Nattie Leger, Vice President of Supply Chain Value and Clinical Performance, Ochsner Health, New Orleans, Louisiana
Editor’s note: The following interview originally ran in the December 2021 issue of The Journal of Healthcare Contracting, a sister publication of Repertoire Magazine.
The Journal of Healthcare Contracting (JHC): You’ve had extensive clinical and nursing experience prior to your time in supply chain. Can you talk about the benefits of having that experience?
Nattie Leger: My responsibility at Ochsner is to lead clinical supply chain or the clinical integration of supply chain. I believe it’s critical to have a clinical and nursing background because it provides me with the ability to evaluate situations through a different lens. Seeing through a clinical lens allows me to see how our Supply Chain decisions will impact our clinicians and patients. For example, when I’m partnering with our sourcing team on executing a contract, I can add clinical content that could have impact downstream with our clinicians or the patients that we serve.
In addition, my clinical experience enhances my ability to collaborate with clinicians in the pursuit of triple aim initiatives, focusing on quality, patient safety, clinical outcomes, while being financially responsible and good stewards of our resources.
JHC: Moving forward, what project or initiative are you looking forward to working on?
Leger: The past year and a half has been the most challenging period that I’ve experienced in my career. In 2005, I went through Hurricane Katrina, but with a global pandemic topped with Hurricane Ida this year, now this was a huge curve ball. As we move on from a reactionary response to the pandemic and hurricane we are shifting and working on several key initiatives.
We’re integrating with other health systems to become stronger and able to provide services to a larger number of communities. We recently merged with a health system in Southwest Louisiana. Our vision at Ochsner is to be able to provide healthcare to all of Louisiana and reaching out to the Gulf Coast. Our mantra as we go forward with Ochsner Health is not only focusing on acute care, but how do we increase optimal health in our community?
If you look at the health statistics, Louisiana usually ranks as the 49th or 50th state because we have a large percentage of low-income citizens with health issues and an inability to access health care. So, our population health isn’t the best. Ochsner has taken on the challenge “40 by 30.” By 2030, the goal is to move Louisiana from 49th or 50th to at least the 40th state in the rankings. And how does our healthcare supply chain impact that?
Supply Chain is partnering in this initiative, by reaching out into our community and working with local and diverse companies to become Ochsner vendors which in turn improves our community. In addition, Supply Chain supports the local community-based facilities that are providing high-quality care to our at-risk populations.
JHC: What characteristics are key for supply chain leaders to see success for themselves and their departments?
Leger: I believe whether you’re in supply chain or another division, you must be a servant leader and be humble. You must be resilient, stay positive, be a good listener, communicator, and a visionary. And you cannot shy away from difficult situations.
Those are some key characteristics you must have, whether you’re dealing with a pandemic or the global disruption supply chain, which is just as traumatic right now. Embodying these characteristics will set you up for success.
JHC: How do you continue to grow and develop as a leader?
Leger: There are always opportunities to grow, but you must seek and embrace the opportunities. Some examples are being well-read and seeking the advice from people in other leadership positions, inside and outside of healthcare. Then I incorporate these new strengths into my leadership style and development.
Years ago, as a clinical leader, I learned an important fact about appropriate communication skills from the airline industry. For example, how often do you want planes to take off and land safely? Is 80% of the time OK? Is 90% of the time OK? Or are you looking for that 100% of the time?
To avoid miscommunications, the airline industry identified that the pilot, and tower had to be sending and receiving the same communications with each other to avoid crashes. So, when I am communicating with individuals, I want to ensure I am receiving and sending correct information to avoid any miscommunications, because my miscommunications could put patients at risk.
JHC: How have you managed to stay motivated despite all the disruptions and challenges?
Leger: It’s been an extremely challenging time. In addition to all the disruptions, there was an added stress of not wanting to fail your clinicians during the pandemic. If you failed to secure PPE that was needed, not only were you failing your clinicians in their job, but you were also putting them at risk for injury or death due to their exposure to COVID. Our ultimate responsibility in healthcare is to our patients. But with COVID, it gave you an even greater challenge of responsibility to your clinicians. And failure was not an option.
So, during these extreme times, you must stay strong and focused to be able to lead your team. First, you must take care of yourself before you can take care of others. Stay positive, identify the small wins, and know your lines of support. It takes a village to accomplish great things.