A multidisciplinary approach to spine surgery was central when Ronjon Paul, MD, began his career. And in more recent years he’s brought that mindset to a larger scale in a health system environment.
Dr. Paul, of Endeavor Health in Woodridge, Ill., spoke about the unique opportunities he’s enjoyed with the health system and important traits all leaders should have in an upcoming episode of “Becker’s Spine and Orthopedic Podcast.”
Editor’s Note: This is an edited excerpt.
Question: Can you share about your background and what’s commanding most of your attention as a leader right now?
Dr. Ronjon Paul: I originally started out at another organization in the early 2000s and really worked in developing a multidisciplinary spine center before they were really more commonplace. We were able to do that in a very organic manner that was working very naturally already with a group of pain physicians and physiatrists, and we had great physical therapy … that started before we had an electronic medical record. I bring that up because the electronic medical record makes multidisciplinary care much easier across multiple geographies.
Fast forward, we took that model, grew it more, and then for a variety of reasons I made a decision to go work with a larger system that also had a real opportunity to work academically and really build something new and fresh. I made that jump about two years ago … and the reason I was brought over to Endeavor Health was to help build a multidisciplinary spine program. One of the pivots I’ve had to make is really thinking through a systems approach. … Endeavor Health has really looked at having the physicians and administrators work throughout the region in a very collaborative manner. My role has been to develop a multidisciplinary spine center, and originally now they already have a model like that, they have it up in the North Shore, but we’re really trying to help bring that in the southern region where I work.
Q: Were there any big surprises that have come up during this process?
RP: The biggest one was a pleasant surprise. It was the way they look at their budgeting process. Usually in any healthcare organization every time you want to try something, you have to look at financial stability and make sure it’s something that’s sustainable over the long term. Their budgeting process and their financial constraints are not so localized, and that really opens up a lot more possibilities. Whenever you start thinking across nine hospitals instead of one that really makes all the discussions different.
Q: Where do you think leaders really need to be more decisive, especially when it comes to balancing speed, risk, and then just having the right teams in place?
RP: I think leaders really need to be very decisive about what kind of team to have around them, like any other business. Building a team of excellence around you will make or break you. That’s one of the things that I’ve learned about myself over the last 20 years — understanding my own limitations and making sure to demand and require a team around you that makes up for your limitations … I don’t always see that everywhere. Something that makes or breaks a group, and how they work together.
At the Becker’s 32nd Annual Meeting: The Business and Operations of ASCs, taking place October 29-31 in Chicago, ASC leaders, surgeons and healthcare executives will explore strategies to drive growth, enhance operational performance, navigate reimbursement challenges and prepare for the future of ambulatory surgery. Apply for complimentary registration now.
