Nadareca Thibeaux Of LOUMED: Lessons I Learned From Last Year To Take Our Organization to the Next Level in 2024
An Interview With Chad Silverstein
Adapt to Changing Healthcare Landscape: The rapidly evolving landscape taught me the importance of agility and adaptability in strategic planning. For example, when faced with shifts in various policies and regulations, I led strategic planning sessions to assess the potential impact on our organization and develop contingency plans. This proactive approach enabled us to navigate uncertainties more effectively and position ourselves for long-term success amidst changing market dynamics.
This series aims to discuss the experiences and lessons learned by top executives over the past year, and how these insights are shaping the landscape for change and innovation in 2024. The past year has been a time of unprecedented challenges and opportunities, requiring adaptive leadership and innovative strategies. We believe that sharing these experiences can inspire and guide others in their endeavors to drive positive change in their organizations and industries. I had the pleasure of interviewing Nadareca Thibeaux.
With more than 30 years of leadership roles in large-scale hospital systems and healthcare initiatives, Nadareca Thibeaux brings a wealth of experience and expertise to her role as the executive director of the Louisville Medical & Education District (LOUMED). Her background in managing design and construction initiatives has equipped her with the skills to effectively manage and enhance the various projects at LOUMED.
LOUMED is the one-year-old nonprofit organization established to enhance a 22-block downtown area that houses the Louisville, Kentucky region’s premier healthcare and higher education institutions. Through initiatives supporting public safety, streetscaping and public green spaces, enhanced wayfinding and more, LOUMED is fostering a world-class environment for the 16,000 employees and 1.5 million annual visitors of the district. As such, it is the city of Louisville’s most concentrated economic engine.
Thank you so much for doing this with us! Can you share a little about your background and what pivotal moments led you to your current position as an executive?
I’ve had the privilege of serving in diverse leadership roles, most recently at Norton Healthcare — a large hospital system — where I’ve dedicated most of my professional life thus far. There I held various leadership positions spanning revenue-cycle management, program oversight, information systems, design and construction initiatives, and clinical effectiveness strategies.
Before Norton Healthcare, I served as the operations manager for Ambulatory Services at the University of California — San Diego Medical Center. This role broadened my horizons and deepened my understanding of operational intricacies within healthcare settings, overseeing specialty clinics in cardiology, infectious diseases, family and internal medicine, and pulmonary medicine.
My journey to lead LOUMED — a fledgling organization built from the ground up — was shaped by pivotal moments including pursuing higher education relevant to my career aspirations, embracing challenging projects that pushed me out of my comfort zone, and benefiting from mentorship from seasoned executives who took interest in my growth and development. Adaptability and a willingness to embrace change have been crucial in positioning myself for my current role, allowing me to navigate through various obstacles and advancements.
Accepting my current position at LOUMED was a full-circle moment for me, having previously worked for and attended school at each of the four anchor institutions that make up LOUMED:
- University of Louisville, where I attended for undergrad studies;
- UofL Health, where I held my first job following college;
- Norton Healthcare, where I dedicated most of my professional life;
- And Jefferson College, where I took leadership courses while working at Norton.
What were the early challenges you faced in your career, and how did they shape your approach to leadership?
At age 21 I was offered a leadership role under challenging circumstances. Initially hired as an executive assistant, I found myself acting as a buffer between my supervisor, a departmental leader, and someone else on the team with whom he frequently clashed. Before that manager left, he recommended me for the position due to our close working relationship. This marked my first experience managing people, many of whom were older and had more professional experience than I did. It was intimidating, scary, exciting, and rewarding, all at the same time.
This early experience taught me to tackle obstacles head-on, find creative solutions, and unite my team to conquer challenges together, shaping my leadership style. These early challenges cultivated a deep sense of empathy, enabling me to connect with my team members on a personal level, fostering trust, collaboration, and a supportive work environment.
