Chapter 11: James M. Anderson, President

Overview

Cincinnati Children’s Hospital Medical Center

Be nimble in pursuing opportunity.

“Be nimble in pursuing opportunity,” is the leadership advice of hospital president James Anderson. “See opportunity, even in the face of challenges, and adjust strategy to reach goals. Be flexible, adaptive, and responsive.

“At a football game, I happened to meet and talk with an Ohio political leader. He asked why our hospital did not apply for federal funding available to hospitals for special projects.

“Until that moment, I was not aware of this funding source. Within a week, we put together a team to plan an application for funding. We selected the project and submitted a strong request within a few weeks. We received $750,000. This seeding funding helped us launch a major new surgical program for small bowel transplant.”

As an academic medical center, a hospital for children, and a major research center, Cincinnati Children’s Hospital Medical Center is a complex organization. Jim’s leadership style is to build consensus among the various and sometimes conflicting cultures. He has created business units in which physicians, nurses, and managers work together to define and achieve shared objectives.

“The best outcome for our patients depends on teamwork among health professionals who deliver care and the multitude of others who provide the environment in which care is delivered. Our team must be able to work together for the best interest of our patients, so achieving consensus is a very good idea; it helps if we agree about our goals and methodology.

“I would say that my leadership style is to be a good listener and to seek consensus when possible. My willingness to listen and learn, and to work to achieve consensus, is not the same as abandoning the need to make decisions. I seek input from others, but ultimately as president and CEO, I make the decisions and take responsibility for them.”

Jim believes good decisions are based on the facts. But is there a danger of being too reliant on data? What about trusting your gut?

“We collect and analyze data so that we are in the best possible position to make knowledgeable, informed decisions. But data is not a straight jacket. It does not control the decisions. Of course instinct plays a part, as does the recognition that we have a responsibility to the community and to the well being of children.

“For example, in recent years our community has experienced a crisis-in the availability of mental health services for adolescents, because adult hospitals that had offered psychiatric services for teens closed their inpatient units due to low reimbursement rates.

“We understood the data as well as they did, but we recognized that Cincinnati Children’s Hospital Medical Center has an obligation to the community. As others abandoned their responsibility, we filled the gap.

“Not only did we expand psychiatric services on our main campus, but we also purchased and renovated a facility and staffed up to open a specialized hospital for residential psychiatric care. Instinct tells me that ultimately, our stepping up to the plate to meet the community need will be in our best interest, even if business data does not support that perception.”

Additional leadership advice from Jim Anderson:

• Listen. Do not jump to conclusions.
• Focus on growth and vision.
• Build a leadership team that can work together.
• Be nimble. Be ready to seize opportunities.
• Recognize mistakes early and correct them.
• When there are obstacles, look for alternative pathways to the goal.
• Never compromise organizational ethics for economic gain.
  
  
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