1 00:00:00,560 --> 00:00:02,720 This is Laura Dierda with the Becker's Healthcare 2 00:00:02,720 --> 00:00:03,220 podcast. 3 00:00:03,759 --> 00:00:05,440 I'm thrilled today to be joined by doctor 4 00:00:05,440 --> 00:00:07,759 Paolo Ferrata, who's the chair of the department 5 00:00:07,759 --> 00:00:10,320 of surgery at Inova Fairfax Medical Campus and 6 00:00:10,320 --> 00:00:12,559 system division chief for trauma and acute care 7 00:00:12,559 --> 00:00:14,925 surgery at Inova Health System. Doctor Farada, it's 8 00:00:14,925 --> 00:00:16,364 a pleasure to have you on the podcast 9 00:00:16,364 --> 00:00:16,864 today. 10 00:00:17,565 --> 00:00:19,725 Laura, the pleasure is online. Thank you so 11 00:00:19,725 --> 00:00:20,945 much for having me. 12 00:00:21,484 --> 00:00:24,125 Absolutely. Well, I'm excited for our discussion because 13 00:00:24,125 --> 00:00:25,964 I I know, you know, there's so much 14 00:00:25,964 --> 00:00:26,670 happening at, 15 00:00:27,230 --> 00:00:30,269 Inova, and especially looking at clinical care. It's 16 00:00:30,269 --> 00:00:32,189 just a time right for innovation. So I'm 17 00:00:32,189 --> 00:00:34,189 looking forward to diving in. But before we 18 00:00:34,189 --> 00:00:35,950 do, I'm wondering, can you introduce yourself and 19 00:00:35,950 --> 00:00:37,469 tell us a little bit more about Inova 20 00:00:37,469 --> 00:00:38,210 Health System? 21 00:00:39,005 --> 00:00:41,005 Yes. Yes. So my name is Parda Perata. 22 00:00:41,005 --> 00:00:42,365 I am the chair like you said, the 23 00:00:42,365 --> 00:00:44,605 chair of the department of surgery at Inova 24 00:00:44,605 --> 00:00:47,645 Fairfax Hospital, which is our flagship hospital. We 25 00:00:47,645 --> 00:00:50,925 have over 900 licensed beds, although we take 26 00:00:50,925 --> 00:00:53,585 care and serve more than, those patients. 27 00:00:54,100 --> 00:00:56,100 And we are located in Northern Virginia to 28 00:00:56,100 --> 00:00:58,820 serve a population of 3.2, 29 00:00:58,979 --> 00:00:59,479 million, 30 00:00:59,939 --> 00:01:00,439 people. 31 00:01:00,820 --> 00:01:03,239 We have the third busiest emergency, 32 00:01:04,180 --> 00:01:06,200 room in the entire country. 33 00:01:07,165 --> 00:01:10,204 And, the department of surgery, we need more 34 00:01:10,204 --> 00:01:12,944 than 90 surgeons from different specialties, 35 00:01:13,245 --> 00:01:14,444 all cutting edge, 36 00:01:15,005 --> 00:01:15,505 very, 37 00:01:15,965 --> 00:01:18,865 very interesting and very talented group of physicians. 38 00:01:19,619 --> 00:01:21,399 And from the trauma perspective, 39 00:01:21,700 --> 00:01:23,700 we have a trauma system. So we have 40 00:01:23,700 --> 00:01:26,680 a level one trauma center in Fairfax Hospital. 41 00:01:27,060 --> 00:01:29,159 For those of you that are not familiar, 42 00:01:29,299 --> 00:01:30,599 what does that mean, 43 00:01:31,060 --> 00:01:33,060 level of trauma center could be level one, 44 00:01:33,060 --> 00:01:34,280 which is the highest acuity. 45 00:01:34,645 --> 00:01:35,465 Level two, 46 00:01:36,325 --> 00:01:39,625 same clinical acuity, but without research and residence. 47 00:01:39,844 --> 00:01:42,084 And level three is less acuity, and then 48 00:01:42,084 --> 00:01:44,965 their other levels are not, recognized by the 49 00:01:44,965 --> 00:01:47,069 state or the American College of Surgeons. So 50 00:01:47,150 --> 00:01:48,590 we have a level one in Fairfax, and 51 00:01:48,590 --> 00:01:50,670 we have a level two in Loudoun. Beautiful 52 00:01:50,670 --> 00:01:51,170 hospital. 53 00:01:51,790 --> 00:01:54,129 Great teams. Very capable clinicians. 