In this episode of The Leader Show, Lou interviews Matthew Love, President and CEO of Nicklaus Children’s Health System.
Matthew shares Nicklaus’ roadmap to becoming a Most Loved Workplace. He attributes this success to prioritizing employee well-being and satisfaction through a supportive culture built on four pillars: team focus, operational excellence, outstanding patient care, and future growth.
Additionally, Matthew stresses the role of transparency, effective communication, and consistent practices in cultivating a positive workplace, alongside a commitment to employee growth, well-being, and a strong community spirit.
Hi there! Thanks for tuning in to The Leader Show with Lou Carter. We are joined by Matthew Love, President and CEO of Nicklaus Children’s Health System.
Nicklaus Children’s Health System offers comprehensive pediatric care and is committed to inspire hope and promote lifelong health by providing the best care to every child. It has recently been certified as a Most Loved Workplace® and is ranked 41st on the 2023 America’s top 100 Most Loved Workplaces list.
With over 25 years in executive healthcare roles and a solid educational background, Matthew will discuss how to maintain a top-rated hospital and cultivate a workplace culture that earns national accolades.
So, without further ado, let’s jump right in!
Firstly, Matthew highlights the transformation at Nicklaus Children’s Health System, focusing on the period beginning five to six years ago, right before the COVID-19 pandemic. The pandemic offered a pause and opportunity to redefine the organization’s identity, focusing on its people as a core element.
This redefinition centered around four key pillars: operational excellence, exceptional patient care, future building, and a strong emphasis on internal community, represented by a logo symbolizing the organization’s strategic plan. Thus, it highlights the importance of people (employees, patients, families, and physicians) in the firm’s operations, underscoring that it is fundamentally in the people business.
Next, Matthew discusses how Nicklaus Children’s Health System creates a heart-centered environment focused on pediatric care, emphasizing the profound responsibility and privilege of caring for children.
He personalizes this commitment by sharing his own experiences as a parent, highlighting the emotional connection and the overarching mission of the organization to treat every child with utmost care.
Furthermore, Matthew mentions that the organization treats over 600,000 children annually, viewing each as someone’s cherished family member, which amplifies the importance of its work. He notes that this perspective is integral to its hiring process.
The company seeks individuals who share this deep commitment to pediatric care across all roles, from nurses and OR techs to support staff in dietary and environmental services. It’s to ensure that compassion and patient-centered care are fundamental elements that manifest in all interactions within the organization.
Moving on, Matthew and Lou discuss the importance of transparency, measurement, and alignment with strategic goals in fostering a successful workplace environment at Nicklaus Children’s Health System.
Matthew emphasizes the significance of having the right metrics to measure performance, which should track outcomes and contribute meaningfully to organizational objectives like employee commitment and family inclusiveness.
He stresses that while metrics are essential, the focus should always be on their implications for the organization’s health and the well-being of its patients and staff.
The conversation also highlights the success-sharing incentive plan, aligning employee incentives with the organization’s strategic objectives, ensuring everyone is working towards common goals. Matthew believes this approach reinforces a culture of unity and shared success, crucial in a healthcare setting that demands high-quality, compassionate care for children.
Transparency in communicating these metrics and financial health is also underlined as a critical factor. Matthew mentions that financial stability is necessary for maintaining high employee satisfaction and overall organizational success.
He advocates for open communication, ensuring that all staff members, regardless of their role, understand the financial aspects as well as the operational goals of the organization.
This openness extends to individual interactions, exemplified by Matthew’s initiative, “Chat with Matt,” where he engages directly with staff in an agenda-free setting to foster communication and address concerns transparently. It is designed to maintain a consistent and honest dialogue across the organization, contributing to a healthy and engaged workplace culture.
Matthew delves deeper into the “Chat with Matt” sessions, describing them as an initiative where he engages in relaxed and open discussions with employees across the Nicklaus Children’s Health System.
These sessions are held monthly at various locations, including the main campus near Coral Gables and its 30 outpatient facilities. The setup is informal and takes place in conference rooms or similar small spaces, where attendance is voluntary, and participants can come and go freely during the session.
The goal of these sessions is to facilitate direct communication between the CEO and the staff, giving employees a platform to discuss their day-to-day experiences, challenges, and successes within the organization.
On that note, Matthew emphasizes the importance of listening to employees, understanding their operational barriers, and recognizing their achievements. He points out that while the sessions are designed to benefit the staff by providing them with direct access to executive leadership, they also significantly benefit him personally.
