Hello. Hi. Welcome to TED-8. We've been doing this for nearly a decade. Kent Peterson and myself and the ACOM Teaching Academy and our wonderful mentors have made this an amazing success. We have no disclosures other than to paraphrase Oscar Wilde, we have nothing to declare but our genius. So what does TED have to do with occupational and environmental medicine? The traditional TED or TEDx is technology, entertainment and design. We at ACOM believe in teaching, education and delight. We want to delight our listeners and our audiences with information. And why do we want to do this? Well, it's helpful if you're going to talk to somebody to inspire them, persuade them, right? Convince them. And it's an ACGME core competency. We have to do it to be acceptable and adequately trained occupational medicine physicians. And of course, what other specialty has to talk to not just patients but managers, operations people, lawyers, labor unions, CEOs, the public? Not a lot of doctors have to do that except the health professionals in occupational and environmental medicine. All of us are part of the team. So just to remind you, there are five videos from the ACOM Teaching Academy that are online at our website. The first is how to become a presenter, just a general overview. The second is planning and organizing your presentation. You have to think about the audience, you have to think about what you really want to say. The third is once you've thought of all that, how do you put it together in teaching materials, whether they be slides, props, whatever. How to deliver magic with confidence, to express yourself with body language, body language, right? And how to then get the audience engaged with practical and experiential learning. All these things are huge skills that we need to know. If we're going to be effective in our specialty, we need to know them. We want to take the average speaker from good to great to be a wonderful presenter and more importantly to be an outstanding teacher. We want the things we say to be remembered, to be acted on. We want it to be considered important because what we have to say about the safety and health of workers is important. We want to transform people in our specialty to be really good occupational and environmental medicine health professionals of all kinds. Today's speakers are Martin Kuss, Laura Gillis, Tony Allman, and Maria Lanzi, who will be giving you wonderful presentations. And I think our first speaker is Dr. Martin Kuss. He is the medical director of AukMD in Houston, Texas, and also an adjunct professor at Duke University School of Medicine. He's going to be talking to you about finding gold when stuck in the mud. Martin? Thank you. Early in my medical career, I had an experience that made me a better doctor. So 15 years ago, I was a diving medical officer. That means I was a physician in the Navy, but also a fully qualified Navy diver working on a dive team. That's a fantastically cool job. It is just as cool as it sounds and it looks. And actually, I do want to bring up, we have two dive medical officers in the back. We have Mike and Ryan. They both work with SEAL teams. So I can't overstate how much I love this job. I loved this job. I loved my role, my job. I loved my teammates. I loved the relationship that I had with my teammates. My phone was on 24 hours a day. If in the middle of the night, anybody needed me in the ER, if somebody's kids were sick, I was there for them. I treated my teammates like gold. And they treated me like gold. So we were doing a job. It was a stateside job. We were replacing the sensors on a DPERM range. What that is, is basically it's a whole bunch of sensors under, buried in the ground. A ship will roll over it and will get demagnetized and make it difficult to track. Mission was to replace those sensors. It was going to be a difficult dive. It was going to be a difficult dive for several reasons. One, very low visibility. Two, solo dive. Nobody. We had a standby diver, but nobody. And number three, there was a long digging phase in the dive. So once you got to the bottom, you had to hydro drill deep into the mud to get to the sensor, about 15 feet. So I get in the water, and I start my descent. And I notice, we always dive in dark, dark water, but this is a little bit different. This is really dark. Right away, within a couple of feet, I can barely see my hand in front of my face port. And I continue to descent, I get to the bottom. So, this is where we are now. I'll pick this one. That's me up top, on the left side. That's where I need to be on the right side. Dig down into the mud. So, I take my fire hose, it's like a hydro drill, and I say, top side, I'm ready for water. And they send me water, and I start digging. It's pitch black, and I'm going back and forth, back and forth, and I'm tunneling into the mud, down to get to the sensor. And then 15 or 20 minutes later, I'm working hard, I'm trying