54 00:01:54,750 --> 00:01:56,670 In terms of my background, I have been 55 00:01:56,670 --> 00:01:59,469 working in IEnova for four years. Before, I 56 00:01:59,469 --> 00:01:59,969 was, 57 00:02:00,305 --> 00:02:02,944 at another at Virginia Commonwealth University where I 58 00:02:02,944 --> 00:02:05,504 was the director of the ICU and professor 59 00:02:05,504 --> 00:02:07,284 of surgery and director of the fellowship. 60 00:02:07,745 --> 00:02:08,884 And I trained, 61 00:02:09,585 --> 00:02:12,145 residency at the Beth Israel Deaconess Medical Center 62 00:02:12,145 --> 00:02:13,425 in Boston and did, 63 00:02:14,064 --> 00:02:15,205 an extra year 64 00:02:15,680 --> 00:02:18,319 of training in the University of Pittsburgh's critical 65 00:02:18,319 --> 00:02:20,400 care and trauma and an extra year of 66 00:02:20,400 --> 00:02:22,659 acute care surgery at shock trauma in Maryland. 67 00:02:23,200 --> 00:02:25,920 And, I have been practicing as a surgeon 68 00:02:25,920 --> 00:02:27,219 since 02/2008. 69 00:02:27,280 --> 00:02:30,045 So that's that's my background. In terms of 70 00:02:30,045 --> 00:02:32,925 leadership, I think that, I have done, I 71 00:02:32,925 --> 00:02:35,885 have taken several courses and and learned a 72 00:02:35,885 --> 00:02:36,284 lot, 73 00:02:36,685 --> 00:02:38,224 mostly from experience 74 00:02:38,525 --> 00:02:39,905 and from being surrounded 75 00:02:40,284 --> 00:02:40,784 by 76 00:02:41,085 --> 00:02:42,865 an amazing team and great leaders. 77 00:02:44,110 --> 00:02:46,669 And so I consider myself lucky in my 78 00:02:46,669 --> 00:02:49,250 leadership journey. We'll continue to grow and stretch 79 00:02:49,310 --> 00:02:50,209 as we go. 80 00:02:51,709 --> 00:02:53,629 Absolutely. I I think that's great to hear 81 00:02:53,629 --> 00:02:55,889 and and definitely inspiring to know, 82 00:02:56,349 --> 00:02:58,909 how you've, you know, gotten to the point 83 00:02:58,909 --> 00:03:02,104 where you're at, from being practicing clinician into 84 00:03:02,324 --> 00:03:03,925 more of this leadership role. And could you 85 00:03:03,925 --> 00:03:06,185 expand a little bit more on your leadership 86 00:03:06,324 --> 00:03:08,564 philosophy? I know grounded in the principles of 87 00:03:08,564 --> 00:03:10,805 butter level five leadership. Could you talk a 88 00:03:10,805 --> 00:03:12,324 little bit more about that and what your 89 00:03:12,324 --> 00:03:14,405 focus is now in driving long term success 90 00:03:14,405 --> 00:03:15,385 within the organization? 91 00:03:16,219 --> 00:03:18,560 Yeah. That's a great question. 92 00:03:18,939 --> 00:03:21,280 And, and, and I thank you so much 93 00:03:21,579 --> 00:03:23,819 for asking me that. I think that I 94 00:03:23,819 --> 00:03:24,699 I got a, 95 00:03:25,259 --> 00:03:27,519 a junior faculty asking me this 96 00:03:27,900 --> 00:03:30,254 in one of our lunches last week. Why 97 00:03:30,254 --> 00:03:32,174 did I go into leadership? Because we all 98 00:03:32,174 --> 00:03:34,014 have to have our purpose clear and our 99 00:03:34,014 --> 00:03:36,334 why. Right? And I was like, I was 100 00:03:36,334 --> 00:03:37,474 never really hungry 101 00:03:38,094 --> 00:03:39,235 for power recognition, 102 00:03:39,614 --> 00:03:42,114 but it was more that I saw 103 00:03:42,770 --> 00:03:45,409 what poor leadership does to the team. I 104 00:03:45,409 --> 00:03:47,409 saw what poor leadership how it trickles down 105 00:03:47,409 --> 00:03:48,789 to everybody, how toxicity 106 00:03:49,569 --> 00:03:52,310 actually can destroy teams. And even though, 107 00:03:53,330 --> 00:03:55,909 we think it's just for the positions, everything 108 00:03:56,325 --> 00:03:58,245 else everything that we do in terms of 109 00:03:58,245 --> 00:03:58,745 leadership 110 00:03:59,365 --> 00:03:59,865 or, 111 00:04:00,325 --> 00:04:02,965 clinical care or anything that we do in 112 00:04:02,965 --> 00:04:03,705 in a hospital 113 00:04:04,325 --> 00:04:06,105 ultimately touches patients, 114 00:04:06,805 --> 00:04:07,205 and, 115 00:04:07,685 --> 00:04:09,685 whether we want it or not. So I 116 00:04:09,685 --> 00:04:11,900 think that why did I get in leadership 117 00:04:11,900 --> 00:04:12,400 and 118 00:04:12,860 --> 00:04:15,819 and training myself and surrounding myself with people 119 00:04:15,819 --> 00:04:16,879 that I wanna emulate 120 00:04:17,339 --> 00:04:20,379 and, and doing everything that that I think 121 00:04:20,379 --> 00:04:22,639 I dedicated my life to doing the last 122 00:04:22,699 --> 00:04:23,199 decade 123 00:04:23,524 --> 00:04:24,884 is because I wanted to, 124 00:04:27,045 --> 00:04:30,165 make surgery particularly, but also health care a 125 00:04:30,165 --> 00:04:33,205 place where we can speak up, that we 126 00:04:33,205 --> 00:04:35,685 can, mentor each other, we can protect each 127 00:04:35,685 --> 00:04:37,680 other, we can help each other, But we're 128 00:04:37,680 --> 00:04:40,319 allowed to be vulnerable with each other and 129 00:04:40,319 --> 00:04:40,800 where, 130 00:04:41,279 --> 00:04:44,020 we obviously try our best to prevent mistakes. 131 00:04:44,400 --> 00:04:47,360 But when mistakes happens, we avoid blaming and 132 00:04:47,360 --> 00:04:49,220 shaming people, but actually 133 00:04:49,754 --> 00:04:50,975 understanding failure 134 00:04:51,595 --> 00:04:52,975 as a learning opportunity 135 00:04:53,595 --> 00:04:56,235 where we have know that we have each 136 00:04:56,235 --> 00:04:59,194 other's best interest at heart. Nobody in any 137 00:04:59,194 --> 00:05:01,535 health care system shows up to the hospital 138 00:05:01,995 --> 00:05:03,055 to harm somebody. 139 00:05:03,439 --> 00:05:06,500 We are healers, and so I think that 140 00:05:06,959 --> 00:05:08,740 that is the reason why I got in. 141 00:05:08,879 --> 00:05:10,719 That is the reason why I train myself. 142 00:05:10,719 --> 00:05:11,360 I love 143 00:05:11,759 --> 00:05:14,079 I'm very passionate about leadership. I read something 144 00:05:14,079 --> 00:05:15,699 about leadership almost every 145 00:05:16,014 --> 00:05:18,814 every day. But I think when we're talking 146 00:05:18,814 --> 00:05:20,095 about level five, 147 00:05:20,495 --> 00:05:23,694 leadership, it's not only about learning yourself, be 148 00:05:23,694 --> 00:05:26,035 your best self, changing the environment, 149 00:05:26,495 --> 00:05:29,055 but the capacity of mentoring other people to 150 00:05:29,055 --> 00:05:30,355 be leaders as well. 151 00:05:30,779 --> 00:05:31,279 To, 152 00:05:32,220 --> 00:05:34,240 make a change and to leave a legacy 153 00:05:34,460 --> 00:05:35,520 of trust 154 00:05:36,220 --> 00:05:38,620 in each other as a team where people 155 00:05:38,620 --> 00:05:41,580 feel safe speaking up, where people feel that 156 00:05:41,580 --> 00:05:43,819 we belong. So that is, 157 00:05:44,300 --> 00:05:46,514 my leadership philosophy and that is my why. 158 00:05:48,194 --> 00:05:49,715 That's amazing to hear. Thank you so much 159 00:05:49,715 --> 00:05:51,634 for sharing with us and being very candid 160 00:05:51,634 --> 00:05:54,995 about your journey into leadership. Now I'm curious. 