Navigating through early career hurdles fostered a growth mindset within me, encouraging me to view failures as opportunities for learning and development, both for myself and my team. Additionally, I realized the importance of effective communication and transparent leadership in building trust and navigating uncertainty. By nurturing a culture of openness, I empower my team to freely share ideas and concerns, thereby fostering mutual respect and collaboration.
We often learn the most from our mistakes. Can you share one that you made that turned out to be one of the most valuable lessons you’ve learned?
As I look back, most of the “situations” or mistakes that immediately come to mind were a result of not trusting my gut for reasons that boiled down to my lack of confidence and honestly, fear. Scenarios ranging from reporting unethical behavior of popular individuals in the organization for fear of backlash, not being transparent in a vendor selection process because I didn’t want to upset the leader who wanted the vendor to get the contract, taking a role or agreeing to accept a position that I didn’t want because I didn’t want to work for someone who I didn’t trust, and agreeing to be part of an initiative that would take up a lot of my time when I was already overwhelmed with work — all due to fear. Fear that I would upset someone, lose support, lose respect, or couldn’t deliver upon everything.
I’ve spent many years working on my confidence and using tools and methods that help with getting “outside of my head”. Ultimately that self-work had a lot to do with me taking on this new responsibility as the executive director of LOUMED. It was a decision that I knew was right for me, but fear and lack of confidence came knocking, for certain. Looking back on all that led me to this opportunity and focusing on my faith and what I know about myself — strengths and weaknesses — I was able to silence those negative thoughts and that fear. I’m thankful for those “mistakes”. They helped build my confidence “muscle” that has led me here — and it’s all good.
The valuable lesson is to trust your gut and allow fear to drive your decision making.
As an executive, how do you define success, both personally and for your organization?
Success, to me, extends beyond mere achievements or milestones. It encompasses both personal fulfillment and professional accomplishments. Personally, it’s about living a life aligned with my values, passions, and aspirations, nurturing relationships, and finding joy in everyday experiences. Whether it’s spending quality time with loved ones, pursuing hobbies and interests, or prioritizing self-care and well-being, success means feeling content and fulfilled in all aspects of life outside of work.
Professionally, success is about making a positive impact, achieving goals, and striving for excellence. It involves setting ambitious yet realistic objectives and leveraging my skills and expertise to drive meaningful change. At LOUMED our metrics for success have to do with employee and visitor feedback to our member hospitals, healthcare facilities, medical schools and colleges, as well as the broader community perception of our district. We want it to be known that the region’s best healthcare and education occurs in a special hub of activity in downtown Louisville that is first-class, safe and welcoming.
Reflecting on 2023, what was the most unexpected challenge you faced, and how did you navigate it?
The most unexpected challenge I faced was how to efficiently put public dollars awarded to LOUMED to work. Our organization garnered support and funding more quickly than anticipated, receiving substantial financial backing to enhance safety, create gathering spaces, and remove an outdated correctional facility at the heart of the district. At the time of the funding request, we only had high-level conceptual ideas that needed to be finalized swiftly. We immediately mobilized a team of architects, engineers, urban planning consultants and city public works leaders to solidify the scope of work and design. This fall, we will commence the redevelopment of a major street in the district, which includes widening the street, improving the streetscape and adding crosswalks and signage.
LOUMED’s very creation took unprecedented collaboration among hospital organizations that in many cases compete against one another for patients, procedures and talent, as well as the alliance of two distinct university systems with different goals and missions. The success of this unique partnership lies in fostering an environment of complete trust and a one-for-all, all-for-one mindset. A rising tide lifts all ships, so to speak.
We had the collective goal in place but, as a brand new organization, there wasn’t a game plan in place for what to tackle first. So the challenge became determining the priorities of a busy and diverse district anchored by four distinct organizations and several smaller enterprises. To address this, I initiated a thorough assessment of the district, collecting data and consulting with stakeholders from LOUMED anchor institutions. Through employee surveys and analysis, we identified key areas requiring improvement, with responses indicating a pressing need for enhanced safety and cleanliness, greener areas, better pedestrian walkability and more places to eat.
