Dominick Bizzaro, former Chief Strategy Officer, MVP Healthcare – The Journey Within

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Shannon Lucas - Catalyst Constellations: Hi! I'm Shannon, Lucas.

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Tracey Lovejoy (she, her): And I'm Tracy Lovejoy. We're the co-ceos of catalyst constellations which is dedicated to empowering catalyst to create bold, powerful change in the world.

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Shannon Lucas - Catalyst Constellations: This is our podcast move, fast, break ship burnout, where we speak with catalyst executives about ways to successfully lead transformation in large organizations.

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Shannon Lucas - Catalyst Constellations: And I'm thrilled today to have with us our good friend Dominic Bizarro. Welcome, Dominic.

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Dominick Bizzarro: Thank you for having me here. It's great to see you both.

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Shannon Lucas - Catalyst Constellations: Dominic is a healthcare and health tech executive, turned executive catalyst, who specializes in empowering healthcare leaders to navigate complexity and drive growth through innovation. Most recently in his role as chief strategy officer at Mvp. With a particular focus on shepherding women and humanistic leaders into the executive ranks, Dominic is committed to creating high performing human-centered leadership environments.

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Shannon Lucas - Catalyst Constellations: We had the good fortune to collaborate with him during his tenure as an executive at Mvp. Healthcare. We'll hear more about that. But I love how Dominic continually seeks and shares insights on leadership, burnout, prevention, super important and cultural transformation. His mission, which I cannot support more is crafting, fulfilling leadership lives for high impact, purpose-driven leaders to positively impact a thousand company cultures. Boom

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Shannon Lucas - Catalyst Constellations: Dominic.

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Shannon Lucas - Catalyst Constellations: so good to have you here. So that's sort of the high level. But we would love to hear from you in your own words about your catalytic journey. Maybe you can share a few career highlights that you're proud of. That helps us to see your catalytic nature.

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Dominick Bizzarro: Sure.

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Dominick Bizzarro: Well, thanks thanks for the intro, and, as I said, really great to be here with you today. So I

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Dominick Bizzarro: you know I'm a healthcare person. So I started life as a pharmacist. So it all started behind a pharmacy counter. And then

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Dominick Bizzarro: it's kind of a strange kind of circuitous journey over 3 decades. I've really worked lots of different parts of the healthcare industry, you know, from being a provider

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Dominick Bizzarro: to being president of a large physician practice. As you said, the work at Mvp. Which is a health insurance and a health Services company.

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Dominick Bizzarro: but over 12 companies, probably Hmm. 25 to 30 different roles, and so the path wasn't linear for sure, and I don't

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Dominick Bizzarro: even think it was necessary. Logical. I knew I wanted to help people, and I wanted to be in service, but

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Dominick Bizzarro: wasn't always sure of the best way. How. So I kept exploring, and and you know all the while absorbing what I think is an an incredible amount of working knowledge, experiential knowledge

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Dominick Bizzarro: of a very complex industry that that is healthcare, like many, many people are in complex, highly regulated industries.

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Dominick Bizzarro: That are that are dynamic. So all that learning and that exploration and desire to improve healthcare

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Dominick Bizzarro: lend itself to to really seeing possibilities. And

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Dominick Bizzarro: yeah, so I I think my my whole career has been

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Dominick Bizzarro: connecting the dots and like seeing the possibilities and business and and people.

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Dominick Bizzarro: and even like the last 10 or 15 years, especially

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Dominick Bizzarro: in people, because you can see the possibilities in business.

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Dominick Bizzarro: but then really simplifying the complex.

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Dominick Bizzarro: communicating it

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Dominick Bizzarro: and getting it started

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Dominick Bizzarro: literally

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Dominick Bizzarro: being a catalyst for positive change. So when I reflect back on my career and the things that I've done and the people I've worked with. It's all kind of all rooted in that.

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Shannon Lucas - Catalyst Constellations: Was there a moment that you realized that you might be operating differently than other people in those highly regulated healthcare environments.

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Dominick Bizzarro: Well, there was a moment where I knew I was operating differently, and I think it was like in second or 3rd grade.

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Dominick Bizzarro: when you know how you like. You had to show your work when you did math problems.

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Dominick Bizzarro: I never did. And

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Dominick Bizzarro: it wasn't that I didn't believe in the value of the way they were teaching it. I just thought, like

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Dominick Bizzarro: I didn't have those traditional paths to solving problems. Right? So

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Dominick Bizzarro: you know, I

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Dominick Bizzarro: I think it came down to. So I started. I started life as a pharmacist, and I work for Walgreens, and at 25 years old

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Dominick Bizzarro: I had worked. I don't know. Maybe 1520 different stores at Walgreens, because I was an intern there and stuff, and it was in South Florida was growing fast, so I had the opportunity to become a district manager. So I ran 20 stores. I was 25. I was the youngest person in Walgreens to do this. This is back in I don't know. 91 or something, 1991.

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Dominick Bizzarro: My youngest pharmacist, was 32 years old. I was 25, right? So like clearly I was in over my head. But I got some really good advice from a mentor.

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Dominick Bizzarro: and you know, this person told me, look, this this boils down to 3 things.

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Dominick Bizzarro: You gotta find the best pharmacist

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Dominick Bizzarro: you got to help them identify the best workflows, you know, in their organizations. And then you know, and this was the really complex piece of the advice, be helpful.