161 00:05:54,995 --> 00:05:57,095 Can you share any, specific 162 00:05:57,475 --> 00:05:59,395 examples or or things you're most focused on 163 00:05:59,395 --> 00:06:01,814 right now when you're looking at applying this 164 00:06:01,990 --> 00:06:03,990 leadership in some of the results that you've 165 00:06:03,990 --> 00:06:04,970 seen from it? 166 00:06:05,669 --> 00:06:08,089 Yes. Yes. Thank you. So I think that 167 00:06:08,389 --> 00:06:08,870 I, 168 00:06:09,669 --> 00:06:11,829 so I came from I'm I'm a foreign 169 00:06:11,829 --> 00:06:14,389 graduate. I was born in Colombia, South America, 170 00:06:14,389 --> 00:06:14,889 and 171 00:06:15,544 --> 00:06:17,384 it's incredible. We go straight from high school 172 00:06:17,384 --> 00:06:19,064 to medical school. So I started I started 173 00:06:19,064 --> 00:06:20,925 medical school when I was 16 years old, 174 00:06:21,464 --> 00:06:22,844 and I had the opportunity 175 00:06:23,144 --> 00:06:25,464 of seeing, you know, how different types of 176 00:06:25,464 --> 00:06:27,164 changes in society changes 177 00:06:27,730 --> 00:06:30,629 the teams, the dynamics, the leaders, the resources. 178 00:06:31,250 --> 00:06:33,730 So I think, I think, and and also 179 00:06:33,730 --> 00:06:35,730 I had the opportunity to see in different 180 00:06:35,730 --> 00:06:38,449 countries serving as the Pan American trauma society 181 00:06:38,449 --> 00:06:40,610 president and all the all that I did 182 00:06:40,610 --> 00:06:41,110 before. 183 00:06:41,545 --> 00:06:43,705 I, I serve in that capacity for that 184 00:06:43,705 --> 00:06:45,725 society, teaching people in 185 00:06:46,025 --> 00:06:48,504 every like, places of Latin America with less 186 00:06:48,504 --> 00:06:49,004 resources 187 00:06:49,705 --> 00:06:52,904 and how, emotional regulations and how we show 188 00:06:52,904 --> 00:06:53,964 up for our team 189 00:06:54,345 --> 00:06:55,485 changes culturally, 190 00:06:56,029 --> 00:06:58,110 but also changes in the level of stress 191 00:06:58,110 --> 00:07:00,430 that you have. So meaning, you can have 192 00:07:00,590 --> 00:07:02,670 you're gonna have excellent if you if you 193 00:07:02,670 --> 00:07:04,430 put your mind to it, you can have 194 00:07:04,430 --> 00:07:05,889 excellent emotional regulation. 195 00:07:06,270 --> 00:07:08,350 When you sleep eight hours a night, when 196 00:07:08,350 --> 00:07:10,670 you take a break for lunch, when you, 197 00:07:11,230 --> 00:07:14,004 don't have three emergencies to go to. But 198 00:07:14,004 --> 00:07:16,805 that changes when you understand that any mistake 199 00:07:16,805 --> 00:07:19,125 that you make can result in somebody's death 200 00:07:19,125 --> 00:07:20,964 and when you have three patients waiting for 201 00:07:20,964 --> 00:07:22,664 you and we have when you have work 202 00:07:22,724 --> 00:07:24,805 for forty eight hours straight without a break. 203 00:07:24,805 --> 00:07:27,180 Right? And, so and and and you have 204 00:07:27,180 --> 00:07:29,579 an Ethan also. Right? So this is these 205 00:07:29,579 --> 00:07:32,079 are things that I think in health care, 206 00:07:32,379 --> 00:07:35,360 sometimes we take for granted, especially during residency. 207 00:07:35,579 --> 00:07:37,519 We have the eighty hour work, 208 00:07:38,235 --> 00:07:38,955 week rule, 209 00:07:39,435 --> 00:07:41,274 to avoid some people to work more than 210 00:07:41,274 --> 00:07:43,754 eighty hours. But what else do we have 211 00:07:43,754 --> 00:07:46,475 in terms of extending compassion to your team 212 00:07:46,475 --> 00:07:46,975 members? 213 00:07:47,435 --> 00:07:49,134 What all health care professionals, 214 00:07:49,595 --> 00:07:50,735 all health care professionals, 215 00:07:51,194 --> 00:07:52,735 we all have a deep 216 00:07:53,220 --> 00:07:53,720 compassion 217 00:07:54,180 --> 00:07:55,080 for patients. 