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Understanding the Human Story: July 23, 2020

Understanding the Human Story: July 23, 2020

Americans are learning to live/work/play/learn with the virus.  Following are some of the key storylines from our tracking data:

  • Despite an increase in cases, and a recognition of that increase, Americans are less likely to believe there will be a second round of sheltering in place.
  • An increasing number are returning to work, personal travel and day-to-day activities like worship services.
  • The personal impact is seen as a long-term problem for the first time in our tracking.
  • Economic outlook of Americans continues to sour.
  • Americans are more cautious, but highly negative emotions like fear and anger are steady.

Our report with the latest tracking data, charts, and storylines from our biweekly national omnibus survey, the Heart+Mind Pulse, can be downloaded using the following link:

GET THE CHARTS

Data Source: Heart+Mind Strategies fielded a series of questions 7/22-23/2020 via an online survey.  

Sample: n=1,020 US Adults 18+

Topics: We explored attitudes, feelings, and actions with respect to the COVID-19 crisis. This provides a quick look at the key storylines we uncovered by quickly digging into the data set.

Thoughts From Our Virtual Roundtable, 06.15

We push pause for one hour each week to talk, share, and listen to 60+ clients and partners who are participating in our Virtual Roundtable. As business leaders, employers, and human beings, this group discusses the impact of the latest COVID-19 developments, and ideas to help each other navigate the changing reality.

These are the topics discussed on June 15th. We hope these can help you and your teams as you make decisions moving ahead.


Implications to Date: Our Top 10 List

  1. Nothing is settled yet. We are not in a “new normal” yet. Don’t plan and don’t communicate like it is.  Yes, things will settle.
  1. Adapt and act. Don’t be afraid to fail with some. Thoughtful action matters right now.  You have a real window to innovate – seek opportunity and not only to manage risk.
  1. But keep your eye on the long-term impact. Short-term, quick fixes are not enough.
  1. Your focus should be on adapting to “living with the virus” rather than “surviving”.  Consider how that framing shifts the way you see your role in the solutions you deploy. 
  1. Macro to micro matters. Needs and reactions can vary widely. Understand the segments that matter in your sector how you need to adapt in delivery in different situations.
  1. Most of the country will take a concerned realist approach to these crises (55%). The rest will emotionally respond in polar opposites – anxiously worried OR hopefully optimistic. This has been the only constant in our data. Find your people on this spectrum and adapt accordingly.
  1. Discover how the fundamentals of the human journey are changing right now in your space (needs, process, and expectations). Map solutions against the role you can play to help people pursue what they are after in a way that is unique and authentic to who and what you are.
  1. Acceleration to digital is obvious. But it isn’t that simple. And it doesn’t work for everyone, especially generational realities. Consider the full experience as you rapidly deploy. Both matter. 
  1. Anger is building. Know where your employees stand. Increase listening posts and provide safe and meaningful outlets for civil dialogue. We’re missing it in most of our institutions. Fill that gap. 
  1. We are facing big issues we won’t solve. But there may be ways to boost a sense of belonging or a respite for peace of mind in the slice of life you control. Find ways to meaningfully help people feel accepted. Do it. Don’t say it.

SURVEY DATA

Please reference the additional documents provided for our weekly tracking data findings and slides that we have shared.

Also, please go to http://heartandmindstrategies.com/covid-19/ to access any of this information at any time. Please feel free to share and use however is most helpful for you.

Understanding the Human Story: June 11, 2020

Heart+Mind Strategies fielded a series of questions June 10-11, 2020 via an online survey.

Access the full report here: Download PDF. Please contact us if you would like access to the crosstabs.


NOTE: Findings based on preliminary data.

America Puts More Focus on Economy

Despite rating public health as worse than the economy, Americans once again believe we should be focusing more on a balance of the economy and public health than a sole focus on public health.


“Time to Reopen” Ticks Up

More Americans than ever support relaxing restrictions and stay-at-home order.

While more Americans support reopening, the majority of Americans still believe the coronavirus is a threat.


Americans View on the Impact of Coronavirus

Key expected negative impacts are dropping.

Most expect US economy impact to last over a year.

Half are still hoping for a shorter personal impact.