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Dominick Bizzarro: right? So I really boiled it down to that like I'm 25, I mean. I was kind of a, you know, outgoing person, persuasive person. So I just went and met every single pharmacist in the counties where my stores were.

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Dominick Bizzarro: and I got the best pharmacist.

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Dominick Bizzarro: and because I worked in a lot of different stores, and I could see where their workflow was a little clunky and not so clunky. I'd kind of go in. Just sit and observe.

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Dominick Bizzarro: and then offer some thoughts. Hey? What about that? What about that, you know? And you know, helped in that regard, and then, when they needed something, I advocated for them.

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Dominick Bizzarro: You know, I advocated to to get what they needed from the corporate office.

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Dominick Bizzarro: So I I think that was the beginning of it, you know, is that yeah, there's a lot going on. It's complex. But I think every business you can boil down to a few numbers.

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Dominick Bizzarro: a few processes, and a few themes. And certainly people, you know, is is at the center. So I've had lots of different experiences where that came to be. And then the innovation mind is more like, okay, if you extend that to the business itself. And you look at what the competition is doing.

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Dominick Bizzarro: If you naturally have, like a contra type of thinking where you're, you know, trying to say, Okay, well, where's the opportunity. We can't just show up and be like everybody else. You know.

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Dominick Bizzarro: How do we? How do we differentiate? That

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Dominick Bizzarro: that that really it's it's helpful, I think maybe to see what others

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Dominick Bizzarro: don't and

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Dominick Bizzarro: I think it's mostly helpful

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Dominick Bizzarro: to say what others won't.

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Dominick Bizzarro: but not always.

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Shannon Lucas - Catalyst Constellations: And you have to be careful about the delivery.

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Shannon Lucas - Catalyst Constellations: Okay.

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Dominick Bizzarro: Absolutely. Do. Yeah, this is.

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Shannon Lucas - Catalyst Constellations: Amazing. So what I heard was what you learned along your way as a catalyst was focus on recruiting and keeping top talent, looking for places to simplify processes and make improvement.

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Shannon Lucas - Catalyst Constellations: Be helpful to those around. You. Maybe bring some of the outside in thinking, and say what others won't when appropriate in the right way. Is that fair.

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Dominick Bizzarro: Yeah, I think I think that's that's a lot of it. And and I would tell you that you know.

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Dominick Bizzarro: as you know, there's there's a lot in those challenges, but I think that that is to me fundamentally

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Dominick Bizzarro: like in chemically, as a pharmacist, you know, a catalyst

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Dominick Bizzarro: speeds up. It's a substance that speeds up a process

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Dominick Bizzarro: with.

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Dominick Bizzarro: I'm trying to think of my chemistry. 101 definition without

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Dominick Bizzarro: the without getting consumed itself.

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Dominick Bizzarro: And so that led a lot to the inner work. Right? You know you're both catalysts. People listening to this, you know, might might be catalysts, or likely are catalysts

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Dominick Bizzarro: when you see those possibilities and you pursue them, and you look to simplify them. And you see, you know, and you see what's possible trying to get others to see what's possible. You've got to make sure, in the true chemical catalyst that you don't get consumed

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Dominick Bizzarro: right. You know. You know.

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Shannon Lucas - Catalyst Constellations: Amen.

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Shannon Lucas - Catalyst Constellations: How do you? How do you not get consumed, Dominic, as you're as you're going through the change process.

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Dominick Bizzarro: Yeah, I think, really, going back to basics. Again.

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Dominick Bizzarro: I have to simplify things personally, just because, you know, like many. There's a lot going on in my mind, and I'm just a voracious learner, you know. I love to learn, and I'm wildly curious. So

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Dominick Bizzarro: to me, I try to boil it down to any change. Transformation, improvement process

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Dominick Bizzarro: comes down to 4 things, one, honor, the past

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Dominick Bizzarro: 2

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Dominick Bizzarro: complete.

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Dominick Bizzarro: the past

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Dominick Bizzarro: 3 manage today because you have a today going on right? You have a lot of activity going on today

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Dominick Bizzarro: and 4

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Dominick Bizzarro: create tomorrow

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Dominick Bizzarro: where I have had challenges or had successes, or seen organizations or teams or people have challenges or successes.

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Dominick Bizzarro: It goes back to those basics. Did you honor the past?

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Dominick Bizzarro: Did you complete the past

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Dominick Bizzarro: in a factual.

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Shannon Lucas - Catalyst Constellations: What does that one? Yeah, what does that one mean for you? I'm super curious about that one.

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Dominick Bizzarro: So maybe I'll use an example we can all relate to right. I think I had really good parents.

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Dominick Bizzarro: I don't think I had perfect parents.

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Dominick Bizzarro: I think my wife and I,

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Dominick Bizzarro: we're really good parents. And I know we weren't perfect parents. So even if you had very good parents.

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Dominick Bizzarro: 80% of what they taught you. I think you want to carry forward

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Dominick Bizzarro: 20% at some point needs to get chucked off the train as you're going through your leadership journey right? So

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Dominick Bizzarro: we can honor the past

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Dominick Bizzarro: and get what we

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Dominick Bizzarro: no makes sense going forward, what may be timeless.

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Dominick Bizzarro: But we have to complete it. We don't bring everything with us.