to get there fast. I hear, okay doc, you're at the right depth, start looking around, start digging around you, get to the sensor, find it. And all of a sudden, I realize, I can't turn the hose to the side. I think I made my tunnel super too narrow. I can't really stand up. And I start, and I start feeling like, you know what, maybe I can't stand up because the narrow, the tunnel is so narrow that it's starting to collapse in on me. And I can hear my, I can hear my breathing, and it's an active hearing. I can hear it going off in my ears because I'm on comms, and when I'm talking, my voice is getting kind of high up top, and I'm trying to re-center myself. But all I want is this whole thing to end. And I don't know how much, how much long later, but I hear, okay doc, your time's about up, square yourself away, we're going to pull you up. I made it. I survived. But that relief was very shortly followed by the sense of embarrassment. I failed to find the sensor. I was terrified. I panicked underwater. Never happened before. I felt terrible about this. And as I was being brought up, I didn't really know what to expect. So I come out of the water, and I sit down onto this, you know, onto my bench, and I take my hat off, and I can feel my face. It's really hot. And my ears are really red, and I don't want to look around much because I'm so embarrassed. But nobody said a word. Nobody said anything. It was almost like nothing happened. And I was thinking, how, wait, how? And then I realized they did know. They knew what happened to me. They heard it in my breathing. But they saved me from falling. They saved me from failing. I realized that this team that I was looking after, that I was treating like family members, treating like part of, I mean like intimate part of my life, they were in turn treating me like gold. This was a really special experience. I really learned a lot from it. So how did something like this make me a better doctor? Well, several years later, when I'm out of the Navy, I'm in the clinic, and I'm looking for my next patient. 21-year-old female. She got injured two weeks ago. She was pushing, and this was right before Christmas that she got injured. Okay. So she's pushing a pallet jack with some boxes that were stacked up, and the boxes kind of fell down on her, kind of tipped over and hit her in the head. And so she was seen in the clinic that day, and she had terrible headache, and she couldn't open her eyes, but her neuro exam was perfectly normal. She didn't have a mark on her head. She had no amnesia, no loss of consciousness. She didn't fall. Very dramatic, and she was taken off of work. So she's coming back two weeks later, after Christmas, and seeing me and same complaints. So I'm thinking, great. I walk into the room, and the first thing I notice is 12 out of 10 pain is not what it used to be, because she looks awfully, awfully comfortable on her phone. And so I sit down and start the interview, and I realize her symptoms start as soon as we do my exam. So I'm doing accommodation, and she's swatting at my pen light. You know, can't possibly stand the light in her eyes. And then, you know, on her extraocular movement, she's getting confused and looking all sorts of ways. And then when I'm doing her Romberg, she's doing the dance. You know, the dance where her feet are actually surprisingly stable, but there's a lot of dancing going on. And I find myself getting irritated. I get really irritated, and it's because I know that she knows that I know that she knows that this is a game. And we're in this situation, and it's funny because I feel like I'm not in control of this situation. My face is getting hot. My ears are getting red. I'm embarrassed to be in this kind of situation. And so I get out of that room long before she can argue with me about how she can't possibly, possibly return to work. So I leave the room. And as I'm leaving, I feel ashamed. I feel ashamed that, like, what just happened? How did this encounter go so bad? And it was bad. It was to the point to where I felt like, who's in charge of that encounter? Who's the professional in that room? Because I wasn't in control. And that reminded me when my face gets hot, my ears get red, it reminded me of that dive. That dive when I had a team that actually, when I'm out of control, they stepped in and they saved me. And I realized I did have a team. Meet Dennis. Dennis is a nurse practitioner who works with me, and he's good. I went up to Dennis. I said, Dennis, can you help me? I have a 21-year-old female who I'm pretty sure is a malingerer, and I just had a terrible encounter. I don't know where this is going, but I'm afraid of where this might, it went so terribly that she's going to complain at least. But this could go further. Can you help me? And he did. Dennis went in there, and he connected with her in a way that I couldn't. He was able to give her some restrictions, physical therapy, and