Many expect travel and large public events to be something they get back to in about half a year or more.

There has been a significant increase in the number of Americans who plan to eat at a restaurant in the next month.


New Behavior That Will Stick

Entertainment and connection with family and friends are routines that are most missed but new behaviors have been formed that many people expect will continue post-COVID.


Faith is Still Important During Pandemic

Four in ten Americans say faith is important to them during the pandemic.  For most, practicing their faith during the outbreak means praying at home.  One in five have been watching worship services online.


Assembly Rights Seen as Dangerous in Current Environment Regardless of Reason

A great majority (81%) believe it is likely that continuing public protests will lead to a spike in cases.


Positive Emotions Are On the Rise

We see an increase in positive feelings of being hopeful, optimistic, determined, and confident.

But there is still a mix of negative emotions.  A third of Americans say they feel “hopeful” (32%) and the same percentage say they feel “anger” (31%) right now.  Only 8% share both emotions.


The Erosion of Unity
More African Americans see unity


Trust Continues to Decline

Trust in the Federal Government declines down to its lowest point since the COVID crisis began in March.

Trust in the WHO also drops to its lowest point.

There is a continuous decline in trust in online search engines and other media, especially broadcast news.


Societal Changes

There has been a dramatic increase in the number of people who are hopeful because they believe the current situation is providing an opportunity for much needed larger societal change.

African Americans are the most optimistic, compared to other groups.

When contrasted with the severe public health crisis, Americans are wary of allowing protests.

But, in absolute terms, most agree that the right to protest and assemble should not be limited.


Data Source: Heart+Mind Strategies fielded a series of questions 6/10-11/2020 via an online survey. Access the full report here: Download PDF.  

Sample: n=1,019 US Adults 18+

Topics: We explored attitudes, feelings, and actions with respect to the COVID-19 crisis. This provides a quick look at the key storylines we uncovered by quickly digging into the data set.

Thoughts From Our Virtual Roundtable, 06.05

We push pause for one hour each week to talk, share, and listen to 60+ clients and partners who are participating in our Virtual Roundtable. As business leaders, employers, and human beings, this group discusses the impact of the latest COVID-19 developments, and ideas to help each other navigate the changing reality.

These are the topics discussed on June 5th. We hope these can help you and your teams as you make decisions moving ahead.


How Business is Responding as Americans Are Struggling to Pay Bills

While leading economic indicators have seen historic decline during COVID-19, Americans, especially younger generations, and people of color, are experiencing a significant impact on their employment and earnings.   Millennial’s were just beginning to recover from the 2008 recession before the pandemic hit – few have had a chance to build savings, purchase a home, and significantly reduce debt and student loans.  Gen Z , just now graduating from college, are facing student debt yet limited internship and job market prospects.

Hispanic Americans (51%) are seeing the greatest impact on employment during COVID-19, followed by Black (45%) Asian (44%) and White ( 31%) Americans.  For these more impacted groups of Americans, the pandemic is having a profound impact on their economic purchasing power and decreasing their sense of personal security, happiness, productivity, success, and sense of accomplishment.

As Americans have increased concern over their ability to pay monthly bills – they place highest priority on their basic needs of food, shelter, and electricity, followed by health insurance and medications.

In late April, nearly half of the public (48%) said business was doing an Excellent/Very Good job in their response to the crisis.  However, since that time we have seen that metric dip to 39%.  Only one-in-four Gen Z and Black Americans, and one-in-three Millennials and Hispanic Americans say business is doing an Excellent/Very Good job in their response today.

What actions are businesses taking to understand and respond to customer expectations and needs, particularly to those most vulnerable?

Americans say that some businesses have worked with them to provide access to programs that support deferments or partial payments of bills, while others mention refunds, free access to the internet/hot spots, or free apps and entertainment services from companies.  The public also recognizes the efforts of companies doing good for others in the community in which they operate.

USAA gave me a 20% premium reduction for my automobile insurance. Panera Bread gave me a free bagel every day for one week. …Lexus offered to personally pick up and return my car.

My bank is waving all monthly fees for customers. That is helpful because the monthly fee is not good to pay. My cell phone company also increases the data speeds in my area.