218 00:07:55,540 --> 00:07:57,779 And we and that's our why, and that's 219 00:07:57,779 --> 00:07:59,220 why we show up, and that's why we 220 00:07:59,220 --> 00:08:00,600 train for longer, 221 00:08:01,220 --> 00:08:02,759 years than anybody else. 222 00:08:03,379 --> 00:08:05,720 But can we extend that compassion 223 00:08:06,384 --> 00:08:07,125 to yourself 224 00:08:07,425 --> 00:08:08,884 and to your team members 225 00:08:09,425 --> 00:08:10,964 instead of going to judgment, 226 00:08:11,824 --> 00:08:13,205 to apply some curiosity? 227 00:08:13,824 --> 00:08:16,225 And it's interesting because I think health care 228 00:08:16,225 --> 00:08:18,225 is one of the places where we have 229 00:08:18,305 --> 00:08:20,865 where where the the concept that, you know, 230 00:08:20,865 --> 00:08:23,669 Brene Brown, talks about it very in a 231 00:08:23,669 --> 00:08:26,550 very eloquent way. The concept of being vulnerable 232 00:08:26,550 --> 00:08:28,709 and showing that it's brave, and showing up 233 00:08:28,709 --> 00:08:31,129 vulnerable allows your team members to also, 234 00:08:31,750 --> 00:08:33,389 be vulnerable and not, 235 00:08:33,830 --> 00:08:35,325 be super big and bad so so you 236 00:08:35,325 --> 00:08:37,404 cannot talk about the the the things that 237 00:08:37,404 --> 00:08:38,545 you need to talk about 238 00:08:38,925 --> 00:08:41,404 to improve, the care of our patients. So 239 00:08:41,404 --> 00:08:44,045 I think how does that result when, I 240 00:08:44,045 --> 00:08:45,904 I I can speak about our division. 241 00:08:46,285 --> 00:08:47,904 I think when I showed up, 242 00:08:48,430 --> 00:08:50,269 at the beginning in our division, there was 243 00:08:50,269 --> 00:08:53,470 some, culture transformation that needed to happen, same 244 00:08:53,470 --> 00:08:55,870 with the operating rooms. But once you do 245 00:08:55,870 --> 00:08:58,190 that and once the team trusted each other, 246 00:08:58,190 --> 00:09:00,850 you know, they our our, discharges 247 00:09:01,389 --> 00:09:02,129 got faster. 248 00:09:02,654 --> 00:09:04,754 Our consult times were faster. 249 00:09:05,134 --> 00:09:07,615 Now we're like, our our relationship with the 250 00:09:07,615 --> 00:09:10,735 emergency medicine service, with EMS and paramedics, our 251 00:09:10,735 --> 00:09:13,294 our relation with them is better. So therefore, 252 00:09:13,294 --> 00:09:16,014 now, we are the trauma center that gets 253 00:09:16,014 --> 00:09:17,074 the most EMS, 254 00:09:18,200 --> 00:09:21,340 transfers referrals or patients in the entire state. 255 00:09:22,200 --> 00:09:24,440 With the operating rooms, we changed the way 256 00:09:24,440 --> 00:09:27,080 that we communicate with nursing and anesthesia and 257 00:09:27,080 --> 00:09:29,420 surgery. We created a culture of trust, 258 00:09:29,764 --> 00:09:30,884 And that ended up, 259 00:09:32,325 --> 00:09:35,205 improving our metrics, improving our first on time 260 00:09:35,205 --> 00:09:37,605 start from what we have until what we 261 00:09:37,605 --> 00:09:39,924 have now. So I think that even though 262 00:09:39,924 --> 00:09:41,924 it sounds it sounds for people that are 263 00:09:41,924 --> 00:09:44,745 very scientific, that wanna always look 264 00:09:45,179 --> 00:09:48,460 at, the numbers or people that are still 265 00:09:48,460 --> 00:09:49,679 hooked up in hierarchies 266 00:09:50,220 --> 00:09:53,519 or, you know, impact factors, publications, and RBUs. 267 00:09:54,220 --> 00:09:57,019 It it's interesting how all goes back to 268 00:09:57,019 --> 00:09:58,080 this very, 269 00:09:59,019 --> 00:09:59,519 kumbaya 270 00:10:00,304 --> 00:10:01,985 in in in, you know, 271 00:10:02,464 --> 00:10:02,964 concept 272 00:10:03,424 --> 00:10:07,184 of compassion towards yourself, compassion towards your team 273 00:10:07,184 --> 00:10:07,684 members, 274 00:10:08,065 --> 00:10:10,304 having a culture of trust. And even though 275 00:10:10,304 --> 00:10:12,084 this seems like super soft, 