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Dr. Amir Ghaferi, Professor of Surgery & Senior Associate Dean for Clinical Affairs at the Medical College of Wisconsin, and President & CEO of Physician Enterprise Froedtert & Medical College of Wisconsin, shares his experience establishing a bariatric surgery program at the VA, and how leadership roles have shaped his career. He dives into his research on quality and surgical care, highlighting the importance of fostering high-reliability systems in healthcare. Additionally, Dr. Ghaferi provides insights into the financial side of surgery, explaining revenue models like the dollar-per-RVU approach, tracking performance against budgets, and the value of a team-based approach to financial planning. The conversation concludes with advice for aspiring leaders, emphasizing emotional intelligence, adaptability, and the courage to embrace new opportunities.

Takeaways

• Dr. Ghaferi's journey highlights the importance of adaptability in career paths.
• Establishing a new program requires both passion and perseverance.
• Building coalitions is essential for successful healthcare initiatives.
• Leadership roles can significantly shape one's career trajectory.
• Research in health services can bridge gaps in surgical care.
• A culture of high reliability is vital for improving patient outcomes.
• Budgeting is a critical skill for surgical department management.
• Collaboration among healthcare teams is key to effective patient care.
• Budgeting is a collaborative effort involving multiple expertise.
• Budgeting is more of an art than a science.
• Tracking performance requires understanding the story behind the data.
• Re-forecasting budgets is essential for accuracy.
• Emotional intelligence is key for future surgical leaders.
• Leaders should embrace opportunities and challenges.
• Saying yes more than no can lead to personal growth.

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Dr. Bruce Perler, the Julius H. Jacobson II Professor and Vice Chair Emeritus for Clinical Operations and Financial Affairs in the Department of Surgery at the Johns Hopkins Hospital and School of Medicine, shares his journey from a middle-class upbringing to becoming a prominent figure in vascular surgery and academic leadership. With insights into his surgical training, mentorship from figures like Dr. David Sabiston, and his experiences at Johns Hopkins, Dr. Perler discusses how passion, strong mentorship, and relationship-building have shaped his approach to leadership. He reflects on the essential role of financial management in healthcare and the importance of clinician-administrator collaboration, offering valuable advice for aspiring leaders. His journey is a testament to dedication, resilience, and a commitment to advancing the field.

Takeaways

• Dr. Perler's upbringing instilled a strong work ethic.
• Mentorship plays a crucial role in surgical training.
• The importance of teaching and engaging with students.
• Building relationships with colleagues is vital for success.
• Transitioning to academic surgery can be serendipitous.
• Internal candidates face unique challenges in leadership roles.
• Changing institutions can facilitate career advancement.
• Understanding the business side of medicine is essential.
• Collaboration between clinicians and administrators is key.
• Passion for one's work leads to fulfillment and success.

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Dr. Thomas Varghese, Professor, Chief, Section of General Thoracic Surgery at the University of Utah, and Chief Value Officer at the Huntsman Cancer Institute, joins us to share his inspiring journey in surgery. In this conversation, he discusses the evolving roles of mentorship and leadership, stressing the importance of resilience and continuous learning. Dr. Varghese highlights how he forged his path by seeking mentorship and embracing challenges, ultimately contributing to initiatives like the ACS Strong for Surgery program and the HCI-IMPACT Center.

He offers powerful advice on building a strong culture in medical institutions, emphasizes the role of effective communication, and breaks down quality improvement as a systematic approach to advancing patient care. Dr. Varghese’s story is a must-listen for aspiring surgical leaders, providing valuable insights on guiding others, creating lasting impact, and navigating the journey to leadership in medicine.

Takeaways

• Dr. Varghese's journey began with a fascination for teamwork in surgery.
• Mentorship in surgery is evolving to be multi-directional and involves curating a circle of mentors.
• Training future leaders in surgery is essential for building a strong culture in medical institutions.
• Leadership in surgery is defined by the ability to guide and positively influence others.
• First impressions matter!
• Establishing a cancer center requires a deep understanding of organizational principles and mentorship.
• Quality improvement is a systematic process that aims for measurable improvements in patient care.
• Effective communication is crucial for surgeons to convey information to patients and teams.
• Aspiring surgeon leaders should seek feedback and continuously strive for improvement.