Southwest airlines is rewarding double points for each flight that is bought. Delta is allowing free changes and vouchers for cancelled flights.

Cell phone companies have given extra data usage, car insurance companies have given a credit on premium, and cable and satellite providers have given free usage of pay stations.


Highlighting Business Actions in the Housing and Electricity Industries

Freddie Mac

For homeowners, Freddie Mac is offering mortgage relief options for borrowers affected by COVID-19, including:

  • Providing mortgage forbearance for up to 12 months;
  • Waiving assessments of penalties and late fees; and
  • Offering loan modification options that lower payments or keep payments the same after the forbearance period.

To keep renters in multi-family properties in their homes and to support multi-family borrowers during the COVID-19 pandemic, they allow multi-family borrowers with a fully performing loan to defer their loan payments for up to 90 days by showing a COVID-19-related hardship and by gaining lender approval, with the condition those multi-family borrowers suspend all evictions for renters unable to pay rent due to this pandemic.

Additionally, Freddie Mac is providing outreach and education to borrowers and renters through a consumer resource website, MyHome to know their options if they are experiencing hardship.

ComEd

ComEd, an electric utility serving all of northern Illinois, including Chicago, is listening to customer needs and working to provide access to financial assistance, suspend service disconnects, eliminate late fees, provide energy saving tips to reduce bills and how to identify and avoid consumer fraud.

In support of the community, especially parents and teachers working from home and balancing child-care, ComEd has provided  STEM education activities and interactive experiments that can be easily accessed on their website, for customers, their families, and for educators.

ComEd translates company communications into multiple languages and their visual campaigns represent the diverse tapestry of their customers.

 


SURVEY DATA

Please reference the additional documents provided for our weekly tracking data findings and slides that we have shared.

Also, please go to http://heartandmindstrategies.com/covid-19/ to access any of this information at any time. Please feel free to share and use however is most helpful for you.

Understanding the Human Story: May 28, 2020

Heart+Mind Strategies fielded a series of questions May 27-28, 2020 via an online survey.

Access the full report here: Download PDF. Please contact us if you would like access to the crosstabs.


NOTE: Findings based on preliminary data.

Threat Remains + Time to Reopen

Americans still believe the virus is a threat but significantly below the high of 83% in early April. Over half of Americans now agree that is time to reopen.

Almost half of all Americans believe that public health is poor or in crisis.

 


An Economy Focus is Driving Reopen

For the first time a majority of Americans believe the economy will feel the impact of the coronavirus for a year or more.


Is the Income Gap Widening?

Almost 70% of Americans agree that the income gap is widening and 60% agree that we have to require the government to address income inequality.


Eroding Trust

Trust in all levels of government fell this week with state governments continuing to be the most trusted, followed closely by local government, and the federal government significantly lower.

Trust in physicians and hospitals drops.

Trust in online searches and social media continues to decline, along with broadcast news.


Driving us Further Apart

For the first time, more Americans believe the coronavirus crisis is driving us further apart instead of bringing us closer together.


Eroding Hope

Feelings of hope are at their lowest since measurement began. The most common reason for hope is described as people being generally hopeful and continuing to live that way.

Concern is up this week but other more intense negative emotions are down slightly.


COVID-19 Continues to Impact Underlying Values


Social Distancing Behaviors Vary by Region

As Americans begin to socialize again they are making decisions on how they will or will not maximize social distancing.


Returning to “Normal” Activities

There is an increased expectation to return to school and/or daycare soon.

Gym visits are expected later.

More push public events beyond a year.

Expected personal car trips push out.


Data Source: Heart+Mind Strategies fielded a series of questions 5/20-21/2020 via an online survey. Access the full report here: Download PDF.  

Sample: n=1,001 US Adults 18+

Topics: We explored attitudes, feelings, and actions with respect to the COVID-19 crisis. This provides a quick look at the key storylines we uncovered by quickly digging into the data set.

Understanding the Human Story: Storylines From Our National Tracking Survey, Week 10

Heart+Mind Strategies fielded a series of questions May 20-21, 2020 via an online survey.

Access the full report here: Download PDF. Please contact us if you would like access to the crosstabs.


NOTE: Findings based on preliminary data.