276 00:10:12,399 --> 00:10:14,799 that level of empathy always results or at 277 00:10:14,799 --> 00:10:16,899 least in my experience and and, you know, 278 00:10:17,120 --> 00:10:19,279 I I might prove myself wrong later on 279 00:10:19,279 --> 00:10:21,679 in my career. But to now my in 280 00:10:21,679 --> 00:10:23,440 that in my experience, it will, 281 00:10:23,839 --> 00:10:26,339 improve your metrics. It will improve the data. 282 00:10:26,554 --> 00:10:29,375 You have to invest in people. And, honestly, 283 00:10:29,514 --> 00:10:32,095 we're leading people. We're not leading, 284 00:10:32,794 --> 00:10:35,434 numbers. We're not leading a metric. We're not 285 00:10:35,434 --> 00:10:38,315 leading a title. Right? So I think that 286 00:10:38,315 --> 00:10:39,375 is when you, 287 00:10:39,914 --> 00:10:42,500 I I I a 100% believe that through 288 00:10:42,500 --> 00:10:44,120 empathy and to vulnerability, 289 00:10:44,820 --> 00:10:47,379 we can create teams that where the trust 290 00:10:47,379 --> 00:10:49,379 is there and we can and that trickles 291 00:10:49,379 --> 00:10:51,879 down to better patient care, better quality metrics, 292 00:10:52,100 --> 00:10:52,600 better, 293 00:10:53,245 --> 00:10:55,884 you know, less less safety issues because people 294 00:10:55,884 --> 00:10:57,564 are not afraid to raise your hand and 295 00:10:57,564 --> 00:10:58,304 speak up. 296 00:11:01,164 --> 00:11:02,444 And that makes a lot of sense. And 297 00:11:02,444 --> 00:11:04,605 I I really appreciate the explanation there because, 298 00:11:04,605 --> 00:11:06,064 you know, it it can be, 299 00:11:06,730 --> 00:11:09,290 very critical in the clinical care space to 300 00:11:09,290 --> 00:11:11,129 keep these principles in mind, but easy, I 301 00:11:11,129 --> 00:11:12,809 I think, to forget them, especially, as you 302 00:11:12,809 --> 00:11:14,830 mentioned, when you're in a high stress environment 303 00:11:14,970 --> 00:11:17,610 or haven't necessarily been able to take care 304 00:11:17,610 --> 00:11:20,085 of yourself as a clinician and leader the 305 00:11:20,085 --> 00:11:21,924 way you'd like to. So, that makes a 306 00:11:21,924 --> 00:11:24,345 lot of sense. And I'm curious. 307 00:11:24,644 --> 00:11:25,384 What do you, 308 00:11:26,245 --> 00:11:27,684 typically do, I guess, or or what are 309 00:11:27,684 --> 00:11:28,965 you excited about when you look into the 310 00:11:28,965 --> 00:11:30,985 future of medicine and and see the leaders 311 00:11:31,299 --> 00:11:33,860 upcoming the pipeline within your organization and and 312 00:11:33,860 --> 00:11:34,360 beyond? 313 00:11:34,980 --> 00:11:36,899 What do you see as being just something 314 00:11:36,899 --> 00:11:39,220 that you're really excited about their energy and 315 00:11:39,220 --> 00:11:40,899 passion and and more when you think about 316 00:11:40,899 --> 00:11:42,840 where health care leadership is headed? 317 00:11:43,865 --> 00:11:47,304 I'm really excited to see clinicians in leadership 318 00:11:47,304 --> 00:11:50,024 roles. So I think but but, Ant, 319 00:11:50,584 --> 00:11:53,384 those clinicians need to understand that leadership is 320 00:11:53,384 --> 00:11:55,225 a skill. Right? Some people are born with 321 00:11:55,225 --> 00:11:58,149 different types of skills, but, ultimately, leadership is 322 00:11:58,149 --> 00:12:00,169 a skill that needs to be learned, practiced, 323 00:12:00,389 --> 00:12:00,789 and, 324 00:12:01,350 --> 00:12:03,289 almost, like, daily. Right? 