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Dr. Rebecca Minter, Professor and Chair of the Department of Surgery at the University of Wisconsin School of Medicine and Public Health, and Vice Chair of the American Board of Surgery, Board of Directors, reflects on her journey in surgery and shares her perspectives on impactful leadership, emphasizing the importance of influence over titles. She discusses challenges in performance evaluations, the need for strong mentorship, and her dedication to Entrustable Professional Activities and competency-based training in surgical education. Dr. Minter offers valuable advice for aspiring leaders in surgery, guiding listeners on how to navigate their careers and make meaningful contributions to the field.

Takeaways

• Leadership is about influence, not titles.
• Everyone can be a leader at any level.
• Networking is crucial for career advancement.
• Self-awareness is essential for growth.
• Faculty assessment needs improvement.
• Mentorship should be intentional and structured.
• Competency-based training is the future of education.
• Feedback is vital for leadership development.
• Aspiring leaders should focus on their impact.

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Dr. Thomas Scalea, the Honorable Francis X. Kelly Distinguished Professor of Trauma Surgery, Physician-in-Chief of the R Adams Cowley Shock Trauma Center, and Director of the Program in Trauma at the University of Maryland School of Medicine, joins us to discuss his unconventional path to becoming a leader in trauma care. Reflecting on pivotal career moments, Dr. Scalea highlights innovative approaches in trauma management and the importance of empowering teams to foster excellence in patient care. He shares insights on leadership, from conflict resolution and negotiation to the essential role of “managing up” in a high-stakes environment. Dr. Scalea’s emphasis on challenging the status quo and pursuing one’s passions offers invaluable advice for aspiring surgeons and leaders.

 Takeaways

• Dr. Scalea's journey to surgery was unplanned and filled with pivotal moments.
• Innovative techniques in trauma care can lead to remarkable patient recoveries.
• Effective leadership requires listening and leading by example.
• Improving patient care involves protocolizing processes and enhancing communication.
• Quality assurance in complex healthcare systems relies on empowering skilled individuals.
• Conflict management starts with understanding others' perspectives.
• Influence as a leader is built through a willingness to help and support others.
• Aspiring leaders should challenge the status quo and pursue what they love.

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Dr. Charles Yeo, Professor and Chairman of the Department of Surgery at Sidney Kimmel Medical College at Thomas Jefferson University and Senior Vice President and Chair of Enterprise Surgery at Jefferson Health, shares his journey to becoming a leader in pancreatic surgery. He reflects on the pivotal role of mentorship, the resilience needed during his transition to faculty, and the evolution of pancreatic surgery over the years. Dr. Yeo dives into the complexities of healthcare systems, discussing the funds flow model and the importance of preserving academic missions. For aspiring leaders, Dr. Yeo highlights the need for emotional intelligence and foundational skills essential to succeed in surgery.

Takeaways

• Mentorship played a crucial role in shaping Dr. Yeo's career path.
• The evolution of pancreatic surgery has been significant over the years.
• Early challenges in faculty positions require resilience and adaptability.
• Leadership in surgery is about advancing others and setting them up for success.
• Effective communication is vital in surgical leadership.
• Balancing work and personal life is a continuous challenge for surgeons.
• Healthcare systems benefit from regional facilities for patient care and education.
• Quality assurance requires delegation and oversight in large healthcare systems.
• Future surgical leaders must develop emotional intelligence and sound surgical skills.

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Dr. Robert McIntyre, John and Cynthia Schultz Professor and Chief of the Division of GI, Trauma, and Endocrine Surgery, as well as Vice Chair of Finance in the Department of Surgery at the University of Colorado, reflects on how personal trauma influenced his career path and discusses the transition from resident to attending surgeon, highlighting the new responsibilities that come with leadership.