More Now Agree it is Time to Reopen

Most believe it is time to end restrictions and rebuild the economy.  The strongest attitudes on the debate are growing on the side of reopening while softening on keeping restrictions in place.

The strongest lift comes from those focused on the economy.


Most See Economy as Worse Off Than Public Health

 


Division is Rising as we Reopen

However, beliefs about reopening are not a sign of solidarity – the pre-pandemic division of opinions appears to be returning.


More Negative Impacts on Life

The shift comes as we see signs of the pandemic wearing on people – a decrease in paying attention to news coverage, increases in belief it is “blown out of proportion”, and more negative impacts on life.


Half of the Country Sees an Economic Impact Lasting More than 1 Year

With that said, we see some negative emotions slightly declining. Overall, the emotional mindset of the country is shifting to a more positive, if not realistic, mindset


The number of Optimists are growing; Worriers continue to fade.


Shifting Views About the Role of Government

The crisis is shifting underlying attitudes about the role of government and even controversial policy positions are showing majority support.

A Majority sees a government role in income inequality.

There is rising support for many key policy changes.


Shifting Behaviors

Looking across the past 10 weeks, online shopping has grown significantly, but in-person shopping appears to be rebuilding slowly.

Acts of service for others has slipped, but time outside and with family/friends without social distancing are increasing.

Hosting social gatherings is expected to start happening more in the next 2-6 months; major events are still further out.



Continued Eroding of Trust

Trust scores continue to erode except for with physicians and hospitals.


Data Source: Heart+Mind Strategies fielded a series of questions 5/20-21/2020 via an online survey. Access the full report here: Download PDF.  

Sample: n=1,006 US Adults 18+

Topics: We explored attitudes, feelings, and actions with respect to the COVID-19 crisis. This provides a quick look at the key storylines we uncovered by quickly digging into the data set.

Understanding the Human Story: Storylines From Our National Tracking Survey, Week 9

Heart+Mind Strategies fielded a series of questions May 13-14, 2020 via an online survey.

Access the full report here: Download PDF. Please contact us if you would like access to the crosstabs.


NOTE: Findings based on preliminary data.

Time to Start Reopening

For the first time in our tracking, a majority of Americans agree it is time to start removing restrictions and orders keeping people at home. Suburban residents are largely unchanged on the issue but urban and rural have made a decisive shift towards reopening in the last week.

 

Some uncertainty but balancing the economy has been building for the past two weeks

 

Negative Emotions Drive Do NOT Reopen POV

Reopen but Not Ready to Get Back to Daily Life

Even though more are saying it’s time to reopen, most do not expect to engage in activities any time soon.

 

Travel and large events are unlikely to return to normal anytime soon.

 

Over one-third of parents do not expect to let their child return to school within the next 6 months.

Changing Behaviors

Most Americans expect to have some behavior change permanently in how they entertain themselves and connect with family/friends coming out of their stay at home experience.

 

Less Fear + More Optimism

There is some evidence of positive emotions building this week as we also saw a slight increase in the Hopeful Optimists group.

 

 

Income Inequality Shifting Expectation of Government

The economic issues are dividing the country on the reopen debate, but uniting the partisan divide on the role of government in addressing income inequality.

 

 

Majority of Americans are now favoring idea of Universal Basic Income

Unsure Who to Trust

Trust continues to be a real issue, and there is evidence as the reopening starts how consumers evaluate corporate America’s response is starting to become more critical.

 

 


Data Source: Heart+Mind Strategies fielded a series of questions 5/13-14/2020 via an online survey. Access the full report here: Download PDF.  

Sample: n=1,010 US Adults 18+

Topics: We explored attitudes, feelings, and actions with respect to the COVID-19 crisis. This provides a quick look at the key storylines we uncovered by quickly digging into the data set.

Thoughts From Our Virtual Roundtable, 05.15

We push pause for one hour each week to talk, share, and listen to 60+ clients and partners who are participating in our Virtual Roundtable. As business leaders, employers, and human beings, this group discusses the impact of the latest COVID-19 developments, and ideas to help each other navigate the changing reality.

These are the topics discussed on May 15th. We hope these can help you and your teams as you make decisions moving ahead.


