I Guide Medtech and Healthtech Founders in Building and Scaling Solutions by Combining 30+ Years of Clinical Practice, Executive Leadership, and Military Precision. Former CEO & White House | Board Member | Veteran
Healthcare leaders face a delicate balancing act. Some may even call it a high-wire act given the passions and opinions involved – weighing, evaluating, and scrutinizing sometimes competing medical and business needs. As a physician executive, I have learned that you can't make decisions with solely one lens which is a tendency with younger leaders. Seasoned leaders focus relentlessly on the critical intersection of these two areas. Focus too heavily on clinical priorities, and fiscal realities get overlooked. Obsess over finances, and care can suffer. The best leaders contemplate both perspectives in parallel and align them toward a critical goal, namely the long-term success of the organization. Because at the end of the day, a well-run company is an organization that is able to provide care for decades to come. Of course, with the terrain, leaders must sometimes make tough calls that won't please everyone. Leadership isn't a popularity contest. But by giving clinical and operational voices equal seats at the table, leaders make informed choices. The path forward isn't always linear. In fact, most of the time it isn’t. But when medical and business needs intersect, an organization is running on all cylinders. Leadership in healthcare is both an honor and a responsibility. It’s important to steward our organizations to best serve those that entrust us with their care – and that means providing high-quality care and ensuring the lights are on for years to come.
Incredible balance, Jay!