three weeks later she was back at full duty. Dennis stepped in, and he kind of saved me in the same way that my teammates before saved me. And I realized then that when I feel that I'm getting triggered, when I feel like I'm out of control, I'm not in control of the situation, but I should be, and I'm embarrassed about it, first thing I notice is my face gets really hot, and my ears get really red. And then, since then, I look to my team and I think, someone's got to step in and save me. I should be the professional, but I have a team. So I'm telling you this because this works for me. This has worked for me multiple times. When you get into that situation, maybe it could work for you. If you feel like you're out of control of a situation that you should be in control of, look to your teammates. When you're stuck in the mud, look for gold. So our second presenter is Dr. Laura Gillis, Chief Medical Officer of Union Pacific Railroad in Omaha, Nebraska. She is our current Vice President of AECOM and our incoming President-Elect of AECOM. Laura will be talking to us about fear and courage. Laura Gillis, Chief Medical Officer of Union Pacific Railroad in Omaha, Nebraska. She is our current Vice President of AECOM and our incoming President-Elect of AECOM. Laura will be talking to us about fear and courage. Laura will be talking to us about fear and courage. It's not on? Okay, there we go. So today I'd like to share some thoughts on fear and courage. Now, this story starts in my kitchen last December with my husband of 28 years and a glass of wine, which is nothing unusual in my house. However, on this day, my husband, who's an airline pilot, had just been diagnosed with ocular migraines. And those of you in the audience who are aviation know that ocular migraines in an airline pilot, pretty much a career killer. So most people at this point would have been mad, angry, dismayed. At least upset. But not my husband. Oh no, no, no, no. My husband was happy. In fact, he was beyond happy. He was ecstatic. And I couldn't remember ever seeing him this happy in a long time. No more airports, no more crazy passengers. But you want to know what really got him excited? What he really went on and on about that he was finally going to be able to do after 37 years between the Navy and the airlines? He was going to get to grow his hair and his beard. I'm a girl. I don't get it. But he just kept going on and on about it. And the more he talked, the more I realized that I was starting to feel something. I was starting to feel butterflies in my tummy. Right? And the more he went on, my palms started to sweat. My heart started to race. And I started feeling anxious. And the more he talked, the more anxious I got until I couldn't help myself and I blurted it out. But I can't sleep with Santa Claus. Yeah. I said it. Not one of my finer moments, I have to admit. Especially as the person who's always preaching to my kids and my team. Think it, don't say it. Yeah. And I thought, Laura, what the hell's going on with you? And I started to think about what I was feeling. And what I was feeling was fear. It was that gut-wrenching, fight-or-flight emotion, that sense of terror. And right there in my kitchen, it was paralyzing me. Because fear can do that. It can be overwhelming. But the thing about fear is that we don't like it. It makes us really uncomfortable. It made me really uncomfortable. So by its very nature, fear forces us to act. It demands action to cope with the threat. But before you can act, you need to deal with yourself, with your fears, your flaws, your issues. So I'll share a story. It's kind of sad. And unfortunately, some of you may be able to relate. There came a point a few years ago where I realized my mom had dementia. And the whole family was in denial, me included. And I kept my head in the stand as long as I could until it was just too uncomfortable. And something had to be done. But before I could do anything, I had to deal with what I was feeling, the fear. That fear of watching her fade away in front of me. The fact that there was absolutely nothing I could do to stop this or fix this. And that nothing was ever going to be right about this situation or the same again. And I cried, and then I cried some more. Until I got to a place where I could make peace within myself with what was going on. Because it wasn't until I found that peace within myself that I was able to sit my parents down and move the situation forward. So you need some fear. Fear makes us act. And the fear is what leads, whoa, sorry, to courage. Courage is in fearlessness. It's not a lack of fear. It's understanding the threat before you. It's feeling the fear. It's embracing that fear, and it's moving through that fear. Courage can be physical courage, like what you see in this photo, running in when everyone else is running out. It could be moral courage, when something is threatening your ethical integrity or your