This past week’s session provided a refreshing look at the future of healthcare in our country and why it matters in the midst of this pandemic. This shareout captures the themes from our Q+A session with Intermountain Healthcare CEO Marc Harrison.

WATCH VIDEO

Takeaways from Q+A with Marc Harrison of Intermountain Healthcare

Marc spent over 40 minutes with us last week discussing a number of topics related to the COVID-19 pandemic and what it is revealing for business leaders. We saw five compelling themes in his message worth your consideration as you navigate your planning needs. Each of the five is our perspective on what Marc shared, and each is followed by specific quotes from Marc during the session.

1. COVID-19 Has Demonstrated “Heads in Beds” Volumetric Model for Healthcare is Wrong

The healthcare industry in the US is too much of the GDP. It has too long been too much about making money instead of keeping people healthy. As health systems have shifted resources to prepare for and deal with COVID-19, they have lost money and let go over 1.4 million healthcare workers. The model is reliant upon fee-for-service and is failing miserably when the services with the highest fees and margins are not able to be performed.

Most healthcare leaders today simply do not know what to do for a different model. There is a lack of business experience and creativity in finding partnership solutions within communities and across sectors that keeps the focus on health instead of on making money on acute care.

Business leaders are impacted by the current model in the costs of care and the opportunity cost from unhealthy and unhappy employees.

Healthcare is 18% to 19% of the GDP and should be more like 7-8%.

I got in a lot of trouble back at JP Morgan in January when I gave a little talk and I pointed everyone in the room and I said, “You guys are the problem.” You’re the reason why the number one cause of bankruptcy in the United States is healthcare.

We are fat and historically it’s been too easy to make money doing the wrong thing.

The number one risk factor for having spine surgery in the United States, and this is old data, but it’s still true, is the number of spine surgeons in your community. So you can perfectly map the likelihood that you’re going to end up on an operating room table for spine surgery based on the number of spine surgeons in your community. That tells you that there’s something fundamentally wrong with how important resources are getting distributed. And Intermountain, we’ve never liked that kind of stuff. And as a payer provider, it’s to our advantage to make sure that people get exactly the right care, as intense as they need to at exactly the right time, but no more than they need.

In general, my peers and I are not the very best business leaders in the United States. And I don’t see enormous creativity in how healthcare systems are getting run. And I think maybe our biggest stumbling block is the skill of the executive teams who are running these systems and the boards of trustees, particularly, for the not-for-profit systems that have actually never challenged those leadership teams to take cost out and make care more affordable. People just don’t know what to do. That means, all they know how to do is put heads in beds.

2. Human and Community Centric Health is Future

A value-based model putting human and community health as the priority and aligning the financial incentive to that outcome is the future.

As this pandemic unfolded in Utah, Intermountain Healthcare had already shifted more than half its revenue to value-based contracts – they receive a fixed amount of money per year to keep someone healthy, they do not receive a fee based upon the procedure performed, etc. Intermountain had also already initiated community partnerships that were immediately activated for COVID-19 needs to help with the community. Utah has responded well to the pandemic. Incredibly, Intermountain has not laid off a single employee, nor have they furloughed anyone, nor have they reduced anyone’s salary. These provide evidence this model works.

For about half of our business, so about $4 billion to $5 billion a year, we’re paid to keep you well. So we get a chunk of money every month and our job is to keep you happy and healthy and out of the hospital, hopefully, and if heaven forbid you need something big done, we’re going to do it really, really well and very efficiently. And if there’s a little bit of money left over, then we go ahead and plough it back into the organization as a whole. If there isn’t, then we’ve got to find it somewhere else. And it’s a fundamentally different way of looking at healthcare.

Half of our business is based on heads and beds, still on volume, but that gets smaller every month, I hope. And we do well when people stay well, which is actually a very healthy way of doing things.

It’s all based on keeping people well. So we’re pretty much the only system in the United States that day after day, we try and live these values. Now there are a lot of risks associated with that, and that’s okay, but right now these investments are looking like they’re pretty much the right thing to do. And our neighbors can see us doing that and they trust you for it.