Responding directly to this feedback, one of the first initiatives in the district was the implementation of LOUMED’s Block by Block Ambassadors who are a uniformed, visible presence across the district. Our ambassadors — in their neon green shirts — greet employees and visitors, help with directions, assist people in and out of hospitals, pick up litter, and provide safety escorts. We have a 24/7 hotline for anyone in the district to reach our ambassadors. In their first year, LOUMED ambassadors greeted 194,000 people, made 3,000 hospitality assists, provided 190 safety escorts and picked up 37 tons of litter.
We continued to prioritize projects based on data-driven insights and community feedback to drive our strategic plan for LOUMED — outlining clear objectives, timelines, and resource allocations. With that in place, LOUMED was able to present a unified front of our anchor institutions when pursuing grants or public funding. Now speaking with one powerful voice to government officials LOUMED was able to secure $20 million in state funding from Gov. Andy Beshear’s most recent budget to tremendously accelerate key LOUMED projects.
What was a significant risk you took this year, and how did it turn out?
Leaving behind the familiarity and stability of my previous role was a daunting decision, but my passion and vision for making a difference drove me to take the leap. I recognized an unmet need in our city that I was uniquely positioned to address, and I was determined to pursue it wholeheartedly. Launching LOUMED required careful planning, strategic thinking, and a willingness to embrace uncertainty.
Despite challenges, I remained committed, leveraging expertise and partnerships to bring my vision to life. Initiatives like our LOUMED ambassador program showed tangible impact, affirming the power of purpose-driven leadership.
How has your company’s mission or purpose affected its overall success? Can you explain the methods or metrics you use to evaluate the impact of this purpose-driven strategy on your organization?
At LOUMED, our mission is paramount to our success. We’re dedicated to creating a safe, clean, and welcoming environment for everyone — patients, visitors, and valued employees — within the district. We’re committed to enhancing our campus environment and solidifying our identity as the region’s premier medical and educational district.
Our purpose-driven strategy, exemplified by initiatives like LOUMED’s Block by Block Ambassador program, underscores our proactive approach to community engagement. We anticipate further fulfilling our mission by addressing other community needs and projects and ensuring positive experiences within our district.
In evaluating our impact, we consider various metrics. We track improvements in safety and satisfaction levels among patients, visitors, and employees. Additionally, we conduct surveys with employees of the district to gather their valuable feedback. Understanding their perspectives is crucial to our continuous improvement efforts. We also monitor brand recognition among key stakeholders to gauge our progress in reinforcing our identity.
By staying focused on our mission and regularly assessing our progress, we strive to make a meaningful difference in the lives of those we serve while maintaining our position as a leader in Louisville’s downtown.
Have you ever faced a situation where your commitment to your purpose and creating a positive social impact clashed with the profitability in your business? Have you ever been challenged by anyone on your team or have to make a tough decision that had a significant impact on finances? If so, how did you address and reconcile this conflict?
Certainly. In the realm of placemaking, where our goal is often to revitalize or improve a community space, we encounter instances where our commitment to social impact clashes with profitability concerns. Here’s a scenario to illustrate:
As part of our long-term LOUMED plan, we are dedicated to transforming an underutilized urban space into a vibrant community hub, complete with green spaces, art installations, and cultural programming. However, during the planning phase, we’ve faced challenges related to funding constraints and operational costs. On one hand, our commitment to social impact drives us to prioritize inclusive design principles, ensuring that the space is accessible to all members of the community regardless of socioeconomic status. This involves investing in features such as wheelchair ramps, accessible seating, and multilingual signage to enhance inclusivity and accessibility. However, these enhancements come with additional costs that may strain the project’s budget and impact its profitability. Furthermore, there could be pressure to consider revenue-generating activities or amenities that cater to higher-income demographics, potentially detracting from the project’s original social impact goals.
