Q. How important is it for a leader to have experienced a season of volunteerism?

A. I think it is exceptionally critical. Leaders not only lead an organization, but a leader’s actions and behaviors are replicated by others, both inside and outside of work. Thus, our modeling of volunteerism messages its importance, and volunteerism is important for our society to function.

Q. Do you think volunteerism is a critical element in all leadership roles?

A. Volunteerism is absolutely critical in all leadership roles. There is not a position where leadership does not have a potential beneficial impact on giving back to society.

Q. When you were an upcoming leader, who is someone you observed in a volunteer position or a leadership role?

A. I can’t necessarily pin it on one person. I have always looked at different leaders. Each has overwhelming strengths that I want to model. Others have weaknesses that I do not want to portray. I look at every one and pick which quality I want to emulate and which I want to stay away from.

Q. The role of leaders in the community is significant. How do you manage your time between working/leading and providing a role model for community work?

A. Part of a leader’s role is to be involved in the community. It is part of the work, not necessarily in addition to the work. It will be seen as and feel like additional work if a leader does not see it as a component of their work. It is not an “add on.”

Q. Describe the role you see yourself in in 10 years.

A. I like to see myself having greater capability and influence in changing the city of Cincinnati and its surrounding communities through the bettering of the lives of others in the city. This is meant in a broad term, not just in healthcare. I would like my role to cross many different boundaries. At the end of the day, you want to change the lives of others and leave an impactful legacy of giving back to others.

Q. How do you use your leadership talent to encourage and groom others?

A. Just by being a leader, you have the capacity to influence. People will model your behavior, good or bad. It is a privilege to lead. It allows you to develop others without saying anything because they are watching. Things that are important to a leader will rise up the scale of importance of an individual, such as volunteerism.

Q. How do you monitor the performance of the people you have to lead?

A. There are different buckets. One is job responsibilities and the outcomes of them. Another large component, maybe a greater component, is how they are in treating others — their colleagues, their subordinates, their customers. The non-direct job-related influences are huge. One definition of culture is how people act and behave when no one is watching. That is extremely important for a leader to know.

Q. Leadership roles lose significance unless they impact those who come behind us. How are you making a lasting impact for future generations?

A. I get a lot of gratification from developing others, and from watching others achieve their personal goals. The job of a leader is not to create followers, but to create other leaders.

Q. What methods can influence the importance of a leadership role beyond the current day-to-day work?

A. Just as our parents always stated, treat others the way we want to be treated. I preach that same philosophy around TriHealth. A person that you are treating is not just a patient, they are someone’s loved one. If you see them that way, treat them that way, and make your decisions that way, then the right decision will almost always be made.

Q. Describe your leadership style.

A. I have many personal principles. The first one that comes to mind is from Tom Ricketts, executive chairman of The Chicago Cubs. He once stated, “Hire good people who hire good people and let them do their jobs.” The role of a leader is to create a strong team and allow them to do the work you hired them to do, under your guidance. The job of a leader is not to create followers but to create other leaders.

Q. What challenges are you facing?

A. One challenge is the rapidity of change in healthcare and the speed at which healthcare is changing its direction. Though I agree with the pace and the direction, it is still a challenge. The goal is to align healthcare systems with taking care of the health of others — not just treating people when they are sick but helping keep people from getting sick. TriHealth is the forerunner in leading this in the region. We are making sure that we are spending as much time and effort on prevention as we are on treatment.

Q. What does a great day at work look like for you?

A. A great day is when I see individuals grow; when I see them take on more tasks that are challenging to them and they do it with excitement and success.

Q. Is Cincinnati a leader in healthcare delivery?

A. The healthcare delivered in Cincinnati is at a very high level; across the board it is high. Are there other healthcare systems in the country that are ahead of healthcare systems in Cincinnati? 

Yes, but not many. The leaders in all of the different industries in this city need to keep moving in the same direction — to accelerate changes to better our community. Healthcare delivery depends on many other systems outside the walls of hospitals and physician offices — fitness and wellness centers, proper education about nutrition, school systems, grocery stores, even into the sports and financial sectors. We must be united to deliver excellent healthcare for the community.