3. Human-Centric Means Truly Focusing on People

No matter the sector, focusing on people can’t be faked, and when it is authentically done in a consistent manner it yields trust. It requires transparency, leveraging digital solutions, listening and empathy. The priority must be the human need to inform and execute on a model that resonates with the people it is intended to serve. And this requires leadership that acknowledges the everyday realities we all face and treat each other differently with that awareness.

In healthcare this means changed practices. It also means a shift away from an attitude that the patient is “lucky to see me” to the reverse; the provider is privileged to serve the patient and their family. This approach requires a different set of solutions to go beyond physical health to emotional and mental well-being by reaching out to the root cause issues and not addressing the symptoms alone.

For Intermountain during this crisis it has meant answering the difficult question of how we keep every patient as safe as possible and then having the commitment to follow through and execute on that plan. Across every sector, this same question would serve us well as applied to our staff and our customer given the needs they face.

Healthcare is… look you guys know this better than I do, we’re a very arrogant industry. So I’m a pediatric intensivist and sort of deep down in my soul for a long time, I believe people were just really lucky to see me. They were really lucky to have me show up at their kid’s bedside in ICU and take good care of them. And I think that what has changed is I think we should feel lucky to take care of those people, and we should know that.

So whether it’s Telehealth or whether it’s transparency, whether it’s affordability, whether digital front doors and platform-style companies, we need to know that the move away from very traditional healthcare is done. The move has been made, that the genetic code has been changed, now who wins? And hopefully the people who win are the members and the patients and our community members.

This [crisis] has only made [mental health] worse. I think a lot of folks, the adrenaline surge will get them through. And I think that we’re starting to see all the things that you describe. What we know is that the historic approach to behavioral health is just not going to work. We cannot hire enough psychiatrists, psychologists, social workers, et cetera. And actually we really believe that mountains beyond mountains approach to community health workers around behavioral health is actually what it’s going to take to keep our population well.

What I’m hearing or reading is about one out of every four folks who is experiencing what we’re experiencing right now is having a significant behavioral health issue of some sort or another. And as a guy whose kids are in their twenties, I can only imagine what it’s like being… What if you have no resources? What if you don’t have enough money for your next meal? You’re stuck in a house with six little kids running around. I have no idea how people survive this. I mean, this has got be incredibly dangerous, both for the kids, but also for the grownups as well. So I think it’s going to take a different approach. It’s going to be avatars. It’s going to be online. It’s going to be digital. It’s going to be community health workers. It’s not going to be the same old stuff because we can’t afford it. We can’t hire those people.

[ASKED ABOUT DEALING WITH CANCER WHILE ALSO DEALING WITH THIS CRISIS] Everybody is dealing with something. We’re not special at our house, really. Whether it’s marital problems or financial problems or health problems or a kid who’s unwell, I think, all of us who are grown-ups recognize that every other grown-up has something big going on in their life, and it feels big to them. So there’s nothing special about me in this regard. I will say that, probably the thing that is the biggest for me is to recognize that I never worried about losing my job because I was sick. I never worried about losing our house because I was sick.

We’re really pretty fortunate, and that’s not true for most Americans. And it really has put a fine point on things for me to recognize that there’s some stuff that’s really pretty fundamentally wrong about how we’re delivering health to people, and I’ve gotten to see it up close and personal. The only other thing I’ll say that’s really been…

I had a bit of a hospitalization recently getting some stuff squared away. And with the COVID-19 things going on, there were some visitor restrictions which my wife and I complied with, we’re trying and be good citizens, but boy, some of this stuff is lonely and alienating. And I think that making right biomedical decisions is very important, but I think making good human decisions is really important too. So even for a guy who runs a health system or as an ICU doctor like me, trying to make sure that we never ever forget about the people’s stuff, what is somebody going to tell their family at Thanksgiving dinner? That’s really important.

4. Pandemic Can Drive Meaningful Change in Workplace and Employer Responsibility

The current crisis drives home the necessity of looking differently at how employers provide healthcare for its staff. The value-based contracts that have seemed too risky are now more obviously needed at a time when keeping your staff healthy and happy are paramount. Business leaders should explore this approach to pay a healthy system to keep their people healthy.

