Bluestem Health’s Remarkable Transformation

When Brad Meyer stepped into the role of CEO at what was then People’s Health Center—a Federally Qualified Health Center (FQHC)—in 2014, the organization was in a tough spot. The turnover rate was between 50% and 60%, there were 85 employees, a $7.2 million budget, and roughly 9,300 patients. Brad Meyer became the fifth permanent CEO since 2003 and was the first with a background in healthcare leadership.

At the time of Brad’s arrival, the clinic only had one location; the environment was tense, had strained team dynamics, and could be chaotic at times due to a lack of consistency. Despite these factors, Brad saw a team that passionately cared about their patients and believed in the mission, which was a foundation he knew he could build upon. His first steps were to assess and strengthen the team, set clear expectations, and reinforce respect throughout the clinic. For the first couple of years, Brad participated in interviews, coaching sessions, and terminations with the managers, placing a strong emphasis on educating and training staff. Brad made sure both failures and successes were openly shared to show that even leaders make mistakes and that imperfection is part of growth.

Over time, Brad gave staff autonomy to lead their departments with minimal micromanagement, allowing him to shift into the role of advisor, challenger, and supporter. He encouraged them to think through scenarios, learn from mistakes, and take risks safely. All of which has made them into a stronger organization. One of the most impactful changes was teaching leaders how to hire the right people—not just fill seats. As a FQHC, Bluestem provides comprehensive primary care and preventative care to a diverse and often underserved patient population, so hiring decisions were guided by a candidate’s alignment with the clinic’s mission, understanding of the community, and their ability to ask thoughtful questions that helped them vet Bluestem just as Bluestem vetted them.

Today, Bluestem has four clinic locations, over 190 full-time employees, $27 million in revenue, and roughly 23,000 patients. Brad says the culture is unlike anything he’s experienced in his career. The 2023 vs. 2024 Employee Satisfaction Surveys showed significant improvements—staff are more optimistic, confident, and encouraging. Their retention rate is the highest it’s ever been, and they’re seeing more referrals from current employees’ friends and family, which speaks volumes. “What’s most rewarding” Brad shared, “is hearing long-time staff share stories of how far we’ve come—with pride in their voices. That pride is a testament to the legacy we’ve built together.”

Advice from Brad Meyer to leaders facing similar challenges:

• Never give up! Being a change agent is hard. People resist change—even when they know it’s necessary. Some won’t believe you’re capable of leading it. Do it anyway.
• Lead by example. Be consistent. Pick up the scrap of paper in the hallway because someone will see you walking the walk. Smile and greet people—even when you don’t feel like it. That might be the only smile they see all day.
• Own your mistakes. React quickly when something isn’t working. Don’t procrastinate, tackle things head on because you will lose less sleep when you’re not up all night worrying about the “what-if’s”. Just do it and get it out of the way. Communicate your needs and encourage others to do the same. Engage with your team. Let them feel comfortable around you. If you mess up, apologize. Ask for feedback. Learn and move forward.
• Let your team help you grow. You can’t succeed without their support—and they can’t thrive without yours. Leadership is a partnership.