In navigating this challenge, we must balance our commitment to social impact with the financial realities of the project. This involves seeking alternative funding sources, such as grants or philanthropic donations, to support the inclusionary design features and programming that align with our social impact goals.
Additionally, we explore innovative revenue streams, such as corporate sponsorships, events, or partnerships with local businesses, to generate income while still maintaining the integrity of the project’s mission.
Could you list the top five things you’ve learned in 2023, with specific examples of how these lessons impacted your decisions or strategies? If you can, please share a story or example for each.
Perception is Reality: I learned the critical importance of addressing perceptions, even when they don’t align with reality. For example, while less than five percent of the city’s crime occurs in the downtown district where LOUMED is located, safety concerns among those working, attending school, and visiting the area remain high. Understanding that these perceptions significantly impact how people feel and behave, we made safety a top priority. This insight led to the implementation of our first initiative: the ambassador program in partnership with Block by Block. This program ensures a visible, reassuring presence throughout the district, addressing concerns directly and fostering a sense of security and community trust. This strategic move has been instrumental in improving the overall experience and perception of safety within LOUMED.
Collaboration and Relationship Building is Key: Collaboration with diverse stakeholders and active community involvement can lead to more innovative solutions and greater impact. In launching LOUMED, I prioritized developing relationships with the right people, partnering with local healthcare providers, universities, other organizations, and government agencies to leverage their expertise and resources. Additionally, engaging with the community was essential in understanding their needs and ensuring their voices were heard. This collaborative approach not only enhanced our success but also fostered a sense of ownership and buy-in among stakeholders and the community. By building strong, strategic relationships and involving the community, we created a more cohesive and effective network, ultimately driving greater positive change within the district.
Always Ask for What You Need: I learned the power of advocating for myself and my organization. Recognizing the necessity of having a strong support system, I secured a role specifically designed to bolster my efforts. Additionally, I made strategic requests to the mayor’s office and the governor for financial support, successfully obtaining funding for critical initiatives in the LOUMED district. This included securing money for improving walkability and enhancing the LOUMED ambassador program. These efforts not only provided the resources needed to achieve our goals but also demonstrated the importance of clear, confident advocacy in driving positive change.
Adapt to Changing Healthcare Landscape: The rapidly evolving landscape taught me the importance of agility and adaptability in strategic planning. For example, when faced with shifts in various policies and regulations, I led strategic planning sessions to assess the potential impact on our organization and develop contingency plans. This proactive approach enabled us to navigate uncertainties more effectively and position ourselves for long-term success amidst changing market dynamics.
Continue to Learn and Improve: Continuous learning and improvement are crucial for staying ahead in a dynamic industry. Throughout the year, I prioritized professional development opportunities for myself and my team, such as attending industry conferences, participating in workshops, and pursuing advanced certifications. By fostering a culture of continuous learning, we were able to stay informed about emerging trends and best practices, innovate more effectively, and deliver higher quality work.
How have these top five lessons from 2023 changed your outlook or approach for 2024?
Overall, these five lessons learned from 2023 have provided valuable insights and guidance as I chart a course for success in 2024. By addressing perceptions, leveraging the power of collaboration, advocating for myself, being agile, and continuously learning, I am confident that we can achieve our goals and drive positive impact in LOUMED.
These will be critical as we advance key projects in the coming year, including the demolition of a vacant and dilapidated former correctional facility at a key location with the district that we will convert to an engaging new public green space and gathering spot, as well as begin implementing a number of key streetscaping and roadway improvements along downtown Louisville’s Chestnut Street serving as the spine of LOUMED.
In terms of innovation and adaptation, what’s one change you implemented in 2023 or plan to do in 2024 that you believe will be crucial for the future of your business?
In 2023, LOUMED recognized the importance of data-driven placemaking decisions. We implemented a comprehensive data collection and analysis system, gathering insights on metrics like foot traffic patterns, community demographics, and user feedback. By leveraging data, we tailored our placemaking efforts effectively, identifying underutilized spaces and prioritizing impactful investment.