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Dominick Bizzarro: If you don't honor the past and you're in an organization and you're trying to catalyze a new change effort catalyze a new possibility, a new business, a new branch, a new product, whatever it may be, a new initiative.

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Dominick Bizzarro: You can't rush past honoring the past because there's some people there who are really.

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Dominick Bizzarro: I'm not going to say attach. But that's a lot of their identity.

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Dominick Bizzarro: you know. They contributed that value honor. It got to get them to recognize.

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Dominick Bizzarro: The world is changing quickly. You all talk about a Vuca world quite a bit, I mean, right. It is just rapidly changing. Even the demographic of the world is changing, you know, let alone the technology and the societal impacts of all those things.

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Dominick Bizzarro: So

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Dominick Bizzarro: we need them. And we all need to recognize you've got to complete it. It's not gonna serve you or it's not gonna serve us going forward and then managing today is just say, Okay, as you're starting something new, you gotta recognize there.

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Dominick Bizzarro: There's a lot of things already in motion. There's an inertia. So how do we both manage the business of today and create the business of tomorrow.

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Tracey Lovejoy (she, her): I'd love to bridge from this to understand, you know, 25 jobs, 12 companies, a subset of which you were an executive. What were some of the biggest challenges that you you faced as a catalyst executive. Because I'm wondering if some of these frameworks come out of

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Tracey Lovejoy (she, her): that

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Tracey Lovejoy (she, her): tough learning.

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Dominick Bizzarro: Oh, yeah,

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Dominick Bizzarro: You don't have to wonder. They all do. I I wish I could have.

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Dominick Bizzarro: I wish I would have known all of that like 25 years old.

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Shannon Lucas - Catalyst Constellations: Why we do the podcast? Share?

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Shannon Lucas - Catalyst Constellations: Yep.

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Dominick Bizzarro: And you know I I wish for me obviously so. It wasn't so like torturous. But more than anything, I I wish it for the people around me

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Dominick Bizzarro: right? I wish I wish I could have imparted. You know that

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Dominick Bizzarro: wisdom, you know, and done it in a way

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Dominick Bizzarro: that was, you know, kind of neutral, and we kind of look at it, and we observe it together, and that it was kind right? So

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Dominick Bizzarro: I think these lessons, I take. It's more for the people around me more than than anybody else. So I I do think it comes down to. As I said, I think that that simple path of

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Dominick Bizzarro: You know

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Dominick Bizzarro: we

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Dominick Bizzarro: you can't realize, you know, what what you see

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Dominick Bizzarro: without people

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Dominick Bizzarro: helping it be

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Dominick Bizzarro: right coming into reality. So

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Dominick Bizzarro: it's not enough to see it.

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Dominick Bizzarro: No strategy fails in formulation, they all fail when they do fail in execution. So

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Dominick Bizzarro: Indra Newey, who I really I love her book, my life in full and I. She's on my virtual advisory board, which maybe I'll talk about a little bit later. But she talks about the fundamental role of a leader is to look for ways to shape the future right shape the decades ahead, not just react to what's going on right now in the present, and she says.

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Dominick Bizzarro: and to help others accept the discomfort of disruptions to the status quo.

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Dominick Bizzarro: So where I have failed, it's been there.

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Dominick Bizzarro: and it's not always because, like, I have the magic that I could do that. But when I need to keep it in focus and realize there's a team

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Dominick Bizzarro: around me right?

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Dominick Bizzarro: And that team could be within your organization. It could be amongst your team. But it's not just you. You have to solve that problem. Say you have to help others accept the discomfort of disruptions to the status quo. And so you know, that's how I met you, all

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Dominick Bizzarro: right, like I was at Mvp.

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Dominick Bizzarro: 40 year Old Health Insurance Company, basically a risk management organization with a world that was changing quite a bit around it. In a future that was quite uncertain as to what does a not for profit regional health plan, do you know, to deal with this world where you have these huge national providers. And then, you know you, you've just got tons of disruption. You don't have access to the capital, but you do have some assets in the organizations like

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Dominick Bizzarro: we need help

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Dominick Bizzarro: cause. I know we have people in the organization who can help us bring these ideas to scale and can help us bring into bring us into the future while we're managing today.

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Dominick Bizzarro: But we need some help in doing that, because, like mainly what I've done, what what I've done wrong, I think, mostly in my career. And what I see a lot of catalysts do is they just break organizational speed limits. And when you break organization, you know.

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Dominick Bizzarro: and when you break the organizational speed limits, one thing, if the organization's speed limit is 30 and you're going 35, it's another. If you're barreling at 70 miles an hour, that's going to cause crashes, even if you think you're getting that from the highest levels of leadership, saying, Go, go, go.

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Dominick Bizzarro: You got to be a real translator. Okay, hang on. Now, what is the speed limit? And that came to light to me when we did partnerships, because now

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Dominick Bizzarro: you know, when you've got 2 big organizations, they both have different speed limits. You gotta be able to modulate. You know your speed going where where you are and and really try to kind of distill and process as an executive.

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Dominick Bizzarro: Yeah, you know, you're getting pushed on these fronts, or you need the change, or you need the growth, or you need the profitability. Or you know, you need the new possibilities.