ability to be your true authentic self. But either way, you need to deal with your fear to find that courage that allows you to go into the lion's den. And we all have lion's dens. In occupational medicine, some of us go into the lion's den every day. One of my favorite COVID stories is a C-suite boardroom story, where my executive team in 2021 had had enough of COVID. They were done with it. They were over it. And so they were going to have a mandatory staff meeting with 500 people, no virtual option, no excuses. The only problem was the CDC, at that point, hadn't changed the large group gathering recommendations. So I had a problem. Because up until that point, we had faithfully been following those recommendations. I can still feel the fear in my stomach that I felt when I hit send on that email, telling them that I was not going and why. I didn't know if I was going to have a job at the end of the day. Now, something very cool happened. My team found out. And they followed me into that fire. Ultimately, they had the damn meeting, right? But because of the actions that we did, they did offer a virtual option. And I'm still the CMO. So sometimes it works out. It's not all bad. Would it have been easier just to go, not say anything, acquiesce? Oh, hell yeah. Absolutely. Right? But that's the point. Because courage is a choice. It's about doing the right thing for the right reasons at the right time. No matter how ugly, how uncomfortable it makes you feel, or what the consequences. So that night, sitting in my kitchen with my happy husband and my fear, I realized that I had to deal with myself. I had to deal with my insecurity about getting old, my mortality. Who was I if I wasn't Dr. Gillis in charge of everything anymore? And it was at that point that, as much as I hate to admit it, maybe my husband was right. Because on one hand, it was really scary, that next chapter, right? But on the other hand, it was kind of exciting, too. Because I was going to get to reinvent myself next. So when I realized that, that night in the kitchen, I found, I dealt with my fear, I found my courage, and I knew what I had to do next. I had to sleep with Santa Claus. Thank you. I'm very, very happy to announce Dr. Tony Allman, Medical Director of Wound Care and Hyperbaric Medicine at Regional One Health in Memphis, Tennessee. Today, he's going to talk about how he discovered magic in medicine. Thank you. Is this on? Yes. Would you be impressed if I told you that we had medical treatment that could cure some cases of blindness, some cases of hearing loss, and 12 other conditions? What if we lived in a world where we could grow new blood vessels, a term we call angiogenesis? Welcome to my world, the world of oxygen. Like many of you, I haven't always lived in this world. For me, I started out in family practice. And after a while, I was frustrated with family practice. So the hospital I was working for said, why don't you try this occupational medicine? And I thought to myself, I'm not going to like it, but I'll try it. And surprisingly for me, I liked it. So I was doing occupational medicine for the hospital, and I was learning more about occupational medicine. Twenty-five years ago, I went to this conference in New Orleans, and I ran into Bob Bourgeois, one of my college buddies. He encouraged me to learn more about occupational medicine. So after eight years of doing occupational medicine, I said, maybe I ought to get some training. So off I went to Duke. I spent two years in North Carolina before I found a job in Lafayette, Louisiana, where I started my career as a board-certified occupational medicine physician. And then I started seeing all these commercial divers. It's like, where did they come from? And after eight years, I said, maybe I ought to get some training. So I went to New Orleans, where I did a fellowship in hyperbaric medicine. Well, we have all had mentors in our careers. You see Dr. Joe Serio there. He was one of my hyperbaric mentors. He was in New Orleans until Hurricane Katrina forced him out, and then he came to work with me. He taught me about his 50 years of experience treating commercial divers. Then I was recruited to Memphis to be the medical director of their hyperbaric chamber. We have the only multi-place hyperbaric chamber in the entire state of Tennessee. In fact, there's only about 85 of these in the country. Inside of our chamber, we can treat entire families poisoned with carbon monoxide or critical care patients who may have necrotizing fasciitis or compartment syndrome. I'm going to tell you about two patients. This is the first one. His name is Marvin. Marvin was working at a factory when he developed vocal cord cancer. He was at work one day after he'd had treatment for his vocal cord cancer with radiation. So he was at work one day, and he started having breathing problems. His employer had to send him to the emergency room, and he was admitted into