Issue link: https://tmcpulse.uberflip.com/i/674404
t m c » p u l s e | m a y 2 0 1 6 12 After telling the search firm that I was very happy in Atlanta and not interested in a move, I was approached by a close colleague at UTHealth. Jon Tyson and I were principal investi- gators on the same multicenter NIH grant and saw each other many times over 20 years. We knew each other very well and trusted each other. Jon cornered me at an NIH meeting and said, 'What if you're our draft choice?' And I said, 'Jon, I don't know anything about sports, but I don't think that's how you choose a dean.' His immediate response, 'My president would like to fly up and have dinner with you. Is that okay?' That's a hard offer to turn down. So, I said, 'Sure. I'm flat- tered. Absolutely.' He and UTHealth's President Giuseppe Colasurdo came to Atlanta. I was immediately taken by Giuseppe. First off, he has incredible warmth. Giuseppe is an extraordinary guy—a wonderful combination of sharp intellect, big vision, love of people and humility. That is a refresh- ing combination. During our dinner meeting, it became clear that Giuseppe is commit- ted to the institutions he has served for many years and committed to the well-being of the people he works with. I immediately liked him, was flattered that he and Jon had visited me, but still had no interest in leaving a job and faculty I loved. Giuseppe's a very smart guy. He called me the next day, and said, 'We were gracious enough to visit you, the least you can do is be gracious enough to visit us.' I thought he was right and agreed to visit. The school orchestrated a very thoughtful and busy visit. I had a great time. I was struck by the people I met—smart, committed, interested in making a difference—and struck by the collegiality of the medical school. We started a courtship during which I became increasingly intrigued by a new adventure and by the extraor- dinary opportunities at UTHealth. Over the last decade, Giuseppe trans- formed the clinical program, more than doubled the size of the faculty, and we are now a major player in Houston as well as recognized nationally for a number of our clinical programs. He recruited new department chairs and outstanding groups. I was intrigued by the possibility of mirroring that clinical growth with expansion and growth of academic programs—something I had done in Atlanta. Q | Why leadership—first chair and now dean? A | I had no interest in any leadership roles 12 years ago; no interest in becom- ing a department chair. I was about to do a project in India for a few months when I was asked to be the chair at Emory. I almost said no, but ultimately said yes to becoming chair for some of the same reasons that convinced me to become dean of UTHealth. I was excited by the new challenge, but equally important, I said yes because there were so few women department chairs in the U.S. At Emory, there had only been one woman medical school department chair, Dr. Luella Klein. Dr. Klein, an icon of maternal-fetal medicine, was an absolutely unsung heroine, who went on to become the first woman president of the American Congress of Obstetricians and Gynecologists. I had a sense that if a woman is asked to take on a senior leadership role and says no, the next choice is unlikely to be a woman. Being a chair turned out to be the best and most rewarding job I've ever had; an extraordinary opportunity to build bridges between institutions, to build alignment between physician groups, to build programs, to lead and inspire others. Q | As you know, there have been a lot of initiatives in the last three years since Dr. Robbins arrived to further drive collaboration. That seems to resonate with a lot of things you've done in your past. What do you see as exciting opportunities for the medical school going forward? A | I am excited about the many col- laborative possibilities between people and institutions in the TMC and in Houston. Among our most important collaborators, Memorial Hermann has a new CEO, the first physician to lead the organization. I am optimistic that he will be a great partner and hope that I can help usher in a new era of health care/academic collaboration, so we both can do great things for our patients, for our missions, for the community. Harris Health is an equally important partner to the medical school—a venue to provide care for patients and to teach medical students and residents. These health care part- ners are essential as we think broadly about population health, define the population we serve, consider innova- tive programs, and work to make a mea- surable impact on their health. We also have the opportunity to build strong partnerships within the six schools of UTHealth as well as with other aca- demic institutions, and to attain a level of academic excellence that we can't even imagine today. Ten years ago, no one would have imagined the clinical powerhouse we are today. Leadership matters, vision matters, community support matters—people matter. You need the confluence of all of these to build strong programs. I think the stars are aligned for success at UTHealth and our newly named McGovern Medical School. As I reflect on an academic career, early on you're a trainee and you have big aspirations. You work very hard to become an expert, a virtuoso. At some point you have the opportunity to be an orchestra director—leader of a team, a division, a department. I've learned that it's really fun to be an orchestra director. I never knew what conductors did. I'd go to the symphony and think, 'I understand the value of the soloist, the concertmaster, but what does that guy do up there?' Well, now that's what I do, and part of being a good leader, a fine conductor, is finding those virtuo- sos, providing them with resources and allowing them the freedom to flourish, and making sure they collab- orate and work well together to make beautiful music. Q | What is your impression of Houston? A | I really like it here. Houston is an interesting and vibrant city. People have been open and very welcoming. I love my second city, Atlanta, but I'm excited to live in a bigger city and excited by the vibrant arts community with wonderful museums, an opera, a ballet, a good symphony and creative theater. This is a big city with a small- town feel. Q | Any closing thoughts? A | I'm fortunate to be here. I pinch myself that I was smart enough or lucky enough to make the decision to come here. It's human nature to worry after you've made a decision. Was it a good decision? People are always on their best behavior when you visit. The people I've gotten to know are extraor- dinary, even better than I thought they were—smart, hardworking, mission driven. We have exciting opportunities to build collaborations, to build pro- grams, to foster innovation and to make an impact on the city. I'm humbled by the thought that I have the opportunity to play a small part in making a differ- ence at UTHealth and in the broader Houston community. I'm delighted that I'm here. Ten years ago, no one would have imagined the clinical powerhouse we are today. Leadership matters, vision matters, community support matters—people matter.