He finds these interactions fulfilling, as they provide him with valuable insights into the organization’s operations and employee sentiments, which he might not otherwise have the opportunity to gather.
Moving on, Matthew highlights the importance of identifying and nurturing talent within the Nicklaus Children’s Health System. He mentions that many individuals throughout the organization demonstrate potential for growth and leadership. Matthew strongly believes in giving these individuals visibility, communicating opportunities for advancement, and ensuring they understand their growth is valued.
He also acknowledges that not everyone is interested in climbing the career ladder, and that’s perfectly acceptable as every role within the organization is important. The focus is on cultivating a culture where passion and dedication to pediatric care are key drivers, ensuring that the right people are placed in roles where they can excel.
This approach helps deepen organizational awareness and strengthens the internal talent pool, favoring promotions from within rather than seeking talent externally.
Matthew describes the hiring process at Nicklaus Children’s Health System as focused on identifying individuals who are naturally aligned with the organization’s values and commitment to pediatric care. He emphasizes the importance of engaging potential employees early in their careers, such as through nurse scholarship programs and internships, which help to cultivate a passion for working in pediatric healthcare environments.
Additionally, Matthew highlights that the right fit becomes evident once candidates experience the hospital’s environment and interact with its dedicated staff, likening the sense of belonging to joining a family. The family-oriented culture is central to the organization, going beyond mere work relationships to create a deeply connected community.
The process of ensuring that new hires are the right fit involves more than just the initial impression; it requires ongoing engagement and nurturing by the management team across all levels.
Overall, Matthew’s approach emphasizes that organizational success hinges on effective leadership and a supportive community, underscoring a collective effort beyond just the CEO.
According to Matthew, the consistent and exceptional patient experience across the Nicklaus Children’s Health System is a product of deliberate efforts. It includes hiring the right people and providing necessary resources, and fostering an environment conducive to open communication and listening.
Maintaining this uniformity across various locations involves a continuous focus on operational discipline without rigidly adhering to standardization, which Matthew views as potentially counterproductive to the personalized nature of healthcare.
Instead, Matthew speaks about the culture of learning from the best practices within the organization, termed “positive deviance,” where successful models are identified and replicated across other parts of the organization. This allows for innovative, quick adaptation of successful practices while maintaining high standards and patient care quality.
Moreover, Matthew discusses the importance of a “winning team” mentality, which becomes contagious and self-sustaining once established. This is supported by his commitment to regular interactions through initiatives like “Chat with Matt,” which, while not necessary for maintaining culture, are beneficial and enriching for him and the staff.
Additionally, celebrating successes, big and small, is integral to building team spirit and unity. Matthew mentions an annual event, “September To Remember,” as an example of how celebrating together fosters a strong community and enhances employee engagement.
Finally, Matthew emphasizes the importance of recognizing and supporting the person behind each employee at Nicklaus Children’s Health System. He describes how the organization’s commitment extends beyond professional responsibilities to encompass personal well-being, which includes emotional, physical, social, and financial health.
Matthew believes that being his best self involves maintaining a healthy balance of work, physical health, and personal time, a philosophy he extends to his staff. By acknowledging that each employee has a life outside of their professional roles, he highlights the significance of this balance in achieving both personal satisfaction and professional excellence.
Furthermore, Matthew ties the commitment to employee well-being to the organization’s role in the community. As a staple institution in Miami, Nicklaus Children’s Health System views its responsibility as extending into the community. It enhances its impact by supporting the children it serves and the families and staff who are part of the broader organizational family.
Thank you for your time!
Lou Carter : Today we're joined by Matthew Love, President and CEO of Nicklaus Children’s Health System. The system is the only healthcare network exclusively for children in the region, and includes the top-ranked Nicklaus Children’s Hospital in South Florida. Under his leadership, The Health System stands out not just for its clinical excellence, but also for its workplace environment as a Most Loved Workplace certified.
Ranking number 41 on the 2023 America's top 100 Most Loved Workplaces list, Matthew manages a comprehensive network that encompasses the 307-bed, acute care Nicklaus Children's Hospital, various pediatric outpatient centers and specialty offices across multiple counties.
His role also extends to overseeing entities like Nicklaus Children's Pediatric Specialists and Ambulatory Surgery Center and the organization's fundraising arm, The Nicklaus Children's Hospital Foundation. Bringing over 25 years of experience in executive healthcare roles nationwide, Matthew holds a bachelor's degree in industrial and systems engineering from Ohio State University and an MBA from Cleveland State University.