intensive care where he got his emergency tracheostomy. Marvin couldn't breathe because of the swelling of his vocal cords, a result of the radiation. His doctor sent him to us for treatment. When I first saw Marvin, he came into the office, and he was carrying a bag like this. During the whole exam, he was spitting and coughing into this bag because of all these secretions. All Marvin wanted to do was get back to work. But his company wouldn't let him back to work with a tracheostomy. So we put him in the chamber, started giving him hyperbaric oxygen. After two weeks, the bag was gone. He was no longer having those secretions. After six weeks, the tracheostomy came out. And after eight weeks, Marvin went back to work. We live at sea level where there's 21% oxygen. This is Mount Everest Base Camp where there's only 11% oxygen. Half the people that visit this place will get altitude sickness, the effect of hypobaric conditions, not enough pressure to deliver a sustainable amount of oxygen. Well, low oxygen in tissues can lead to problems like dry gangrene of the feet. What about giving more oxygen? Well, oxygen is a drug. You give too much, and it's toxic, not enough, and you die. The main toxicity we worry about is seizures, but it can affect the lungs also. Thinking of oxygen as a drug, if we can find the right dose, we can do some good. We increase the dose of oxygen with the use of pressure. By doing so, we can increase oxygen tension in tissues by tenfold. Doing this, we can keep retinal tissues alive and cure blindness potentially from central retinal artery occlusion. Idiopathic sudden sensorineural hearing loss thought to be caused by inflammation in the auditory nerve and the cochlea, well, hyperbaric oxygen reduces inflammation. We can cure this with 85% success when combined with steroids. Stem cells are the building blocks of healing tissues. You can see after 20 treatments, we have eight times the number of circulating stem cells as before you start hyperbaric oxygen treatment. I talked about angiogenesis. This is a comparison of normal tissue and tissues exposed to radiation. You can see the tissues exposed to radiation only have 30% of the vascularity of normal tissues. Well, after 20 treatments, we get that number up to 75%, and this effect lasts even years after the treatment has stopped. I want to tell you about Emma. I saw Emma last year. Emma was three years old when she developed a craniofringoma, a brain tumor. It sits between the pituitary gland and the optic nerve. She was having symptoms of vision troubles and hormonal problems, which is what craniofringomas do. Well, she was treated at St. Jude in Memphis where she had radiation for a tumor. Got her to where you couldn't even see it. Emma was doing great until about six months after she got her radiation, she started having trouble with her vision. The very treatment that saved her life was causing her to go blind. St. Jude sent her to our hospital where we started her in hyperbaric oxygen. They did an MRI and showed all these white lesions in her brain, something we call radionecrosis. Well, after 20 treatments, most of those white lesions were faded. And after 40 treatments, they were all gone. And three months later, Emma got her vision back. We talk about quality of life. Work and health are only small parts. You and I, we have devoted our careers to improving people's quality of life. When I see success from hyperbaric oxygen, it improves my quality of life. And that's why I love what I do. Now, maybe you know a Marvin, or maybe you know an Emma. Maybe you will remember that there is help with hyperbaric oxygen. Now, I'm not a wizard and I'm not a magician, but for me, hyperbaric oxygen, and especially for my patients, is magic. Thank you. Thank you. My name is Melanie Hayes. And today, I am very pleased to present to you Maria Lanzi, a board-certified adult nurse practitioner and occupational health nurse specialist who is the Deputy Section Chief of Occupational and Environmental Medicine at the VA Medical Center in Philadelphia, Pennsylvania. Maria will be talking about Guess Who's Coming to Dinner. All right. Welcome, all of you, to dinner and this Thanksgiving meal brought to you by Norman Rockwell, that harbinger of happy families with polite conversations and everyone who's gathered and getting along. I don't know about you, but my extended Italian family, as large as it was, was anything but this. In fact, the turkey was optional. So did we argue? Yes we did. Did we have debates? Yes we did. Do we have operatic discussions going on until all hours of the night? Yes we did. That's what families do. Today, as I welcome you all to dinner, our first guest is Abraham Flexner and the Hopkins Circle, who in 1910 released the Flexner Report, Changing Medicine from Proprietary Education to a Science-Based Specialty within an Academic Structure. Today, the modern physician embraces scientific advancements