connection with everyone, from the C-suite to the EVS staff Pairs acknowledgment and thanks with real accountability for the team 5. Impact at the Macro Level: Culture That Walks the Walk Just completed enterprise-wide engagement surveys and is acting on the scores Credits new mission and values plus strong C-suite leaders for the culture Says the University of Chicago genuinely lives its mission every day 6. Serving the South Side of Chicago Aims to provide care second to none in the Hyde Park neighborhood Serves some of the most vulnerable, impoverished communities in the region Values groundbreaking research and exceptional training alongside patient care 7. Rethinking KPIs and Addressing Burnout Says healthcare focused on the wrong measures too long, with staff paying the price Sees burnout everywhere and stresses building a culture where people speak up Notes labor shortages and the rising cost of replacing staff who leave 8. Handling the Worst Moments Argues everyone hits a breaking point, even with the best resources Says a leader is defined by how they handle the worst moments, not the best Without genuine connection beforehand, it is hard to understand why someone struggles 9. Governing and Using AI Thoughtfully Calls the current AI market the Wild West and expects it to consolidate over time Credits the health system's AI governance committee for vetting what is safe Frames AI as a way to supplement work and expand access, not replace human connection 10. Looking Ahead, Advice, and Where to Connect Is most excited by improvements in care coordination and virtual care that expand access Advises staying true to yourself and letting go of perfectionism, wisdom from a mentor Invites people to connect on LinkedIn, where he shares knowledge freely