He emphasizes the importance of soft skills—especially listening—and how leadership opportunities often arise from being prepared and open to them. Dr. McIntyre shares his insights into balancing multiple roles in a surgical career, the value of collaboration, and the power of building trust within a team.

Dr. McIntyre also highlights the complexities of revenue cycle management and the significance of compliance in billing practices.


 Takeaways

• Dr. McIntyre's journey into surgery was influenced by personal trauma.
• The transition from resident to attending brings new responsibilities.
• Leadership opportunities often arise from being prepared and open to them.
• Soft skills, especially listening, are crucial for effective leadership.
• Balancing multiple roles can be achieved through collaboration and teamwork.
• Influence in leadership comes from valuing team input and building trust.
• Documentation is key to successful revenue cycle management.
• Timely filing and clean claims are critical to avoid denials.
• Regular feedback and education are essential for compliance and improvement.
• Future leaders should focus on management and finance skills alongside clinical expertise.

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Dr. Parsia Vagefi, Professor and Executive Vice Chair of Strategy and Finance in the Department of Surgery at UT Southwestern Medical Center, and Chief of the Division of Surgical Transplantation, shares his journey into transplant surgery and the importance of mentorship in shaping his career. Specializing in liver transplantation and hepatobiliary surgery, he discusses the rewards and challenges of the field, emphasizing teamwork in achieving successful outcomes. Dr. Vagefi also provides insights into leadership, adaptability, and transparency, while highlighting the financial aspects of running a surgical department, optimizing care pathways, and value-based care. He offers advice to trainees, encouraging them to focus on their interests and prioritize open communication in navigating challenges.

 Takeaways

• Mentorship and early exposure to surgery are crucial in shaping a career in surgery.
• Effective leadership requires adaptability, presence, open communication, and transparency.
• When considering career transitions, it is important to assess the opportunities and challenges of the new environment and weigh them against the current situation.
• Preparing for leadership roles in healthcare administration may involve reading relevant literature, optimizing care pathways, and focusing on value-based care. Be good stewards of resources and find opportunities to increase efficiency.
• Consider the interconnectedness of clinical care, research, and education in building a successful department.
• Focus on your interests and commit to becoming an expert in your chosen areas
• Transparency and open communication are key in managing financial challenges

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Dr. Keith Lillemoe, W. Gerald Austen Professor of Surgery at Harvard Medical School and Surgeon-in-Chief at Massachusetts General Hospital, shares his journey to becoming a leader in the field. He dives into the critical role of mentorship, the key traits of effective leadership, and how surgical education and quality improvement are evolving. Dr. Lillemoe highlights the importance of balancing leadership duties while fostering a culture of safety and excellence. He offers practical strategies for developing leadership skills, engaging faculty in quality initiatives, and sustaining progress, even in resource-constrained environments. His advice for aspiring leaders centers on mastering time management and making strategic decisions.


 Takeaways

• Leadership in surgery requires understanding multiple missions.
• Trainees should seek leadership opportunities early in their careers.
• National leadership roles enhance institutional leadership capabilities.
• Setting educational standards is crucial for surgical departments.
• Assessing leadership qualities starts early in residency.
• Quality improvement is a priority in surgical departments.
• Engaging faculty in quality initiatives is essential for success.

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Dr. Allan Kirk, Professor and Chair of Surgery at Duke University School of Medicine shares his unique journey from time in the military to becoming a distinguished transplant surgeon and scientist. He offers deep insights into the evolution of leadership in surgery and reflects on the critical importance of authenticity, teamwork, and balancing innovation with financial sustainability. Dr. Kirk provides invaluable advice for future surgical leaders, emphasizing personal development, subject matter expertise, and the power of genuine leadership.

Takeaways

• Leadership is about developing expertise, not seeking authority.
• Military experience provided valuable resources and encouragement.
• Encouragement in a workplace is crucial for growth.
• Innovation must be balanced with financial sustainability.
• Effective leaders listen more than they speak.
• Authenticity is essential for positive influence as a leader.
• Building a strong team is foundational for departmental success.