BY MANUEL GARCIA-TOCA, MDCLINICAL ASSOCIATE PROFESSOR OF SURGERY, STANFORD UNIVERSITY, ON BEHALF OF THE LEADERSHIP DEVELOPMENT AND DIVERSITY COMMITTEE
Inspiring and communicating a Shared Vision; Importance of adding leadership to learning portfolio of vascular surgeons.
This is the latest column in this year’s series highlighting the evidence-based behaviors and attributes that define great leadership.
I had the privilege of interviewing Dr. Bhagwan Satiani, professor of clinical surgery in the Division of Vascular Diseases & Surgery, and Medical Director, Non-Invasive Vascular Laboratory and Director of the Faculty Leadership Institute at Wexner Medical Center at The Ohio State University College of Medicine in Columbus, and commissioner and secretary of the state of Ohio Minority Health Commission. His professional interests and accomplishments are impressive and include clinical research with more than 170 peer-reviewed publications, several book chapters, coordinating and teaching physician leadership development and business education to residents and physicians, and conducting practice management seminars for surgical residents. Most pertinent to this article, his current research focuses on faculty retention, physician work effort and compensation issues, appropriateness of utilization of diagnostic tests, and physician shortages. I talked with Dr. Satiani about his expertise regarding leadership.
Dr. Satiani
Q: During your career, you have advocated in multiple publications for more diversity in membership and leadership positions in vascular societies. What can be done to inspire a shared vision on this topic?A: I believe the efforts of many are creating a strong foundation for change, and we will continue on this positive path because the data demonstrate that diversity is simply good for business. In 2015, McKinsey completed a survey of 346 companies’ research (mostly based in the United States and the United Kingdom), noting an anemic increase in average gender representation on their executive teams of only 2 percentage points, to 14 percent, and ethnic and cultural diversity by 1 percentage point, to 13 percent. So change is slow. However, in a more recent study of more than 1,000 companies covering 12 countries, and using two measures of financial performance, a statistically significant correlation was shown between diversity of the leadership team and financial performance. In this study, companies in the top quartile for gender diversity on executive teams were 21 percent more likely to outperform on profitability and 27 percent more likely to have superior value creation. Thus, there are obvious benefits to supporting a diverse work force, and these benefits will ultimately catalyze continued change.
In medicine and surgery, diversity is commonly oversimplified as a means to increase quotas of gender, race and sexual orientation represented in the work force. I believe we must expand our definitions and constructs of diversity beyond physical attributes to the power that is created through synergy of new and diverse perspectives. If the members of a group of leaders sitting around a table all look alike, think alike and have similar backgrounds, it is unlikely they will be able to do much more than preserve the status quo, which in business is not a winning formula. As leaders, we need to find our voice and values and speak out when we see the homogenization of leadership.
Jim Kouzes, the famed author and speaker, says that "envisioning exciting possibilities and enlisting others in a shared view of the future is the attribute that most distinguishes leaders from non-leaders." Our leaders have to be forward-looking and share their vision of what diversity really means for our societies. Diversity should be practiced not only in the traditional sense of people’s physical attributes but also of ideas and thought. We will be stronger for it.
Dr. Garcia-Toca
Q: As you think about the future of vascular surgery, how can SVS members best position themselves to lead effectively?A: I tell our medical students that I would pick the same specialty if I had another life to live. It is the single most innovative specialty, which attracts the brightest and therefore has a boundless future. My suggestions include: stay current with knowledge and envision how to stay ahead of the curve, involve yourself in SVS affairs to influence change, give to the political arm of SVS, take advantage of SVS offerings, stay curious to solve clinical and research problems even in private practice, and do not ever forget your families that support you every day. Q: How can SVS best support its members to lead change in the healthcare system and in their own practices?A: Continuing to survey membership to stay in touch with their needs. Push to get involved more on the political side. Private practitioners constitute about two-thirds of the membership. Having been one for almost 25 years, I know some issues are more pressing for that community. Leadership positions should be shared with the entire membership. If people are given a chance, most will rise to the challenge.Q: Which leadership skills have you found to be most critical in your day-to-day leadership success?A: While I do not consider myself a ‘successful’ leader, I have been able to teach based on my observations of both successful and less successful leaders. I believe authenticity and integrity are ahead of all the technical and relational skills we teach. After those two, being selfaware about your own dominant style and being versatile using it, knowing the art of compromise and sharing your knowledge with others are very important. Followers are much smarter than leaders think and are able to spot fake actors. Q: For those on the learning path of leadership, are there practical pieces of advice you can provide that may save them time and discomfort?A: Watch those who inspire you and attach yourself to them so you can learn from them. Read as much as you can about leadership, then combinethis knowledge with what you observe at work and outside. Only by learning your own strengths and weaknesses and capitalizing on your personal strengths can you lead successfully.