He's also a fellow of the American College of Healthcare Executives, and notably in 2002, he was honored as an ultimate CEO by South Florida Business Journal. Today, Matthew will share insights into maintaining a top-rated hospital and fostering a workplace culture that earns national recognition as a certified Most Loved Workplace.
Matthew, it's great to have you on with us today and welcome to The Leader Show. I can't wait to dig into all the people and fundamentals, transformation that you have led at Nicklaus Children's. What a great show we're going to have today. We're going to really unpack all these elements that made you become a certified Most Loved Workplace. Welcome Matthew, to The Leader Show.
Matthew Love : Thank you, Lou. It's great to be here. Great to see you.
LC : So, this is great. Let's really dig in and learn more about this culture and transformation that you've been building in the past three years or so. How did it start? How did you realize you wanted to do this? And where did you want to go? You want to go originally? Tell us more about how it happened?
ML : Yeah, so I joined the organization about five or six years ago, right before the pandemic, as everybody knows that horrible event five or six years ago. So really part of that was that we were able to re-identify ourselves, and so one of the things that we focused on around was our people. So we had a great chance to really pause and then define what we wanted to be when we got out of the pandemic.
So that's one of the silver linings of that time several years ago. So defining who we are around our four pillars, focusing on the fundamentals, blocking and tackling, whatever you want to call it and people call it different things. We had an opportunity to do that and one of those was around focus on us.
So we have four pillars, four chambers of our heart. We have this beautiful little kind of logo that encompasses our strategic plan, so focus on us, of course, operational excellence, amazing patient care and building the future. And so we culturally and philosophically in a disciplined wayside, we had to focus on our people. Our people are our most important part of our organization, whether it be our employees, our patients, our families, our physicians, whatever you want. We are in the people business.
LC : And that's interesting you said about the people business, focus on us. I mean obviously having children as your central focal point there, love really comes in as that important component. How do you foster this such an important, fundamentally sort of intrinsically heart-centered environment? Because you just imagine having children is wearing your heart outside of your body.
I remember reading that and seeing that somewhere. It said when you become a parent at first you're literally feeling like you wear your heart outside of your body because you're just handling it to everybody and this care to everybody that is helping your child.
How do you make that a central focus of what you do and your people so that it manifests in all interactions?
ML : Taking care of kids, there's nothing better than that. And whether you're a parent, a grandparent, I happen to be blessed. I have two great kids and two great grandchildren as well. And so put it in that perspective around both from a personal perspective and then being able to do that every single day.
So we see over six or 700,000 kids every single year, they are someone’s child, son, daughter, nephew, niece, whatever you want to say. And so when you think about it in that aspect, there is nothing more special, nothing more privileged than taking care of kids. And when we do that, those are the types of people that we want to hire. So I can say it as President and CEO and I love it. There's nothing else I'd rather be doing, but that's true for the nurse. It's true for the OR tech, it's true for the lab tech, it's true for the person in dietary and environmental services.
Everybody here just loves to take care of kids. And you see it and you see it in the things we do. You see it in how we do it and how we put patients and families at the center of our attention.
LC : You mentioned about how you hire the right people and typically there's the people who put compensation benefits first, and that's important. The success sharing incentive plan, of course, we found that only two out of 10 people actually see that as important as leveling their workplace. Yet it's important to put that as a focal point because children, we're working with children, we have to really help all parts of our employees.
And I really want to get into the success sharing incentive plan because performance metrics align to strategic plan is where that comes in, right, Matthew, because it's a central point of who you hire and how they succeed there and what those metrics really are. So let's dive into what those metrics are.
ML : So I believe if you can't measure it, you can't improve it. That's a saying that we've heard for decades, and that's true here too, but it's also around what those metrics mean. So this is our organization. It's not about check the box, we did X, Y, or Z, and we achieved a turnover rate of 10%, less than 10%. Of course that's important, but really what does it mean to the organization?
It means more committed employees, more complete family members, all those things. So I think defining metrics is absolutely important. I think I heard on the introduction, everyone knows I'm an engineer, measurement is critical to my DNA, but it's not around the measurement itself. It's around what does it get us? What's that outcome? What's that result? And so linking things in terms of how we measure it. Like most healthcare organizations, we measure thousands of things and we get caught up in that just like any other organizations.
But how do you narrow it down to key things on the strategic plan that are important over the long run? Then how do you translate that to incentives and shared success and metrics that you share on a daily and a weekly and a monthly basis, bringing all that together, that's really where the magic happens.