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Dominick Bizzarro: But the strategy is really not the issue. You know the 10 strategies out there for work. The execution is the challenge. And so breaking organizational speed limits

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Dominick Bizzarro: has been something that

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Dominick Bizzarro: you know guilty. And so how do I deal with it? I always go back to basics, you know. Did I enter the past, complete the past, manage today, create tomorrow?

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Dominick Bizzarro: Am I recognizing? Are my mind is my? Are my mindsets right?

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Dominick Bizzarro: You know

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Dominick Bizzarro: all catalysts have a growth mindset. But am I owning? Do I have an ownership mindset. So in your terms it might be, own your shit

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Dominick Bizzarro: right like, understand who you are

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Dominick Bizzarro: and understand that you need to grow. If the organization is going to grow. The team's going to grow. And when you model that, the people around you see it, and they see you know when you fail, and you got to be vulnerable. You know about that. That fail ability. And then I think so. That awareness mindset to me is really big. The ownership mindset and the awareness mindset.

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Dominick Bizzarro: Because we're all gonna we're all imperfect. We're all gonna mess up.

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Tracey Lovejoy (she, her): It's such a powerful list, and and just to things that I noted, tell me if I'm getting this right kind of in passing you were talking about sometimes, not always being steady and kind as a leader. Right? That that's a challenge for us as catalysts that ties so much to. It's not enough to see it. We have to remember that it's about bringing other people along, and so we can be so lost in.

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Tracey Lovejoy (she, her): Get get it fucking done right.

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Tracey Lovejoy (she, her): that we're not necessarily kindly bringing people along and understanding that that's the path to moving it forward.

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Dominick Bizzarro: Think there's 2.

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Tracey Lovejoy (she, her): Wow!

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Dominick Bizzarro: Which is a kind.

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Tracey Lovejoy (she, her): Speed limits. Yeah. Tell me what we're gonna say.

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Dominick Bizzarro: 2 dimensions of kind is, one is like, so one is the spinach in your teeth, kind of kind, right like.

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Dominick Bizzarro: So what I found, you know. I I got kind of

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Dominick Bizzarro: indoctrinated, you know, into a culture that I would say is kind of more of a masculine trait type. Culture like, go go high performance, push through obstacles. You know those those types of things right? So there's there's that that can make you unkind because you're so, performance driven, and you hide behind the veil

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Dominick Bizzarro: of being performance driven.

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Tracey Lovejoy (she, her): Right.

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Dominick Bizzarro: You know, and you just use it to kind of like cloak, the other part of being kind which I had early in my career.

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Dominick Bizzarro: And I see a lot in the women leaders that I work with

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Dominick Bizzarro: is that

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Dominick Bizzarro: caring

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Dominick Bizzarro: and empathetic

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Dominick Bizzarro: and stopping them especially for the early leaders. The you know, rising leaders who are just getting more teams.

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Dominick Bizzarro: but not saying the things that need to be said when they provide feedback. Right? So my coach, Mary Pat and I

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Dominick Bizzarro: taught me.

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Dominick Bizzarro: you know, cause I gotta simplify it. So, Barry, Pat, help me, I gotta. I gotta simplify this. So when I'm giving feedback. Give me something to work with. She goes. Be factual.

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Dominick Bizzarro: be direct, not a problem for you.

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Dominick Bizzarro: neutral

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Dominick Bizzarro: and kind. And then she taught me the 2 dimensions of kind, you know, who was showing up so factual, direct, neutral, and kind that was really important to me. But.

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Tracey Lovejoy (she, her): Love, that.

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Dominick Bizzarro: Yeah, organizational speed limits. You. You brought up.

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Tracey Lovejoy (she, her): Yeah, I mean, if you're you're giving us layers of, I'll kind of stay with the kind, and then I'll come back to organizational speed limits the like. The awareness of which this is a part of it.

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Tracey Lovejoy (she, her): owning, owning the Me. And seeing how I'm acting within the system.

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Dominick Bizzarro: Connect.

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Tracey Lovejoy (she, her): That to the problem that you see, and being able to slow down to bring other people with that, and how you're doing it. And then, seeing the system in which this opportunity already sits. So going back to you know that beautiful framework of honor, the past, complete the past, manage today create tomorrow

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Tracey Lovejoy (she, her): the

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Tracey Lovejoy (she, her): there is history, there is culture.

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Tracey Lovejoy (she, her): There is a lot to acknowledge that sits here. There are organizational speed limits.

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Tracey Lovejoy (she, her): Right? So I just, I feel like you've given us a 3 dimensional way to think about the challenges that we run into with some really fun ways of talking about it. I've never heard organizational speed limits, and I'm stealing that just saying.

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Shannon Lucas - Catalyst Constellations: Totally steal it.

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Dominick Bizzarro: Yeah.

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Shannon Lucas - Catalyst Constellations: And I'd love to you started to make this connection at the beginning of sharing all of that which is like. And that's why how we came together

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Shannon Lucas - Catalyst Constellations: around the catalyst program. So I'm wondering if you can help connect the dots for the audience. Like as you were thinking about those frameworks. Slash problem sets slash opportunities.

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Shannon Lucas - Catalyst Constellations: What sparked you about the catalyst program? And then what unfolded

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Shannon Lucas - Catalyst Constellations: that sort of supported the way that you were, you know, envisioning, helping Mvp. Adjust their organizational speed limit.

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Dominick Bizzarro: I'm trying to remember how I got connected to you all. I think it might.