Additionally, we’ll deepen collaboration with academic institutions for cutting-edge research. This includes a partnership with the Urban Design Studio and Aqlan Lab at University of Louisville to examine the current condition and quality of the built environment in LOUMED through urban design analysis. This is paired with a walkability study where volunteer participants will have wearable sensors that track and map stress reactions to the environment. This data will help shape plans for the redesigned space. With a continued data-driven approach, LOUMED aims to make informed decisions, drive impact, and create vibrant, resilient communities.
As a leader, how do you foster a culture of continuous learning and improvement within your team or organization?
I place a high priority on my own professional development and continuous improvement, modeling a growth mindset to inspire my team. I aim to encourage curiosity, providing a safe space for exploration and learning from successes and failures. I offer resources like training programs and mentorship opportunities to support my team’s growth. Facilitating knowledge sharing and collaboration, I organize regular meetings and workshops to foster collective learning.
Recognizing and rewarding learning efforts is essential. I promote feedback and reflection, setting goals for improvement and celebrating successes and milestones achieved through continuous learning.
By cultivating a culture of learning and improvement, my team stays agile, innovative, and resilient, driving long-term success and growth.
Looking at the broader industry landscape, what emerging trends do you think will be most influential in the coming year?
Looking at the broader industry landscape, one of the most influential emerging trends in the coming year is the movement towards making cities more people-friendly. Organizations like The Christina Lee Brown Envirome Institute, with who we are partnering, are leading the charge in promoting urban environments that prioritize the well-being of their residents.
This trend encompasses several key elements. Firstly, there’s a growing focus on creating cleaner and healthier spaces. This involves not only reducing pollution and improving air quality but also enhancing the overall aesthetic and cleanliness of urban areas. Cities are investing in more green spaces, parks, and public areas that provide a refreshing break from the concrete jungle.
Additionally, the design of urban spaces is becoming more intentional. City planners and designers are making thoughtful choices about how spaces are laid out and utilized to enhance the quality of life for residents. This includes managing sound pollution to create quieter, more serene environments, as well as optimizing traffic flow to reduce congestion and improve safety.
These efforts are not just about beautifying cities but are grounded in the understanding that our physical environment significantly impacts our mental and physical well-being. By creating spaces that promote health and tranquility, cities are not only improving the quality of life for their residents but also making themselves more attractive places to live and work.
In summary, the trend of making cities more friendly and conducive to well-being, driven by thoughtful design and intentional planning, is set to be a major influence in the urban development landscape in the coming year.
If you and I were having a conversation one year from now, and we were looking back at the past 12 months, what specifically has to happen for you to be happy with your progress?
I would want to see tangible evidence of the positive impact our initiatives have had on employees, students and visitors of LOUMED. This might include improvements in safety and cleanliness, increased perceptions of the district services, or positive about the value of our ambassador program.
How can our readers further follow your work or your company online?
louisvillemedicaleducationdistrict.com or on Facebook, Instagram and LinkedIn.
This was great. Thanks for taking time for us to learn more about you and your business. We wish you continued success!
About the interviewer: Chad Silverstein is a seasoned entrepreneur and thought-leader. With over 25 years of business experience, Chad’s entire career has been dedicated to creating a positive social impact in all of his enterprises. His entrepreneurial journey began while in college at The Ohio State University, where he founded Choice Recovery, Inc., which earned national recognition and was twice ranked as the #1 company to work for in Central Ohio. Chad is now a strategic advisor for Authority Magazine’s thought-leader incubator and an Executive Leadership Coach with Built to Lead, where he recently launched an online community for leadership development.
To learn more and connect with Chad, visit www.chadsilverstein.io
Nadareca Thibeaux Of LOUMED: Lessons I Learned From Last Year To Take Our Organization to the Next… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.