Why Revenue Cycle Leaders Must Learn to Say No
Sandra Gubbine describes a recurring pattern during her organization's 18-month revenue cycle system upgrade: requests to build improvements into the system being sunset. Her answer is no, not only because the old system is being replaced but because the talent and skills she needs are more valuable invested in the future platform than in extending the life of legacy infrastructure. When a second request arrives involving a problem that has existed for five years, her logic is the same: if it has survived this long, it can wait, and the team can bridge the gap until the new technology arrives.
Key Takeaway
Saying no to reasonable-sounding requests is a strategic leadership discipline, not a failure of service. When top resources are finite and a system replacement is underway, the direction of the ship matters more than any individual quick win, and knowing which problems can wait is as important as knowing which to solve.
“What is more important to drive our ship in the right direction than to step back and get a quick win?”
Sandra Gubbine, Vice President of Revenue Cycle, AtlantiCare
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