This crisis has also stirred the very good intentions of most people to be concerned about others and do all they can to help. At a time of division and lack of civility in our public discourse, this presents business leaders a moment in time to inspire and enable and even facilitate efforts to help others do good. Intermountain was able to send 100 doctors to NYC; they had 700 sign up to fill those 100 positions. They were also able to channel an effort of 10,000 volunteers in Utah to make 5 million masks in just one week. Now is the time to lead these efforts with your people.

The remote workplace is even possible within healthcare – they were able to move from 1,000 working remotely to 10,000 in two weeks. And it is opening new opportunities to keep people employed with needs that emerge.

Crisis also yields innovation in how an employer takes on a responsibility to help keep people employed during and beyond this pandemic. The private sector should not wait for government solutions; rather, business should find new ways to cross-train and employee people. Intermountain is rolling out a new approach to commit to 5 years of employment as long as each staff commits to cross-training in three other jobs. Solutions are there when the responsibility and commitment is real.

In a fully employed economy where everyone’s really worried about losing every worker, your HR functions didn’t want to take any kinds of risks at all, that would unsettle your workers, that would have you lose people from your organization to somewhere else. That fear has gone now, folks. Now it’s time to actually figure out how to keep these people well and fully engaged and productive. And I think it’s going to be a very exciting time in healthcare.

Employers should be asking, “How do I go ahead and get a package for my employees so that I pay X amount of money and it keeps them well?” And if it doesn’t work out, then that’s on the payer and the provider to figure out how to make it, make that change happen.

I think the trust piece, a lot of it’s going to revolve around employment, to be honest. So I think this is going to be the interplay between keeping people well, but also keeping them gainfully employed.

We are the largest employer in the state, private employer by almost 2X. We feel that every day. And then you say to yourself, “Okay, so we’re facing potentially great depression levels of unemployment. How do I keep these folks fully engaged in Intermountain’s mission to keep people well, so that they can worry about lots and lots of other things, but they don’t have to worry about whether they can feed their family or not.”

And so I think that we’re going to have to change our value proposition to those workers. So maybe we say to them… I was talking with our chief people officer last night, So maybe we say to them, “Hey, we’re going to guarantee that you keep your job for the next five years, but you’ve got to cross-train in three other jobs besides what you’re doing right now. If you promise you will do that… So maybe you’re going to be an environmental services worker, but you’re also going to understand how to mow the lawn and serve people food. So maybe those are your two other jobs. If you promise to do that, we promise that we’re going to keep you employed and that your family is going to be okay.”

I think it’s going to require just really different kinds of relationships than we’ve actually ever historically done in healthcare, but I also think it’s completely doable.

5. Trust Matters – Keep it Simple and Go Fast

People know when you’re playing games with them. They know when you’re doing your best to look out for them. Trust matters. Trust is earned through consistent actions over time.

At a time of crisis such as this, Marc’s advice is to keep it simple and go fast. Make decisions knowing some won’t be right. But keep moving with an eye on the vision being true to your culture and reason for being. Don’t worry about, or don’t even care what others may think. Set the course and stay on it. Adapt as needed. Find partners who do things better than you and make those “frenemies” in the spirit of building solutions. And, go fast.

People are real smart and they can see folks getting politically whipsawed. The WHO or the CDC, who by the way have amazingly bright people who are highly motivated and fantastic professionals working within them, you can see their leadership get thrown around. And they’re not necessarily as stalwart as they might be.

I think that one of the things that really good hospitals and doctor groups do is, we haven’t played any political games at all. Every decision we make is for our community. Every decision we make is for a patient. No one’s lost their job in our system. There’ve been no furloughs, no one’s had a pay decrease. We’ve made unbelievable sacrifices so that the lights stay on, the professionals are there and that we’re ready when things get really ugly.

So it’s when things get ugly, we’re a forever organization, we’re able to provide you with the community health that you need. So I think people can see it and feel it. It’s not fake. This is real stuff.

I actually don’t really care what the rest of the sector thinks of us to tell you the truth. We know we’re doing the right thing. We know that healthcare is too expensive. We know it’s inaccessible to people.

