I will implement a strategy and a plan designed to protect our livelihoods.
- Coordinate and align the activities of all CAP councils, committees and programs.
- Strengthen alliances with professional societies and healthcare organizations that are poised to advance our agenda.
- Increase the membership in the CAP.
- Increase member participation in PathPAC, PathNet and the CAP Foundation.
- Hardwire CAP House of Delegates to State Pathology Societies.
What should you expect from me as your CAP President?
- Accountability to you, the Fellows of the CAP.
- Leadership--directing the CAP to meet the needs of its members.
- Candor and consistently transparent communication.
I am honored and humbled to be awarded the College of American Pathologists Nominating Committee endorsement for the office of CAP President-Elect. The Nominating Committee interviews and evaluates all candidates and recommends one to the CAP President that, in their opinion, best meets the needs of the organization.
The nomination and a full list of candidates for this summer's election, which runs from July 23 to Aug. 22, is available here.
I want to be your CAP President-Elect. I believe I can make a difference.
I want to be your CAP President-Elect because protecting our livelihoods is my passion. Here is my plan.
- Maximize our efficiency. Harness the activities of the CAP's Councils and Committees to work as a single unit rather than as individual silos.
- Expand our sphere of influence. Forge alliances with pathology and non-pathology organizations that can advance our agenda.
- Intensify our political clout. Increase membership and participation in PathPAC and PathNet.
- Fortify our base. Hardwire the House of Delegates and its supportive network into each and every State Pathology Society.
I am confident in this plan. I have made it work before.
- Maximize our efficiency. To advance the Mission of the House of Delegates, I expanded the activities of Steering Committee liaisons to work as a single unit. Now for the first time, the "voice of the membership" is woven into the fabric of the CAP.
- Expand our sphere of influence. To increase influence of Michigan State Medical Society (MSMS), my blueprint increased membership of the MSMS to over 15,000 members. I used the same blueprint to increase filled seats in the CAP House of Delegates. As a result, the Board of Governors now allies its efforts with the House of Delegates. For the first time, CAP products and services will be crafted with the guidance of your House of Delegates.
- Intensify our political clout. To maxmize our political influence, I leveraged gains in MSMS and the CAP House of Delegates membership to secure the attention of Michigan Senators and Congressmen. As a result, our Michigan legislators supported CAP efforts for LCD legislation and PAMA reform.
- Fortify our base. To build a stronger network, I linked the House of Delegates to the State Pathology Societies. State Pathology Society Presidents are now full ex officio members of the House and bring the voices of their societies directly to CAP leadership.
As your President, I am accountable to you. How will you measure my success? On member surveys, CAP Fellows will indicate that the state of their livelihoods and stature in their medical communities are at levels higher than they have ever been.
As always, I welcome your comments and insights.
The Need for Strategic Alliances
I believe we all share a common vision for the CAP. We want the CAP’s actions and activities to promote our stature and secure our livelihoods in our medical communities. To realize this vision, the CAP has been aggressively promoting to the American public the value that we bring to them. Yet, touting our value to stakeholders may not be enough. We need to add another layer. We need our stakeholders—our patients, clinician colleagues, administrative employers—to articulate the value that pathologists bring to them. One way in which I, as your President-Elect, plan to achieve this is by forging strategic alliances with organizations whose agendas synergize with our own-organizations that will gain from helping us realize our vision.”
Laboratory Directors as Leaders
The other day, I received in the mail a book titled “Growing Physician Leaders” by Mark Hertling. It came as surprise because I had not ordered it. It was sent to me by a pathologist and friend who is a leader herself. The book came with a personal note. In the note, she states, and I know firmly believes, ”As the healthcare landscape continues to evolve, it is vitally important that pathologists be strong leaders in Medicine.”
Early in the book, the author quotes the Army leadership manual (Army Doctrine Leadership Manual or ADRP 6-22) about the ideal leader. I linked what the Army expects of their leaders to precisely what is exemplified by a good Laboratory Director.
“An ideal leader has a strong intellect, a physical presence, a continuously developing professional competence, a refined moral character, and he or she must realize they are always serving as an example to others. A leader must be willing to act decisively, exhibit courage and candor when required, and do all of this in the best interest of the organization. Leaders have the primary requirement to build trust and confidence, because the leader can then use that trust to get things done. If the leader does all of these things, he or she will successfully care for his or her soldiers, build strong teams, and accomplish any task, no matter how difficult.”
The laboratory and pathology are vital components to all patients’ care. When the pathologist is a strong leader in their organization, be it the Laboratory Director or a staff pathologist doing a great job, then the non-pathologist leadership within healthcare will take notice. Why? Because their pathologist, “ will successfully care for his or her soldiers, build strong teams, and accomplish any task, no matter how difficult.” Nothing speaks louder to leaders than the ability to get things done, no matter how difficult.
The book is a great read.
Be the future you want to see
I overheard a well respected business man mention to a younger colleague at the gym, "then you need to be the future you want to see". I thought, "Wow. What a great mantra for pathologists today." So how could this pan out?
What would it be like if patients came to pathologists with their questions on health and testing and the pathologist could make a difference in the patient’s life? Now magnify that with both social media and broadcast media. How cool would that be? Well just look to pioneers in our field already and see their positive attitude and how they are making a difference. You need look no further than Michael Misialek, Jerad Gardner and Sara Jiang. "Be the future you want to see"
What would it be like if pathologists assisted clinicians and patients with very complex testing for complex disorders and become a part of the diagnostic team. Wouldn't it be great to have collegial complex medical discussions regarding patient care and a pathway for both diagnosis and therapy. You need look no further than Mike Laposata who continues to encourage others to take a chance, make a leap and delve into this promising opportunity. "Be the future you want to see."
I could go on, but more importantly, there are thousands of similar episodes and stories going on around the country of pathologists making a difference. These individuals are forming the practice of pathology and dispelling the myth of the hermit pathologist who works in a closet and generates reports without the benefit of patient or colleague interaction. I challenge all of you to “be the future you want to see”. Just as the quote credited to Abraham Lincoln, "the best way to predict the future is to create it."