325 00:12:03,750 --> 00:12:05,669 Like, a lot of introspection, a lot of 326 00:12:05,669 --> 00:12:07,049 reading, a lot of understanding, 327 00:12:07,669 --> 00:12:10,309 time invested with your team. I mean, if 328 00:12:10,309 --> 00:12:12,009 you're leading a team of people, 329 00:12:12,335 --> 00:12:14,254 it's important that you know them by name 330 00:12:14,254 --> 00:12:17,134 and story, not just by what they do 331 00:12:17,134 --> 00:12:18,835 for you or for the organization. 332 00:12:19,615 --> 00:12:21,154 I think when clinicians, 333 00:12:21,535 --> 00:12:22,975 the people that are at the bedside, the 334 00:12:22,975 --> 00:12:25,134 people that understand where the resources need to 335 00:12:25,134 --> 00:12:26,980 be placed, the people that are that are, 336 00:12:26,980 --> 00:12:29,220 like, you know, walking the walk. Those are 337 00:12:29,220 --> 00:12:31,860 the people that are trained and empowered and 338 00:12:31,860 --> 00:12:34,580 allowed to be in leadership roles. The the 339 00:12:34,580 --> 00:12:36,040 organization moves differently. 340 00:12:36,740 --> 00:12:39,540 There's I, I think that people feel less 341 00:12:39,540 --> 00:12:41,480 at risk. People feel more understood. 342 00:12:42,404 --> 00:12:43,304 There's less, 343 00:12:43,684 --> 00:12:46,164 issues begging for what you need because those 344 00:12:46,164 --> 00:12:48,565 people that are that have been clinicians or 345 00:12:48,565 --> 00:12:49,464 are still clinicians 346 00:12:50,084 --> 00:12:52,884 understand what the patients need. So it's less 347 00:12:52,884 --> 00:12:55,284 about the bottom line, but in more about 348 00:12:55,284 --> 00:12:58,139 serving people. And then, ultimately, yes, it will 349 00:12:58,139 --> 00:12:59,259 make it will make, 350 00:12:59,819 --> 00:13:02,459 systems profitable. Of course, no money, no no 351 00:13:02,459 --> 00:13:03,519 mission. Correct? 352 00:13:04,220 --> 00:13:06,959 That being said, our business is, 353 00:13:07,500 --> 00:13:10,459 our business needs improving lives, saving lives, better 354 00:13:10,459 --> 00:13:10,959 outcomes. 355 00:13:11,745 --> 00:13:13,605 You know, when we fail 356 00:13:13,985 --> 00:13:16,465 in leadership and when we don't create those, 357 00:13:16,785 --> 00:13:18,804 open environments for people to collaborate, 358 00:13:19,665 --> 00:13:20,625 it's not it's 359 00:13:21,345 --> 00:13:22,545 those mistakes are, 360 00:13:23,345 --> 00:13:24,884 are very are are 361 00:13:25,340 --> 00:13:26,080 are very, 362 00:13:26,700 --> 00:13:27,200 costly 363 00:13:27,740 --> 00:13:30,540 because we're measuring our success in how we 364 00:13:30,540 --> 00:13:32,080 impact other people's lives. 365 00:13:34,940 --> 00:13:37,179 That's fantastic to hear, doctor Farada. Thank you 366 00:13:37,179 --> 00:13:38,700 so much for joining us on the podcast 367 00:13:38,700 --> 00:13:40,379 today. Before we wrap up, is there anything 368 00:13:40,379 --> 00:13:42,134 else you would like to to leave our 369 00:13:42,195 --> 00:13:44,934 audience with, especially emerging leaders as they're, 370 00:13:45,394 --> 00:13:46,695 trying to navigate, 371 00:13:47,554 --> 00:13:49,394 the health care system right now and and 372 00:13:49,394 --> 00:13:50,995 figure out what it will take in order 373 00:13:50,995 --> 00:13:52,534 to be a great leader in the future? 374 00:13:53,709 --> 00:13:56,190 Yes. I I have several things to to 375 00:13:56,190 --> 00:13:57,950 to that I think are important. I think 376 00:13:57,950 --> 00:14:00,269 for, for those that are listening that wanna 377 00:14:00,269 --> 00:14:03,629 be in leadership, start training, start looking for, 378 00:14:03,950 --> 00:14:05,169 avenues to grow. 379 00:14:06,029 --> 00:14:09,634 And but more importantly, understand that leadership is 380 00:14:09,634 --> 00:14:10,454 not really 381 00:14:11,154 --> 00:14:14,034 about personal power, but it's about service. And 382 