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Shannon Lucas - Catalyst Constellations: Who's in Lindner.

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Dominick Bizzarro: Yeah.

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Dominick Bizzarro: Yeah. So then, you know, I bought the book

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Dominick Bizzarro: and read the book

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Dominick Bizzarro: and was like running back and forth from the couch talking to my wife, and I'm like, listen to this, you know, and I'd read her this, and I was like, who do you know? That's like that, you know, and then I go back to the couch, read the book, listen to this, you know, and you know. So

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Dominick Bizzarro: so I just reached out to you, you know, and connected. And and why did I reach out? Because, you know, I felt like it.

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Dominick Bizzarro: If I sit down across from someone and do what my grandmother always taught me. I can connect with them. But I felt like

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Dominick Bizzarro: I was losing the ability and the opportunities and the reach to connect with everyone you know, to get them, to see the possibilities and and how they can contribute to it in ways maybe they didn't even think were possible, and I also knew I didn't.

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Dominick Bizzarro: I I wouldn't be the right person to connect with everyone that needed to be connect with

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Dominick Bizzarro: also knew that it wouldn't scale, even if I was. You know, this magical person who could speak to anybody at all levels of leadership in the organization and the board and staff, and you know, so forth and partners.

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Dominick Bizzarro: And when I read the book

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Dominick Bizzarro: I was like, alright then I started doing a little research. I reached out to you all, and you told me what you did. I was like. That's what we need. We need a movement.

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Dominick Bizzarro: one. We need identification.

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Dominick Bizzarro: right? I know that we had, I think at the time we had like 1,500 people in the organization. I know we had, you know, 5,150. I don't know what the number is. I know there was a lot of people who had these traits, and if they did, and I was convinced they did have these traits.

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Dominick Bizzarro: I know there was a lot of people who were feeling stuck.

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Dominick Bizzarro: and you know they didn't want to be stuck. They wanted to be unstoppable.

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Dominick Bizzarro: right? Because that's what catalysts want to do. But

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Dominick Bizzarro: you know, along the way of trying to be of being unstoppable, you're gonna get stuck sometimes.

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Dominick Bizzarro: So I just said we need to help.

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Dominick Bizzarro: And so that's when you know, introduce you to the leadership team at Mvp. And then at some level, tried to, after the introduction.

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Dominick Bizzarro: tried to stay kind of hands off, because, you know, I was seeing a certain way of well, he's an executive in the company, and blah blah! Which is so weird when you're a catalyst you don't. I don't know that you ever like.

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Dominick Bizzarro: I I never really saw myself as an executive. You know. People say that just like, Yeah, you know, you're you on me.

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Dominick Bizzarro: When when I saw and learned and heard some of the stories of the companies you work with, and then you invited me to attend some of your community, some of your trust

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Dominick Bizzarro: and listen to others. I was like, Yeah, these these are people that that the leadership at Mvp. Needs meet. So I introduce you to Chris and the team at Mvp.

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Dominick Bizzarro: And you know, brought you in, and you know, made a big made a big difference because we're the the company was going through a lot of change still is

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Dominick Bizzarro: and

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Dominick Bizzarro: yeah, I felt like they just they found their people. But more importantly, they found a way to say.

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Dominick Bizzarro: okay, how do you make this work? How do you go from? You know

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Dominick Bizzarro: what you see to what comes to be? Because really

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Dominick Bizzarro: seeing

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Dominick Bizzarro: is not enough. I think, for most catalysts.

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Dominick Bizzarro: you know. They want to see it come to be right. So.

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Shannon Lucas - Catalyst Constellations: Obviously we had such and still have such a great time seeing the impact. And I think it's so like as I apply some of your framing around the sort of pivot Mvp. Has such a beautiful culture. I mean, it's like when we when, as we've been working with Mvp.

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Shannon Lucas - Catalyst Constellations: There's almost like the sense of family like. It's a deep, deep commitment. And it's been so fun for us to see that sort of this shift really, like, you know, some of the organizational speed shift, but also the like, the moving from the completing the past to creating the tomorrow. And I'm just wondering how you've seen that play out in terms of impact with the catalysts that we put through the 1st round.

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Dominick Bizzarro: Yeah, I think there was a marrying of like the reality of you know, where is the organization at? Where's the industry? At

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Dominick Bizzarro: but almost a simplification is like, look on the other side of what we do. There's a customer. And these customers are

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Dominick Bizzarro: fundamentally yeah. Mvp is an insurance company right? But fundamentally.

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Dominick Bizzarro: they're trying to figure out. How do I gain access to care to deal with this new

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Dominick Bizzarro: situation? I have in front of me this new healthcare situation.

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Dominick Bizzarro: And how do I prevent my health from declining? Those are the 2 like fundamental jobs, and you know

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Dominick Bizzarro: the affordability of getting access to care is important. So I think people connected really at that strong, higher purpose. So it kind of fed into the culture and said, Okay, on the path to that

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Dominick Bizzarro: to having and building on the trust that we have, you know, with our customers. And we want to build because.

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Dominick Bizzarro: you know, nobody wakes up in, you know, every morning and says I love my insurance company right? You know, insurance company and love not a lot of kind of connection between those 2. But you you all went in, and you saw, like the spirit, you know, of a company, and and why? Why people are there.

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Dominick Bizzarro: But how do you get these people that say, Okay, well, here's a path forward. Here's a path forward. We need to.

