Today in health, it we're going to take a look at a cautionary tale, something to keep in the back of your head. My name is bill Russell. I'm a former CIO for a 16 hospital system. And creator this week health set of channels and events dedicated to transform healthcare. One connection. At a time. We want to thank our show sponsors who are investing in developing the next generation of health leaders.

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That's where they lost it. Right there. I can't paint to paint a false picture of the company's cyber controls environment. You have to admit there's a problem. Address the problem, secure the environment. Make people aware of what's going on. And they created a larger problem for the entire industry. And that's probably the, so what for this, as I try to end these things with this.

So what does this mean for us? First of all, you are not a leader who stands in isolation. It is not your job to defend the entire organization. You are a part of a team. If you work for a health system, you're part of a team. And depending on where you are in that ladder, your job is to communicate the risks. And the things that you see to the level that's appropriate, if that's the next level up and let them do with it, what they may, that's your job.

And if you're the cyst, so you need to communicate it to whoever you report to that could be a board. It could be a joint reporting. If you are a peer of the CIO to maybe a chief security officer or a president or chief operating officer, if you report to the CIO, which you're incumbent upon it. Yourself too. Make that person aware of it and spell out the risks.

Here's what we're seeing. Here's what's going on. Here's what is possible. If we do not address this, make it very clear, as clear as you possibly can. If the CIO decides not to take that to the board, that's the CEO's prerogative. And. And their risk. Not when they should take, if you're a CIO listening to this, you should take that to the board immediately.

In fact, you should take that to the executive team immediately. Take that to the CIO CEO, as soon as you possibly can get on the phone, let them know, Hey, I've got a critical issue. We need to discuss, get over there and have the conversation. Let the organization respond to these things, give them the information they need to respond, give them the path and the risk associated with it.

Be as clear as you possibly can. This is not an indication on you and your ability to do your job. Your job is to let people know. Where we are deficient. And if that's a mistake you made, it's better to make that mistake and fess up to that mistake than it is to Expose the company to huge fines. And potentially other worse consequences. Anyway, that's all for today. Don't forget, share this podcast with a friend or colleague. Keep the conversation going. We want to thank our channel sponsors who are investing in our mission to develop the next generation of health leaders. Short test artist, site parlance, certified health, notable and 📍 service.

Now check them out at this week. health.com/today. Thanks for listening. That's all for now.