So focusing on us and our people is a huge part of it. Everybody gets rewarded the same way. Everyone talks about it the same way. We're very transparent around all of those different types of metrics.
LC : That's the thing, being transparent, being open about what makes it all work, there is financials in it and people need to understand the financials as much as they do, perhaps the tremendous employee satisfaction. You can't have tremendous employee satisfaction without a financially healthy environment.
ML : It all goes together and you put in quality as well, right? We got to take care because we can't hurt kids. We have to have the best quality, we have to have the best folks and respect it and happy and engaged, but we also be able to have to pay the bills. I say many times, two things I like to share when I talk with some folks really on the front line, my paycheck comes from the same place everybody else does, and so we're all in this together. There is no secrecy around those pieces.
And the second is around transparency is I've always committed and promise that I will give people an answer. It may not be the answer you want or you like, but we will have an answer. And so hiding behind secrecy and not being transparent, people will fill in the gaps. And that is not good for organizational culture and it's not good for people.
LC : That really important distinction that you said is that employees often say, well, it's the CEO's fault, or they blame it on CEO and not realizing that, well, in fact we're actually working for the same people. We're on the same team. I just have a different role and you're promising part of your work. Transparency, being open, giving answers, which is openness and transparency is what it's all about. At least you can be honest and truthful because truth heals all at the end of the day to get you to that high employee metrics where organization wins and we all win.
ML : I agree. I think transparency around it and also consistency in message. So when we have 4,600 people that work at this great organization and everyone is passionate and engaged about kids, but communicating to that number of folks in a consistent manner, in a transparent way, that's really what we have to execute on every single day. And so we have to have different forums to do that all the way from individual.
One of the best things I'd love to do is these things called Chat with Matt where there are individualized discussions where I go to the folks in the departments on the front line, there's no script, there's no agenda, no minutes, no none of that stuff. It is really around hearing and listening to folks answering questions. And as you said, being transparent. You have to be able to answer the tough questions in a way that is consistent and transparent day in and day out.
LC : I want to talk about Chat with Matt and things that you do as a CEO to really help people succeed in the environment. So it sounds like Chat with Matt's a big part of that because this whole concept of management by walking around, people think it's an old concept, but it's the most important concept possible for a CEO, right?
So tell me, what are Chat with Matts like for you? How have you seen it helping others and it's been fulfilling for everybody?
ML : Chat with Matt, they can be a little intimate. So I go to different places every single month, several times a month, and I try to do different areas. We have 30 different outpatient locations and then we also have the main campus here near Coral Gables. And so I've got to be able to talk to everybody.
Our ambulatory network is robust, and so connecting with those folks is just as important as connecting with the nurses that are in the ICU behind me. And so these Chat with Matts, they're small, they're in a conference room or we're sitting around small areas, people come and go as they please. So attendance is not required, but people show up and it's an hour and can go an hour and a half and they come and go and it's freeform. So it does make some people a little nervous. It's not scripted, but that's intentional.
So it is around me listening to folks, understanding what's happening in their day-to-day operations, their barriers, what makes their lives or their jobs difficult, but also what's good? Cause there’s so much great that's happening. And so I love to be able to do it. So I watch people's faces and they want to talk. They want me to listen and I love it, but folks don't know, which is kind of a little secret is I get so much enjoyment out of it because I'm not able do that enough in my role, but it really fills my cup as President, CEO to be able to go out and talk with folks and hear what's happening.
LC : Matthew, have you found any consistent messages that come up during your Chat with Matt's that help people to see the future and align with your values and align with the values of Nicklaus where it helps to align them with your commitment to employees and their emotional, physical, social environment, wellbeing?
Are there messages you give or ways that you help them in this kind of a holistic commitment you have to them in those Chat with Matts or in general?
ML : So the Chat with Matts, they've evolved over time, but one of the things that has been absolutely consistent is that we cannot communicate enough. We're a large organization, lots of folks in different layers in the organization, and we have to be able to make sure that communication is disciplined and it happens routinely. We all get busy. I get busy, the chief nursing officer gets busy, the frontline manager gets busy, the person in the lab gets busy, et cetera, and we get caught up in that. And so we have to make sure that we're intentional around communication.
So one of the key themes is you can't communicate enough. Even though I get up in front of different forums all the time and I say the same thing over and over and over in a consistent way, someone in the organization hasn't heard it. And so, me being able to do that. I’ll use an example, I was at our Hialeah office a little bit ago, and it's kind this little urgent care that came, they see so many patients in a very small confined area.