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Dominick Bizzarro: You know, we can do this better. We could do this differently, or this is what customers really want. And this is the experience that we need to give them this experience we want to give them, but we're not giving it to them. So it translated into a series of initiatives by people at different levels in the organization

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Dominick Bizzarro: that went through a process

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Dominick Bizzarro: and learned

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Dominick Bizzarro: a new set of skills and capabilities that, combined with who they were

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Dominick Bizzarro: as catalytic leaders, catalytic individuals

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Dominick Bizzarro: made them more powerful, made their teams more powerful, and put the company

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Dominick Bizzarro: on a stronger path.

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Dominick Bizzarro: And

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Dominick Bizzarro: you know that that to me is it's transformative right now. Obviously, any culture changes. You all know way better than I

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Dominick Bizzarro: takes time, but you can't do it in a three-day seminar.

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Shannon Lucas - Catalyst Constellations: No, you cannot. No.

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Shannon Lucas - Catalyst Constellations: thank you for sharing, and sort of a final thought for me on that, because you you couldn't have known at the beginning, because you don't know what it is until you do it. But I go back to the things that you were sharing about like the kindness, and it's not enough just to see it that you have to work through people and your awareness and helping other people with their awareness, all moving the organizational speed, like

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Shannon Lucas - Catalyst Constellations: those are the skills essentially that we're, you know, helping the catalyst cultivate. And so it just. It's, you know, the serendipity to spark, whatever that is, where it's like. These have been guiding principles for you. But, like I said, you couldn't have possibly known the richness of the alignment there. So thank you for for reaching out and letting us go on that journey with you.

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Dominick Bizzarro: Yeah, well, thank you for writing the book, you know, and and

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Dominick Bizzarro: you know, because that that was the way that I 1st connected with you

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Dominick Bizzarro: and

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Dominick Bizzarro: you know you. You have to get that out there. Right? You have to say, Okay, do you

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Dominick Bizzarro: see yourself in this? Do you see your teams in this? Do you see your organization in this?

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Dominick Bizzarro: And have you experienced it?

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Dominick Bizzarro: There? There is a path forward.

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Dominick Bizzarro: It doesn't. It doesn't have to be that way. So just the way you know, you've got a little bit. So it's interesting. You all have

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Dominick Bizzarro: unbelievable corporate backgrounds, right? I'm gonna say executive background.

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Dominick Bizzarro: But you got an outlaw to you as well right, you know, which I think is kind of part of the catalyst, you know. Psyche is, you know, status quo. Well, status quo isn't like my friend, that we go hang out with all the time. So

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Dominick Bizzarro: I think that

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Dominick Bizzarro: that combination was really important, and you could apply that, you know, with a startup you could apply it, you know, as an individual. But I think in companies to do things at scale, and to accomplish great things.

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Dominick Bizzarro: you know you you need. You need many different layers of the organization behind it, so that that book really connected me. And then, you know, started listening to your podcast and started talking to you. And then.

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Shannon Lucas - Catalyst Constellations: Here we are!

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Dominick Bizzarro: Happen. Yeah, yeah. And I'm sure you know, it's not easy. It's like, it's gotta. It's gotta continue but your ability to go in

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Dominick Bizzarro: and and really kinda

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Dominick Bizzarro: build. Well, you do it. You honor the past.

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Dominick Bizzarro: complete the pass.

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Dominick Bizzarro: know that you have to manage today

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Dominick Bizzarro: and and create tomorrow. Right? So yeah, it was great to watch.

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Tracey Lovejoy (she, her): The kind words, yeah.

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Tracey Lovejoy (she, her): before we hit record, when we were chatting before the podcast started, you were sharing with us how you've taken

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Tracey Lovejoy (she, her): these years of experience, the wisdom, the frameworks, and you're really focused in on humanistic leadership was what I heard you call it, and I would love to just, you know. Take a moment to give you the space to talk to us about

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Tracey Lovejoy (she, her): how this catalytic learning has crystallized into these next steps, for you.

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Dominick Bizzarro: Yeah, it's

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Dominick Bizzarro: So interestingly right? I love data. I love learning. I love reading and

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Dominick Bizzarro: and I love my daughters. I love my wife. And I've had a lot of women in in my life, in business and in life that have been huge influences on me. And then I just kind of watched

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Dominick Bizzarro: this these like a little bit of a culture clash.

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Dominick Bizzarro: And look, I'm painting broad strokes here. People have masculine feminine qualities, all types of different qualities.

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Dominick Bizzarro: But I was reading something that said.

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Dominick Bizzarro: 8% of the fortune. 1,000 Ceos

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Dominick Bizzarro: are women.

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Dominick Bizzarro: Clearly, women aren't 8% of the population.

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Dominick Bizzarro: Less than 10% of the 195 countries in the world

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Dominick Bizzarro: are led by women.

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Dominick Bizzarro: and we live in a country that's never been led by a woman

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Dominick Bizzarro: and you know I have a 27, and a 31 year old daughter who educate me. But increasingly the last 15 years of my career, like most of what I've done, is, see the possibilities in people

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Dominick Bizzarro: and in healthcare. Thankfully.

