Sep 15, 2026 · 34 min · 11 segments
Most organizations think they lose performance first. They don’t. They lose capacity quietly, and performance is just the last thing to go. Robert Rivers has watched it happen from the inside of…
Robert RiversGuest
Chelsea RobertsHost
So when you talk about institutional knowledge, right, for some of our contract folks, especially as a leader, you're always trying to find a way to make sure that you are showing appreciation for the work service that folks are providing, and then trying to stay legal, right? 'Cause that's always been a thing, and you never want the contractors in your organization to feel second grade or second class.

And so you try to work through those, and especially during a timeframe where there's hard lines drawn in the sand about certain things.

I think the biggest thing that you wanna hold onto or we try to hold onto, and it kind of speaks to the people piece, is transparency.

The things that we could talk to folks about, we absolutely wanted to do that, and kind of made it my business in some of those instances, not putting that on your HR staff or the folks that are around, but kind of taking some of those things on as a leader become really important.

And again, it's about individuals, right? And so in this space when you're trying to hold onto or work through institutional knowledge, if the rules change, how best can we get that information and communicate to the team so that they know not only did the rules change, but okay, how is this gonna affect them? 'Cause that's really what they care about.

There are folks that have staked their livelihood into these organizations, and so I think it was a really difficult time because not only did we have our functional changes that were happening on a medical front, but then we're also having to deal with essentially a new framework for government.

And when you're preaching innovation and continuous process improvement, those things are great, but it still comes back to the culture has to be ready for the adoption of whatever those things are.

And being blindsided, I think you just try to take care of the people in the best way that you can.

And then whether that's internal to the government or external with whatever letters of recommendation and things that we could provide to folks.

A very tough time, right? A very tough time, especially at the initial point.

But tried to lead through it without being so cliché with, "Oh, yeah, we'll just figure it out." You really had to get hands-on and- Dive in and, and talk with folks as much as you could.

So that was more 'cause I was in a leadership role for a unit during that timeframe, and that was, uh, more of the approach that I would try to take with that one.

... what was going on or what was happening, and just trying to deal with the emotions that come with that.

And knowing that folks are upset and they're not necessarily upset at you for the situation, but it can roll into that if we just sat back and was like, "It is what it is." So everything that we could do from a legal standpoint, but then also try to build on the back end of that.

This resilience that we talk about for where we look at resourcing, how that's done in accordance with law, having folks understand in our environment, because a lot of our behaviors had to change about what we do and where we go with things, like how do we do those things in a manner that works? And you get to see a lot of that.

The cool thing I think that was awesome in Boston is you got to see a lot of the industry partnerships and how from a contracting standpoint, not only are we contracting for services or equipment, but also how the kind of the people aspect of that worked and then what things were in bounds and out of bounds, if you will.

A lot of partnerships from of a relationship standpoint, I felt like person to person, that kind of the where the work happens level got a little stronger.

But definitely we're rebuilding the trust that we need to have to attract the best and brightest for our sector.

So when you talk about institutional knowledge, right, for some of our contract folks, especially as a leader, you're always trying to find a way to make sure that you are showing appreciation for the work service that folks are providing, and then trying to stay legal, right? 'Cause that's always been a thing, and you never want the contractors in your organization to feel second grade or second class.

And so you try to work through those, and especially during a timeframe where there's hard lines drawn in the sand about certain things.

I think the biggest thing that you wanna hold onto or we try to hold onto, and it kind of speaks to the people piece, is transparency.

The things that we could talk to folks about, we absolutely wanted to do that, and kind of made it my business in some of those instances, not putting that on your HR staff or the folks that are around, but kind of taking some of those things on as a leader become really important.

And again, it's about individuals, right? And so in this space when you're trying to hold onto or work through institutional knowledge, if the rules change, how best can we get that information and communicate to the team so that they know not only did the rules change, but okay, how is this gonna affect them? 'Cause that's really what they care about.

There are folks that have staked their livelihood into these organizations, and so I think it was a really difficult time because not only did we have our functional changes that were happening on a medical front, but then we're also having to deal with essentially a new framework for government.

And when you're preaching innovation and continuous process improvement, those things are great, but it still comes back to the culture has to be ready for the adoption of whatever those things are.

And being blindsided, I think you just try to take care of the people in the best way that you can.

And then whether that's internal to the government or external with whatever letters of recommendation and things that we could provide to folks.

A very tough time, right? A very tough time, especially at the initial point.

But tried to lead through it without being so cliché with, "Oh, yeah, we'll just figure it out." You really had to get hands-on and- Dive in and, and talk with folks as much as you could.

So that was more 'cause I was in a leadership role for a unit during that timeframe, and that was, uh, more of the approach that I would try to take with that one.

... what was going on or what was happening, and just trying to deal with the emotions that come with that.

And knowing that folks are upset and they're not necessarily upset at you for the situation, but it can roll into that if we just sat back and was like, "It is what it is." So everything that we could do from a legal standpoint, but then also try to build on the back end of that.

This resilience that we talk about for where we look at resourcing, how that's done in accordance with law, having folks understand in our environment, because a lot of our behaviors had to change about what we do and where we go with things, like how do we do those things in a manner that works? And you get to see a lot of that.

The cool thing I think that was awesome in Boston is you got to see a lot of the industry partnerships and how from a contracting standpoint, not only are we contracting for services or equipment, but also how the kind of the people aspect of that worked and then what things were in bounds and out of bounds, if you will.

A lot of partnerships from of a relationship standpoint, I felt like person to person, that kind of the where the work happens level got a little stronger.

But definitely we're rebuilding the trust that we need to have to attract the best and brightest for our sector.
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