and looks to science and data. But Flexner did have some critics, including William Osler, or whatever you think about him. But, part of what happened with medicine is it became hierarchical and broken into subspecialties. One within their own silo of knowledge, an area of scientific expertise. Another guest to join us this evening is the Institute of Medicine, who 100 years after Abraham Flexner released the Future of Nursing Report, calling for the expansion of the scope of practice for nurse practitioners and for nurses to be full partners with physicians in transforming American medicine and healthcare via multidisciplinary teams. Today, nurse practitioners practice alongside physician colleagues in many areas, in many roles and in all medical specialties, working together to deliver and improve care. But, we are not physicians and physicians are not nurse practitioners. We have unique identities and we have very time-honored traditions. We are part of the same family of medical practitioners who practice to medically diagnose and treat within the realm of American healthcare. And we are all here for the same purpose, to protect the health and well-being of workers. And fiddle on the roof, Rev Tevyev is looking for stability in his life and he looks to his traditions to help stabilize it, but his traditions are shifting all around him. Physicians are not unlike Rev Tevyev, with multiple changes and areas shifting all around them as we all learn to adapt to multidisciplinary teams with the changing roles and responsibilities that we all have. And here we are at ACOM, all at the same table. There are some dire facts that are forcing us all to evolve. Our specialty is seeing more physicians aging out of the workforce than entering it. Residencies have decreased and there are less board certified physicians. In fact, occupational and environmental medicine is practiced less and less by medical practitioners who are trained in occupational and environmental medicine. Given these realities, doesn't it make sense that MPs trained in OEM should stand with you to improve the health of workers? Not as a substitute, but side by side as colleagues. Well versed in OEM and trained to hand off care that is outside their scope of practice to the physician. Just as a physician trained in neurology would hand off a brain tumor to a neurosurgeon. Now as we chart the course through these multidisciplinary teams, perhaps with some conflicts and discussion, I may truly and passionately believe that I am right. You may passionately believe that you are right. But in the midst of all of that, we must still respect each other enough to listen to each other and seek joint solutions that move us all forward. For occupational and environmental medicine to win, we will all need to work together as a single high-functioning team with the dignity and respect that we all deserve. This is the miracle on the Hudson, the most successful marine rescue in aviation history. On that day, 14 New York City waterway ferries worked together to rescue passengers and crew within minutes. They were a high-functioning team. Together we can be a high-functioning team. Data confirm that high-functioning teams focus on each other's strengths and work together in a climate of mutual respect, for mutual respect is critical to improving communication and enabling teams to grow. Could we not, like the Phoenix, transform together and rise and build AECOM into the home where we as occupational and environmental medicine practitioners unite on common ground? For it is here at one table that we can work together to champion the specialty, promote education and convey OEM's value to the world. Remember Pandora, created by Zeus and given a box, told never to open it? She opened it. And as chaos was unleashed on mankind forever, within the box remained hope. And I have hope that we will all unite under the AECOM banner, physicians, nurse practitioners and physician's assistants working together as partners to increase access to care and improve the health and well-being of workers. My vision of hope is that we bridge the chasms that separate us, that we work to understand our unique roles and skills and recognize the difference in knowledge and that we become not an either or equation but a both and solution. We need each other and the survival of our specialty depends upon us all. My vision of action is that together we ensure the right organizational models are in place so that competent OEM practitioners are in the right place at the right time and protocols are in place for timely worker referrals to the appropriate OEM practitioner. That together we create the supportive environment where everyone functions at their highest level and the worker is the center of our attention. Much like James T. Kirk, I don't believe in unwinnable situations. We have the power to create a brave new world. I believe we can all be at the