00:14:14,034 --> 00:14:16,595 if if serving is beneath you, then leadership 383 00:14:16,595 --> 00:14:17,574 is not for you. 384 00:14:18,274 --> 00:14:21,394 However, I also wanna empower every clinician to 385 00:14:21,394 --> 00:14:24,134 understand that your leadership and your influence 386 00:14:24,649 --> 00:14:27,309 goes above and beyond a title of professor, 387 00:14:27,370 --> 00:14:29,549 associate professor, or chair, or, 388 00:14:30,250 --> 00:14:33,289 whatever the title might be because everybody around 389 00:14:33,289 --> 00:14:35,529 you are listening. The medical students are listening. 390 00:14:35,529 --> 00:14:37,870 The families are listening. Nursing is listening. 391 00:14:38,615 --> 00:14:41,495 Your partners in emergency medicine and and and 392 00:14:41,495 --> 00:14:43,514 other, specialties are listening. 393 00:14:43,975 --> 00:14:44,375 And, 394 00:14:44,855 --> 00:14:45,914 and, ultimately, 395 00:14:46,294 --> 00:14:47,195 our why, 396 00:14:47,894 --> 00:14:49,735 the reason why we show up every day 397 00:14:49,735 --> 00:14:51,334 to the jobs that we show up for 398 00:14:51,334 --> 00:14:53,654 every day is to help people, to heal 399 00:14:53,654 --> 00:14:56,029 people. And so in order for us to 400 00:14:56,029 --> 00:14:57,970 do that, we have to be whole ourselves. 401 00:14:58,590 --> 00:15:01,170 If if there's some issue with emotional regulation 402 00:15:01,230 --> 00:15:03,970 or you feel stuck in, how you communicate, 403 00:15:04,429 --> 00:15:06,990 maybe it's important that you take a look 404 00:15:06,990 --> 00:15:07,490 inward, 405 00:15:07,835 --> 00:15:08,735 Do some introspection 406 00:15:09,195 --> 00:15:12,235 and lead yourself, understanding why are you you're 407 00:15:12,235 --> 00:15:13,835 not showing up the way that you need 408 00:15:13,835 --> 00:15:16,174 to show up. And once you heal 409 00:15:16,715 --> 00:15:19,434 inside and you find an environment where you 410 00:15:19,434 --> 00:15:21,195 where you feel that you can belong, where 411 00:15:21,195 --> 00:15:23,455 you're heard, when you're understood, where you believe, 412 00:15:24,049 --> 00:15:27,009 treasure that environment. And and and once you're 413 00:15:27,009 --> 00:15:28,549 there, help others too. 414 00:15:29,089 --> 00:15:31,509 Lend a hand. That that's that's not only 415 00:15:31,649 --> 00:15:33,250 good for you and good for the other 416 00:15:33,250 --> 00:15:35,730 person, but, you know, all that secretion of 417 00:15:35,730 --> 00:15:39,029 oxytocin, serotonin, and dopamine when you're helping people 418 00:15:39,355 --> 00:15:42,475 prolongs your life as well. Ultimately, it's all 419 00:15:42,475 --> 00:15:44,815 of our jobs, everybody in health care, 420 00:15:45,355 --> 00:15:45,674 to, 421 00:15:46,235 --> 00:15:48,634 make this place a better place. And I'm 422 00:15:48,634 --> 00:15:50,634 not only talking about Innova. I'm talking about 423 00:15:50,634 --> 00:15:51,134 globally. 424 00:15:51,980 --> 00:15:54,779 How do we leave something behind? How do 425 00:15:54,779 --> 00:15:56,399 we leave a legacy of 426 00:15:56,779 --> 00:15:57,919 trust and compassion 427 00:15:58,379 --> 00:16:00,559 so we can help others also grow? 428 00:16:02,379 --> 00:16:04,059 I love that. A legacy of trust and 429 00:16:04,059 --> 00:16:05,919 compassion is truly remarkable. 430 00:16:06,245 --> 00:16:07,764 Doctor Farada, thank you so much for joining 431 00:16:07,764 --> 00:16:09,365 us on the podcast today. This has been 432 00:16:09,365 --> 00:16:11,605 a really fun and informative conversation, and I 433 00:16:11,605 --> 00:16:13,544 look forward to connecting with you again soon. 434 00:16:14,004 --> 00:16:14,904 Thank you, Laura.