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Dominick Bizzarro: There's a lot of women in different roles of healthcare, different levels of leadership. So I just started kind of like peeling this apart and looking at my own

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Dominick Bizzarro: journey and say, You know where I've faltered

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Dominick Bizzarro: is when I kind of got sucked into this, you know. Really, kind of aggressive performance driven culture. But

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Dominick Bizzarro: it doesn't really need to be that way, and that's how I landed on my coach. I've been working with her for 4 years. She wrote the book called The Humanized Leader.

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Dominick Bizzarro: and who she also knows. Susan lender

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Dominick Bizzarro: And

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Dominick Bizzarro: you know, I just said, Okay.

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Dominick Bizzarro: this is really instructive. This all happened for me not to me.

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Dominick Bizzarro: And so, as I, I had a goal to leave corporate when I was 60 years old, I turned 60 years old on June 18th this year.

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Dominick Bizzarro: and I left corporate on June 7, th so I beat it by 11 days.

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Dominick Bizzarro: Yay,

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Dominick Bizzarro: But I said, All right. Well, what what is my true purpose in life. Well, I love healthcare

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Dominick Bizzarro: the best experiences I've had and the best teams I've been a part of, and people that I stay connect with over the years or some of the teams I led that really had those humanistic qualities, you know, to them. And so, I said, I I really want to pursue this. So how did I pursue it? Well, you know, start reading. But what I did is that I'm going to interview 50

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Dominick Bizzarro: women leaders in healthcare

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Dominick Bizzarro: set of 4 or 5 open ended questions. And I'm in the middle of it

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Dominick Bizzarro: and really find out, like, what are the obstacles, what are the opportunities. What's the path forward? What are the solutions need to look like? And you know, so far I found 3 things. One. There's many faces of of bias. Right?

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Dominick Bizzarro: Nothing new but

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Dominick Bizzarro: unbelievable

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Dominick Bizzarro: stories on the maternal wall. Bias just the

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Dominick Bizzarro: perception of emotion. You know.

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Dominick Bizzarro: recognition gap. How you know people seek recognition, second, work-life, integration, especially relative to caregiving

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Dominick Bizzarro: and leadership life, but caregiving in the broader sense, not caregiving just, you know, children, but caregiving

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Dominick Bizzarro: whoever is is being looked at for care, and this hit me kind of right in the face, because I have a 4 year old grandchild who.

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Dominick Bizzarro: grandson, who we spend a lot more time with. He's in kind of a I have 3 grandchildren. He's kind of in a tricky situation, and you know, just balancing now, as I'm starting my own business, my caregiving responsibility, because he's in full on papa mode

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Dominick Bizzarro: right? And I love, you know, spending time with them, but listening to the stories about the Balancing Act. And you know the career plateaus that you may may face, and just the pure mental load, like the cognitive burden of managing

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Dominick Bizzarro: work and home. You know, life responsibilities. So work, life integration was big.

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Dominick Bizzarro: And then this double bind, like these conflicting expectations placed on on women leaders based on just leadership style. You're expected to be both, you know, assertive and

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Dominick Bizzarro: and nurturing, you know. It's just kind of feeds into gender stereotypes, and then likability versus success and

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Dominick Bizzarro: just a backlash from that. And really like I would say, just a perfectionism pressure like I I would tell you, I never

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Dominick Bizzarro: as a male leader, moving through many different organizations and watching male leaders. I don't ever feel

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Dominick Bizzarro: like they felt a pressure

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Dominick Bizzarro: to be perfect. So this got me super super interested. And then these interviews. I was telling Shannon earlier. My business plan for my the practice that I'm pursuing right now

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Dominick Bizzarro: is a hundred interesting conversations a year.

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Dominick Bizzarro: So I just said, Well, I'm gonna I'm gonna go start talking to these people. And that just created that that just kind of sparked the catalyst of me

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Dominick Bizzarro: saying, this is a problem we're solving for, because you you care about healthcare healthcare is about

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Dominick Bizzarro: healing. You know, it's about growth, it's about caring. And so it just seemed like it. It brought it all to the surface. And I said, Yeah, this

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Dominick Bizzarro: this one will do for the rest of my life.

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Dominick Bizzarro: Well, thank you for.

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Tracey Lovejoy (she, her): Taking what you've learned in your journey in healthcare and applying that to really supporting others.

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Tracey Lovejoy (she, her): It's a really inspirational story. Thank you for sharing that part with us, sure.

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Tracey Lovejoy (she, her): as we wrap up the conversation today, which is always a sad moment. But we love this question.

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Tracey Lovejoy (she, her): We'd love to hear

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Tracey Lovejoy (she, her): about your favorite catalyst, past, present, who inspires you? What made them stand out?

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Tracey Lovejoy (she, her): You told us it was an exciting answer. Drum, roll.

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Dominick Bizzarro: I told you it was a different answer.

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Dominick Bizzarro: So

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Dominick Bizzarro: I've got to give you 2 answers. Right? So so one

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Dominick Bizzarro: You know, I had 2 great grandmothers, one I lost too early and one that lived to 90 years old, and as you can imagine. I was a handful when I was a kid.

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Dominick Bizzarro: maybe many catalysts were a handful when when they were kids, so I had a grandmother who used to save me right, because I would drive my parents nuts, and her name was Lena, and she taught me more about the integration of you know, business in life than anyone, and she was like a coach in disguise.

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Dominick Bizzarro: So what did she teach me?

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Dominick Bizzarro: She taught me to be curious about people.