It's probably the most volume per square foot that we see in our organization. And you know what, Alex, the nurse supervisor loves it. You know, the engagement, I watched him on his face when I was with the Chat with Matt and talked with him, and he's just as passionate as I'm about taking care of kids. And that translates through the organization.
LC : So someone like Alex for instance, are you identifying high potentials as you're speaking with them, people who could potentially take on other positions in the organization, or are there other ways that you can help an Alex or work with an Alex to be kind of a conduit to more information that helps you deepen that kind of overall awareness inside the company? It'd be valuable to get Alex's, right?
ML : Yeah. I mean, again, there's probably hundreds of people like Alex, but finding folks like that in the organization, giving them exposure, talking with 'em, sharing that there's possibilities for growth and advancement is absolutely important. I also know that that's not for everybody. Not everybody wants that next role, and that's fine cause everyone has a role in our organization. But finding that talent and promoting it, it's much easier to promote from within and grow from within than go externally.
That is, again, one of the things that we keep trying to do because, you know, the culture here and being able to make sure we get the right people in our organization, not just a warm body, but it's folks that are passionate and want to take care of kids. That's really the secret sauce in our organization.
LC : Let's go in order, the right people then how to succeed. So let's do that. So if I am applying to Nicklaus, how do I know I'm in the right place? Number one, how do I get hired? How do you know I'm the right person to come to Nicklaus and I'm the right person to be with you? Let's start there, the get hired part. Tell us more about that, the right people. What is that like for you, that process? Who do you want working for Nicklaus?
ML : Hiring the right people and getting them here. That's a monumental task. When you get it right, you get it right. When you get it wrong, you get it wrong. And so part of this is around finding folks earlier in the process. And so we talk about pipeline and we talk about particularly around nurses, right around the nurse scholarship program. How do we identify the nurse interns, those folks that are already showing a passion, passion for taking care of kids.
I find once folks walk through the door, whether it be a summer intern, a nurse intern or administrative fellow, whoever it is, people fall in love with it. And then it's both the physical environment when you walk into a children's hospital, but it's also the people in the feel for it. At the end of the day, we're a Nicklaus Children's family, and that's what we talk about a lot. We're family.
And so it's more than just a work relationship. And so finding those folks early and then keeping them, and then of course you got to want to be here. If you don't want to be in this organization, then don't be here. The folks here will work hard and we'll make things happen, and then we will find the resources and the right people that want to be here where it works. It's like marriage. You have to be in it together. And for us, that's where we're at.
LC : And it sounds like it's very much something you know. It's like, when you are like marriage, that's the right person. And the question is how do you replicate it for so many people, that magic sauce of the right person who really loves being in family, loves making sure that they stay in family and in relationship throughout their work with you.
ML : Again, finding that right one and also leaning on the management team, whether it be a manager, director, supervisor, they're the ones that are with folks every single day. And so them finding the talent and then also pulling it out because I genuinely believe people are good. And so how do you pull that out and help that be part of what they do every day? That is leadership and it doesn't start and end with the CEO, it starts in the entire organization.
LC : That's the question too, is that when for culture itself, you can't be everywhere. Chat with Matts can't be everywhere. Leaders can't be everywhere all at once. Yet your culture really does show that it's pervasive. Everywhere you walk in, anywhere you go, any part of your hospital, you'll get the same feel as a patient as you would coming to you, this special sauce.
So a lot of people want to know this, how did you do it? How does this happen? Because it's really true. People don't understand it. Wow, I can go to any location in Nicklaus system and I'll feel the same way, get the same treatment, which is high Ritz Carlton treatment. So tell us how that happens. Is it planned? Is it just the feel? Tell us. Yeah, more.
ML : It takes time. Some of this stuff doesn't happen overnight, and it's a mixture in my mind of making sure we hire the right people, but also providing the right resources and the right environment and listening. When we get it right, we really get it right. And that happens 99.9% of the time, like you said, regardless of what location we go in, it's really consistent.
And so it does take time. And I talk a little bit around when I talk about operations, it's this dull nagging pressure. It's important every day. It's doing the same thing consistently. We talk a lot about operating discipline, and so how do we implement that? So it is the same, right? I don't like to use the word standardization or things like that, playbooks, because in my mind, that doesn't convey the right message. This is around how is it consistent?