table, leveraging our unique strengths. I believe we can transform together to push back on our fear of change with the courage to persevere, to build new traditions in our AECOM as we boldly go into the future of occupational and environmental medicine. Thank you. Thank you guys up in the back. Wow, those are some great talks. Let's have another round of applause for all four. Isn't that fantastic? Oh my God. Well, the AECOM Teaching Academy has done it again and we really want to let you know that for all of our occupational and environmental medicine health practitioners, communication is the language of leadership. This is how we lead in our specialty. And just wanted to put in a word for the opportunities that are available for all of us. There's big talks, there's elevator pitches, there's escalator moments, and even one-liners. If you pick the right one-liner. Marianne Cloran once gave me a great one-liner. She said, occupational medicine is the impact of health on work and of work on health. I have used that line a thousand times in trying to explain to people what the hell we do. Thank you, Marianne, it's really, really great. So we're looking for volunteers for future TED presentations. It's relatively rigorous. Sometimes the TED speakers are frustrated, sometimes they're angry, sometimes they're pissed off, but sometimes they're really happy that they're able to do this. So should you have a candidate you think might like to do this, or you yourself, please contact Kent Peterson or myself and we need some good people. Now what I'd like to do is call the TED speakers up and put them in these chairs. Come on up, come on, you know who I'm talking about. Come on up. And we're gonna take a few minutes to kind of ask them some questions about what it's like to be a TED speaker and what it's like as far as what they think it might mean to them. So we have some questions prearranged. No. Okay, and we're gonna kind of go one, two, three, four, or maybe we'll go four, three, two, one, I don't know. We'll just do it. So there's a handout in the slides that should be part of your app. If it's not, let us know, we'll make sure it gets uploaded. By the way, this is the kind of slide you should never put in your presentations. This is a handout, not a slide. Too much information, no decisions made about what's the central thing you wanna bring up. So don't use this kind of slide. Let me ask, Martin, what inspired you to give a TED Talk? Why did you wanna do this? Sonja Meyers. Okay. If I could do what Sonja did, she had the entire room, that room was full, and she had the whole room singing at the same time. That was pretty special. I was like, I wanna do that. That was amazing, okay. And David Corretto and Jill, obviously. David Corretto and Jill as well. All right, thank you, thank you, great. Laura, you were already an accomplished speaker. What did you learn from this TED process? What did you learn? It reinforced the idea that simple is better. Okay. Saying more with less words. Yes, yeah, and less is more work, right? Yes, okay. It was a lot of work, yeah. I'm gonna bring up another, well, it's not a one-liner, but a recently departed occupational medicine physician, a great friend, Walter Newman, once said, short is good, long is bad. Even when short is bad, it's good. And even when long is good, it's bad. Short is better. Okay, thank you, Laura. Maria, what aspects of the coaching and the TED process did you find the most valuable and the most irritating? I was gonna say. Actually, Kent's presence and calmness and Melanie's words of encouragement and you attempting to make me laugh were all the things that kept me going. All right, and what will you take with you in your next presentation? Great pictures. Great what? Pictures. Great pictures, okay, that's a good one. They help convince people. And Tony, words of wisdom for those aspiring to become great presenters and outstanding teachers? Well, don't do your training like I did. It's the worst way in the world. But it's something that you have to work at. A lot of times it doesn't come natural. I've been speaking at ACOM, A-O-H-C for at least 20-something years. And the more you talk, the better and easier it gets. So it's practice, it's all about practice. Practice, practice, practice. What was it Benjamin Franklin said? If you fail to prepare, you must prepare to fail. So practice, practice, practice, right. All right, are there any questions from the group? We've come to the end of TED-8. We're very happy. These are some wonderful presentations. Any questions from the audience? It's a quiet group, all right. Well, thank you very much for coming. And let's look for TED-9 next year. Thank you.

TED-8 event

occupational and environmental medicine

fear and courage

hyperbaric oxygen therapy

healthcare collaboration

communication in healthcare

leadership in healthcare

teamwork in healthcare

inspiring healthcare professionals