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Dominick Bizzarro: She taught me to slow down and listen and learn their story to help 1st to deliver value. So she, she really fundamentally had the best core values. She was focused on the right thing. She understood the long game, not everything was was in the moment, and she was interested in you.

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Dominick Bizzarro: not trying to be interesting ever.

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Dominick Bizzarro: She was never trying to be interesting. She was always interested.

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Dominick Bizzarro: Right? So you know, that is a person that

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Dominick Bizzarro: I love. I miss. I mean, I'm I'm still learning from her, and I ask myself a lot, you know, especially.

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Dominick Bizzarro: I can tell you. I'm a golfer, I can tell you, after every swing, what I did wrong

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Dominick Bizzarro: doesn't mean I'll stop it

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Dominick Bizzarro: the next time.

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Dominick Bizzarro: But I can tell you in every interaction that I've had in business and with people

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Dominick Bizzarro: what I did wrong.

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Dominick Bizzarro: because it felt

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Dominick Bizzarro: I didn't like the way it felt, you know, coming out of it. So I would always ask myself, What would I do? What would my grandmother do if she had this person in front of her? How would she deal with what is coming up inside of me, you know, in the moment. So she's she's my number one far and away now. Number 2

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Dominick Bizzarro: number 2 catalyst.

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Dominick Bizzarro: I can't name one. So what I did was I create a virtual Advisory board. I have 9 people on my virtual advisory board like Brene Brown, Mary Pat, and I do. I mentioned a couple of times

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Dominick Bizzarro: Sheryl Sandberg, Andrew Shane Parrish, who I like from knowledge Podcast and wrote the book, clear thinking.

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Dominick Bizzarro: Charlie Munger, who is just I. You know, I laugh and learn every time I listen to him. Marshalls Goldsmith, so a couple of others he was a executive coach. So what I do is I wrote a prompt I probably spent, you know.

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Dominick Bizzarro: I don't know. Maybe 15 h, you know, kind of iterating with this. So I wrote a prompt for Gen. AI.

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Dominick Bizzarro: It has to be people that they have a lot of content out there, and they've written they don't have to be alive, and they may not always be reachable to, you know they're not reachable to me. I wish my grandmother would have wrote more, but those are kind of like emblazoned in in me.

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Dominick Bizzarro: And then I just ask, you know, in this situation.

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Dominick Bizzarro: what would my Advisory Board advise me to do? So? I take people that I know, and through reading and and through learning

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Dominick Bizzarro: and respect and understand their values, but really different people, you know diverse teams of people, and say in this situation.

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Dominick Bizzarro: what would my advisory Board tell me so? I feel like I always have these catalysts there. They have inspired me. All those people have inspired me in different ways.

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Dominick Bizzarro: but I feel like they're right there, you know, and and I can. I can get advice from them.

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Shannon Lucas - Catalyst Constellations: I'm totally stealing that idea.

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Tracey Lovejoy (she, her): So I'm like, yeah, how quickly.

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Shannon Lucas - Catalyst Constellations: Yeah.

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Tracey Lovejoy (she, her): The chat, gpt.

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Shannon Lucas - Catalyst Constellations: Yeah, Tracy knows I'm obsessed with Chat Gpt, and we have a catalyst ignite one that can answer questions like that. But I love this Virtual Advisory Board.

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Shannon Lucas - Catalyst Constellations: That's brilliant. Yeah.

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Dominick Bizzarro: Yeah, the the people I work with the coaching clients that I work with. They they like it, too, you know. It's

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Dominick Bizzarro: and and I don't know. And so that's what inspires me to want to write. And you know I got a newsletter going

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Dominick Bizzarro: working on a book and because, like at some point

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Dominick Bizzarro: you know, you'd you'd like to have something that you've learned from all these other folks. How can you? How can you share that?

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Dominick Bizzarro: And then to bring it back full circle? So I met you all

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Dominick Bizzarro: right, you know, and so

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Dominick Bizzarro: like you are indelibly, you know, imprinted in this imperfect person's mind.

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Dominick Bizzarro: And yeah, you know I'm I'm better for it. So the Virtual Advisory Board is is a way to yeah. You can't all get access to these people, but maybe you can just.

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Tracey Lovejoy (she, her): Love it, Dominic. It is always a joy and a pleasure to get to have time with you. Thank you for spending this hour with us today.

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Dominick Bizzarro: Yeah, it was great. It's great seeing you both, and I'm sure our paths will cross again.

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Tracey Lovejoy (she, her): Oh, yeah, they're they're.

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Shannon Lucas - Catalyst Constellations: Just gonna make sure.

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Tracey Lovejoy (she, her): Good to choose. Yeah, yeah, that's.

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Shannon Lucas - Catalyst Constellations: I love that we're aligned on that because you're like no choice.

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Dominick Bizzarro: And thank you. So.

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Tracey Lovejoy (she, her): So much for listening. If you'd like to learn more about how to create bold, powerful change in the world, be sure to check out our book, move fast, break ship, burnout, or go to our website at catalystconstellations.com.

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Shannon Lucas - Catalyst Constellations: And if you enjoyed this episode, this conversation half as much as we did, please take 10 seconds to rate it wherever you listen to your podcasts. Itunes spotify stitcher. If you have other catalysts in your life, hit the share button and send a link, their way thanks again.