First, thank you for being here. Your decision to join the Insights PRO Collective means more than simply joining another professional community. It means you’ve chosen to be part of a movement that believes healthcare works best when we understand one another, learn from one another, and work together to improve outcomes. As many of you know, I am in the middle of relocating to Northern Virginia while also transitioning into a new full-time role. Because I want to build this community intentionally—and give it the time and attention it deserves—I will be treating August and September as our soft launch period, with our official full launch planned for October. That doesn’t mean we’re waiting until October to begin. In fact, one of the things I’m most excited about is starting our Bridge Conversations now. These conversations are designed to bring together professionals from across healthcare and health insurance to discuss the challenges we all face, share different perspectives, and explore practical ways we can improve collaboration. Better communication leads to better understanding, and better understanding leads to better outcomes for the people we all serve. We’ll host at least one Bridge Conversation in August and another in September as we begin building the culture and rhythm of this community together. In the meantime, I have one favor to ask. If you know healthcare professionals, health insurance professionals, patient advocates, revenue cycle leaders, care coordinators, case managers, provider office staff, or others who believe education and collaboration matter, I invite you to share this community with them. The more perspectives we bring to the table, the richer our conversations become. Thank you for believing in this vision while we’re building it together. I’m excited for what’s ahead, and I’m grateful you’re part of this journey from the very beginning. Here’s to building stronger connections, better collaboration, and ultimately better outcomes.

Helping people make better decisions starts long before Open Enrollment ends. This year, I’m experiencing firsthand many of the situations we help others navigate every day. Our family is relocating to another state. We’re working through Special Enrollment decisions. My son is remaining in Georgia for college, which means his coverage decisions look different than the rest of the family. And before long, Open Enrollment will begin, bringing another round of important choices. Even after more than 15 years working across health insurance and healthcare, these decisions still require careful planning. It reminds me that the people we serve often have far less knowledge, fewer resources, and little confidence that they’re making the right choice. As healthcare professionals, patient access teams, benefits professionals, HR teams, and health plans, we all have opportunities to make these conversations easier. 💬 Strategist Question of the Week What is one thing your organization—or you personally—can do to help patients, employees, members, or clients better understand their health insurance choices during Special Enrollment and Open Enrollment? What education, communication, or tools have you found to be most effective? Let’s share ideas that help people make informed decisions—not just complete enrollment forms. — Dinah Lee💕 Founder, Premier Health Insights, LLC

One of the biggest mistakes organizations can make is defining leadership by position instead of behavior. Some of the strongest leaders I’ve worked alongside weren’t supervisors, managers, or directors. They were the team members everyone trusted to train new employees, improve workflows, troubleshoot complex issues, and bring people together around solutions. They built credibility long before they were ever given authority. When we only look for leadership in the organizational chart, we risk overlooking the people who are already influencing culture, strengthening teams, and improving outcomes every single day. Leadership is demonstrated through curiosity, collaboration, accountability, problem-solving, and a willingness to help others succeed. Those behaviors often appear long before a promotion. As healthcare continues to evolve, perhaps one of our greatest opportunities is to recognize and intentionally develop leadership at every level of our organizations. When we do, we don’t just prepare the next generation of managers—we build stronger teams, improve communication across disciplines, and ultimately create a better experience for both patients and the professionals who serve them. Leadership is a behavior before it is a title. I’d love to hear from this community: What leadership behaviors do you believe organizations should recognize and develop long before someone receives a leadership title? Dinah M. Lee Founder, Premier Health Insights, LLC

☀️ Happy Tuesday, Collective Strategists! Every day, healthcare professionals encourage patients to take better care of their health. Yet despite our best efforts, many people still wait until something becomes urgent before seeking care. The question is… Why? Is it lack of education? Access? Time? Trust? Health insurance confusion? Or something else entirely? One of the greatest opportunities we have isn’t simply treating illness—it’s helping people prevent it whenever possible. That brings us to this week’s Collective Strategist Question of the Week. This week’s question: What do you believe is the biggest barrier preventing people from being proactive about their health? It could be: • Health literacy • Cost concerns • Insurance complexity • Limited access • Fear or anxiety • Lack of time • Previous healthcare experiences • Communication • Something else entirely Bonus Question: If you could change one thing to help more people become proactive instead of reactive, what would it be? I’m looking forward to hearing your experiences and learning from the different perspectives represented in this community. 💙 Bridging Perspectives. Improving Outcomes. — Dinah M. Lee💡 Founder, Premier Health Insights, LLC

Our leadership team read Unreasonable Hospitality by Will Guidara as part of our workplace leadership book club. One quote has stayed with me: “Black and white means you’re doing your job with competence and efficiency; color means you make people feel great about the job you’re doing for them.” As healthcare professionals, we’re trained to value measurable outcomes—and we should. We measure productivity. Turnaround times. Denials. Quality scores. Patient satisfaction. Financial performance. Those metrics tell us what we accomplished. But they don’t always capture how we made people feel while accomplishing it. As I’ve reflected on this quote, I’ve also been thinking about leadership. I’ve come to believe that leadership isn’t reserved for people with a management title. Some of the most influential people I’ve worked alongside have never supervised a team. They lead by taking ownership. They lead by solving problems. They lead by mentoring others. They lead by creating calm during stressful situations. They lead by making patients, providers, and coworkers feel supported. That’s what “adding color” looks like to me. Healthcare will always need competent professionals. But it will never stop needing compassionate ones. What does “adding color” look like in your role? Share one example of a time when you intentionally went beyond completing the task to create an experience that made a lasting difference—for a patient, a provider, or a colleague. Let’s learn from one another. Dinah💕