COMPANY NURSE
GROWING
COMPANY
NURSE
WHEN PAUL Binsfeld’s daughter Jackie
was two years old, they spent a lot of time
trekking back and forth to the emergency
room. Even though Jackie’s injuries were
standard for a carefree young child,
the time and expense of these small
inconveniences added up quickly.
After several visits, Paul’s insurance
provider at the time gave him a direct line
for medical assistance from a nurse on call.
For Paul and Jackie, this meant that instead
of taking lengthy and costly trips to the ER
for minor incidents, they could simply call
and receive immediate medical assistance
and advice on where to go from there.
The convenience of having direct access
to a medical professional when injury struck
inspired Paul to consider the benefits of a
similar service for workplace injuries. And
so, in 1997, Company Nurse was born.
Company Nurse targets a recurring issue
in the workplace: workers not having the
resources or protocol to efficiently handle
injuries that happen on the job. Workers’
compensation claims are lengthy to report
and don’t offer aid on the spot, and because
of this, can easily be overlooked entirely.
Not only is this hard on the injured employee,
but it is also costly for the organization.
Company Nurse offers a solution.
Instead of workers having to
correspond with compensation agents
in addition to seeking medical support,
Paul thought of placing a nurse on the
front lines of receiving workplace injury
reports to connect the worker calling in
with someone who could understand the
details of their injuries, know the right
questions to ask, and, most of all, offer
immediate assistance over the phone.
Working with Petra Coach
As Company Nurse evolved, though, it
became evident that they needed to make
efforts toward improving their overall
business structure through more effective
goal setting and better use of resources to
accelerate growth.
More immediate than fueling the growth
of the company, though, was that Paul
faced several internal dilemmas. The team’s
Operations Manager was on the verge of
retirement, leaving a significant gap in
management and the Leadership Team
out of alignment. Communication within
14
departments had also become siloed and
harmful.
Paul knew he couldn’t tackle these
challenges alone, which led him to seek out a
coach. Paul shared an EO Chapter with one
of Petra’s Certified Coaches, Jason Rush.
As Jason was Arizona’s Chapter President,
Paul had witnessed his leadership skills
firsthand, in addition to having heard great
success stories about Petra Coach.
The First Day
At their kickoff with Petra, Company
Nurse’s leadership team had “a mix of
emotions,” to put it nicely. Paul took note
of his team members’ reactions—who was
and was not willing to do the work and get
on board with the change.
“The program was essentially self-
correcting,” Paul said. “Even the idea of
implementing the Rockefeller Habits and
the accountability that went along with it
began weeding out the people who were
corrosive in our organization to begin with.”
Today, when it comes time for planning,
the team is well prepared for the day—
often with prework completed—and eager
to set new goals for the coming period. The