The "dichotomy" of great leaders, being more than transactional and creating a meaningful work environment are just three ways Gordon Wesley, DBA, vice president at AdventHealth Central Florida's Heart, Lung, & Vascular Institute in Orlando, is leading the industry with his cardiology program.
The "dichotomy" of great leaders
Organizations cannot thrive without great leadership, and although there might be "a thousand different ways to answer what makes a great leader," Dr. Wesley said it comes down to a dichotomy.
"On one side, it's about being where your feet are and excelling at that," he told Becker's. "Living in the present and being excellent in everything you do — collaborating, communicating effectively and being proactive. The other side of that dichotomy is about being both aspirational and inspirational to your team, organization or even the entire industry. You can't forget the present — you need to be excellent and actionable where you are — but you also have to lead your team forward."
Part of leading the team forward includes creating a stronger patient experience and recruitment strategies.
Being more than transactional
In cardiology, the relationship between patient and physician or between administrator and physician can be transactional, Dr. Wesley said.
"We have to meet patients where they are and put them, not the physician or healthcare organization, at the center," he said. "That's where we need to go — because often, the patient gets pushed out of the middle. We need to bring them back to the center and build the ecosystem of cardiac care around them."
The first step to this might be reforming transactional care and creating a stronger continuum.
"Not just doing a cath lab procedure or an electrophysiology study, but focusing on how healthcare can deliver real transformation," he said. "There's a lot of policy and regulation around this, but I think we haven't yet reached that 'nirvana' in cardiology care."
To reform transactional relationships, AdventHealth partners with vendors to manage patient conditions like hypertension and creates partnerships to provide patients with mental and spiritual support.
"Partnerships like these are more fruitful and feel more rewarding," he said. "We need to deploy resources like spiritual health or lifestyle coaches through an app, available 24/7. Because expecting patients to navigate parking garages and waiting rooms isn't practical anymore."
Creating a meaningful work environment
Changing the patient experience starts with recruiting and retaining the right staff. Recruitment and retention is top of mind for most leaders as physician shortages are predicted to grow worse through 2030. AdventHealth has been successful in recruiting talent, but not because of compensation packages, he said.
"It's about creating an environment where they want to be — a place where we value both their time and their skills, where they can do meaningful work, and where they can have the quality of life they're seeking," he said.
This includes providing part-time and flexible scheduling options, but also allowing cardiologists to truly connect with patients and add personal talents to their care routine. Dr. Wesley described one cardiologist who wanted to work part-time, but also provide a more holistic approach for her patients.
"For her, patient visits might not be the typical 20 or 30 minutes; she spends an hour because she's focused on wellness, yoga training and spiritual health," he said. "We value that. Some patients need the traditional follow-up, but others want 45 to 60 minutes with a cardiologist who can help them cook better, exercise, relax and sleep better. This approach not only attracts physicians but also benefits our patients."
Once a physician is recruited, it's much easier to retain them — as easy as collaboration, communication and alignment.
"Alignment is about whether we value the same things," he said. "When we understand both the professional and personal aspirations of our physicians, it deepens our relationships. It's easy to ask about professional goals, but personal goals are just as important. When you align both, conversations change — even difficult ones. It's no longer just about performance or tasks; it's about understanding what drives the person. That's where we see the most success in retention."
For Dr. Wesley and his staff, these types of conversations happen one-on-one in a private setting. This allows cardiologists to truly connect with leaders and structure their roles around their personal and professional goals.
And Dr. Wesley said acknowledging staff members publicly can be an empowering way to support and advocate for physicians.
"It's something we need to do more often — show appreciation and support in both private and public settings," he said.