So

medications that can help with that, anti-inflammatories, which a lot of us at one point or another in our lives have tried things like ibuprofen and other anti-inflammatories.

I tend to like more of the pharmacologics that can calm inflammation down, step one.

So we do have some good options, thankfully, on the market these days that are a bit better than over-the-counter ibuprofen, which I think is good for headaches.

But in addition to that, other medications that can treat, say, nerve pain, we have medications that are targeted towards that.

And then others, such as antispasmodics, most people refer to those as muscle relaxers.

These medications can help not only to improve the symptoms temporarily, but basically what I say is kind of move things in the right direction.

What does that level of precision demand from you, the surgeon, and what can happen when technology advances almost seemingly faster than the surgeons can keep up with it?

And follow-up to that, how did that type of situation challenge your assumptions, and what did it change about how you approached decision-making, talent, or organizational readiness?

Yeah.

I mean, when you have an organization, whether it's, you know, five people, five hundred people, five thousand people, I think it's really important that you have the right decision-makers in the room, but also that those decision-makers have the right information, and that comes from making sure that everyone, whether literally or figuratively, has some sort of not only skin in the game, but a seat at the table.

And so from our, you know, perspective, what we were doing at our practice and changing over to a new EMR, it was important for us to not only, from the clinical side, understand how the interface was gonna work for us on a daily basis when we're documenting, uh, clinical notes and seeing patients, but how is that gonna impact our, uh, staff, you know, the folks that aren't facing patients? So whether that be in our scheduling side for scheduling surgeries, uh, and even scheduling our clinic visits, as well as on the billing, uh, side of our practice.

So everyone needed to give their input to us so that we could make sure that we were gonna go with the right product that was also gonna fit the best for all aspects of the organization.

'Cause I think, you know, in an organization, again, no matter what size, uh, the lowest common denominator being the least efficient portion of your practice is going to always dictate how things get done.

And so that was something we did.

And switching gears slightly, uh, when you think about the forces reshaping healthcare right now, where do you believe leaders need to be more decisive, especially while balancing speed, risk, and having the right teams?