And if you hit on all cylinders every day, how do you replicate it? So you look around the organization and say, wow, this center up in Hialeah is doing it right and doing it fabulous. How do you take that and another center that's not quite where it needs to be is how do you pair 'em together? That is part of the culture. And in failure, failing fast is okay in certain cases. I take out the clinical care side of course, but how do we do this experimentation? How do we be innovative and then replicate it as fast as possible and then do it consistently?
LC : Matthew, that is such an excellent methodology. My friend, David Sternon, he passed, he was the director of the Save the Children Foundation, and he used that same method, he called it. He was a father of this method, positive deviance, so taking really amazing environments that took care of children really well. And this was in Asia-Pacific regions, Myanmar and helping them teach others who weren't quite as good at taking care of children, specifically with regard to malnutrition. And it was amazing, the results improved nutrition rates and Myanmar tenfold. It was amazing.
By exposing people to those who really love and care deeply within those environments, it's kind of like either through osmosis or through a learned experience. They say, well, I want to be like that. I don't want to live a life where I'm not in deep care to children. So there's somewhat of a viral element to it. It sounds like it hit a positive viral element, positive deviant element.
ML : People say they want to join a winning team, and so when you start winning, however you define that, it is contagious. They grasp onto it and then it feeds itself. And then to me, that's when the magic starts to happen. When things just take a life of their own in a positive way. And I don't have to go to a Chat with Matt. I will, of course, because I love them, but it's not required and it's part of the genesis and get that ball rolling and let it go.
LC : I always say celebrate often, win and celebrate often. So people really know these are the ways that you succeed. People want to succeed. They don't want to continuously fail. It's good to learn and fail fast. And at the same time, if you fail fast too much at the same thing, now you're a failure. We can't do that. We must learn, fail fast and then become successful at that specific behavior or skill. And it sounds like that's a constant in your teachings as a leader.
ML : Yeah, absolutely. And I love your thing about celebration. As a children's hospital, we celebrate everything as much as it is about the event. It's also around bringing people together. Some folks know we have a September To Remember, a thing that we do every single year. It has become viral in our organization. People look forward to it. It's a month-long celebration and it's small stuff.
But when I watch it, Lou, it's around watching the people interact. It's having donuts one day of the month just together. It's not about the donuts, it's about when folks come together and they're sharing and talking around things that are important.
LC : September To Remember, and that's it. And you're starting anew, like you do an academic year, right? You're coming together, you're doing the thing, you're doing, Chat with Matt is listening. You're around each other, whether it's donuts or not, it's essential. And those moments they're seeing that are positive, deviant so others can see them too and do them and know how to succeed, that's essential.
Your holistic commitment to employees. This stood out to me what you do in your healthy lifestyles program and the framework to support employees through their life journey. So you really do keep them as a family member, really helping with their life journeys. Things like emotional, physical, social, financial wellbeing. I mean, it's amazing. Tell us more about that, how you support that and how employees respond to it as well.
ML : As you look at our organization, people have lives, right? People are the most important thing in our organization. And so realizing that they're not just professionals, I mean there's more to folks. And so of course folks need to come in and work hard and be passionate, but everybody has a life too. As I said earlier, I'm a dad, I'm a grandfather, I'm a husband, right? That's super important.
And if we fail to recognize that through different avenues, we fail. And so the healthy lifestyles, of course there's the piece around benefits and access to certain things and wellness, and we do all of those things, but it has to be in the context of the whole human along those lines. I am my best self when I exercise and I eat right, and I have my downtime. That's important. That's true for everybody.
That's not just true for me. And so recognizing that I think is hugely important, but then also pushing the envelope. We are a staple organization in this community. We're an anchor organization in Miami, and so we value that. And so part of that is you're a whole human, you have a personal life, you have a work life, but we also a thousand percent committed to the communities that we serve.
And so bringing all that together I think is really what you're referring to when you talk about this lifestyle, this healthy lifestyle component.
LC : Outstanding and bringing that together, connecting it to community as well is so important because it's about community. People look to you for community and to be part of an extension of the life that those moments that you have with your children are so precious. And the feedback I've gotten are just absolutely incredible from people who have worked and who have been in your environments, especially parents. It's pervasive everywhere.
So you've done a fantastic job of that. Matthew Love, CEO of Nicklaus Children's Health System. What a great thing to have you here on with us today, and your movement to becoming a certified Most Loved Workplace and top Most Loved Workplace has just been incredible. Been there for five years only and achieving this is incredible. And during such a challenging time with COVID and just doing a fantastic job, Matthew, thanks for being here with me today on our Most Loved Leader Show.
ML : Thank you. It was my pleasure.