And so we’re going to keep forging ahead and work on social determinants and we’re going to work on having healthcare be prepaid, and we’re going to work on making sure that access is good for everybody, and the economics will sort themselves out. So I actually really don’t care what those other folks think. And they got to deal with their boards and they got to deal with their consciences. And, that’s up to them. Good for them.

[This crisis gives] the opportunity to realize that we shouldn’t do everything ourselves. Partner with private organizations who could do them a lot better than we could. I think we’re going to end up with a lot of frenemy-type relationships. So, in some places we compete in other places we collaborate. And I think it’s going to be really good. But it’s going to require a whole different set of leadership skills and deal skills and to be honest, the ability to execute.

Keep it really simple. Maybe that, and I had nothing to do with this idea, the fact that we sent two teams of 50, one to Northwell in Long Island and one to New York Presbyterian. My chief people officer worked with their leaders and we went from idea to deployment in 10 days. And so we had 700 Intermountain caregivers who volunteered to take 100 slots to go help these folks.

And I can’t even express the profound nature of the way it changed our organization. And we weren’t actually looking for a proof point, we were looking to change polls. We were just looking to do the right thing and also to learn a lot so that when our turn for the surge came, we were as ready as we could be clinically. And the collateral benefit of keeping it simple and doing the right thing and being a little bit selfless and a lot humble, has paid off in spades.

Cut through the bureaucracy and just make a lot of decisions as fast as you can, and recognize that about 20% of them are going to be wrong and just shrug them off and keep moving. Because we’ve never been a super fast organization, although I’ve tried, we’re really fast right now. And it’s feeling good to people. And I think we finally have… I want to maintain this momentum.


SURVEY DATA

Please reference the additional documents provided for our weekly tracking data findings and slides that we have shared.

Also, please go to http://heartandmindstrategies.com/covid-19/ to access any of this information at any time. Please feel free to share and use however is most helpful for you.

COVID-19 Understanding the Human Story: Storylines From Our National Tracking Survey, Week 8

Heart+Mind Strategies fielded a series of questions May 6-7, 2020 via an online survey.

Access the full report here: Download PDF. Please contact us if you would like access to the crosstabs.


NOTE: Findings based on preliminary data.

Increase in Tracking News More Often + Belief this is Real Threat

Recognition of COVID-19 as a real threat is back up as Americans reverse a trend and pay more attention.

 


Shift in Recognition of Year+ Economic Impact

The primary driver appears to be a massive shift in the number of Americans who now expect the personal and economic impact to last more than a year.


Health vs. Economy Balance Debate Stays Split

The debate over the economy and controlling the virus is split, but most are just not certain.

 


Most Favor Universal Basic Income

While trust in the federal government continues to decline, the expectation of its responsibility to help and be a positive impact for such help has grown significantly.

 

 

Underlying forces are shifting.

Generation is more of a predictor than political party.

COVID-19 has changed support for UBI.

 


Negative Impact of COVID-19 is Significant

Freedom is the value being most impacted.  Nearly all of us miss our routines, and we expect many new routines to become permanent changes in our lives.

 

 

School closures is having an impact on working parents.

 


Data Source: Heart+Mind Strategies fielded a series of questions 5/6-7/2020 via an online survey. Access the full report here: Download PDF.  

Sample: n=1,001 US Adults 18+

Topics: We explored attitudes, feelings, and actions with respect to the COVID-19 crisis. This provides a quick look at the key storylines we uncovered by quickly digging into the data set.

VIDEO: Weekly Roundtable–May 15, 2020

Before reviewing the latest tracking data from our national weekly COVID-19 survey, we welcome a special guest to this week’s roundtable discussion.

Marc Harrison, CEO of Intermountain Healthcare, joins us for a Q&A session as we continue the dialogue on recovery vs. redefinition/reimagination. Specifically, we’ll address questions in these areas:

  • What has this pandemic exposed about our societal infrastructure and approach to public health?
  • How do we transcend division in this time to get to meaningful solutions that propel us forward?
  • Trust is on trial. What is destroying trust? What is building it? What should be happening?
  • What does the future of health and healthcare look like after COVID-19? What do we need to be doing now to be prepared and to shape it for the greater common good?
  • What does health and healthcare look like for the workplace of the future after this lockdown?

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