In this special Speaker Series, Becker's Healthcare caught up with Tommy Ibrahim, MD, managing director and CMO of Integris, a 1,500-bed health system based in Oklahoma City.
Dr. Ibrahim will speak on a panel at Becker's Hospital Review 7th Annual CEO + CFO Roundtable titled, "Telehealth and Leadership," at 1:30 p.m. on Tuesday, Nov. 13. Learn more about the event and register to attend in Chicago.
Question: What keeps you excited and motivated to come to work each day?
Dr. Tommy Ibrahim: It is an unprecedented time in our industry. As leaders, we are at the forefront of an era of transformation centered on our patients. Waking up every morning knowing I am in a role that can shape the future of our healthcare system is a great privilege and responsibility. Every day, we are taking steps to create more value for our communities and our employees. One day, we will look back and smile with pride, knowing we were able to achieve the quadruple aim and the operational efficiency of our health services company. That time is near and excites and invigorates me to come to work every day, and the same is true for the team that I am grateful to work with at Integris.
Q: If you could pass along one piece of advice to another hospital executive, what would it be?
TA: This might be an obvious one, but it is going to be critical to position physicians as accountable leaders throughout the healthcare system. This goes a bit further than partnering with physicians to drive quality, value and cost efficiency. Placing doctors in protected roles to be responsible for this work and engaging peers in clinical transformation will springboard your institution to achieve strategic imperatives. It will be well worth the investment.
Q: What is one piece of professional advice you would give to your younger self?
TA: Pace yourself. I learned the hard way the truth behind executive burnout. Passion and drive are important. The relentless pursuit of excellence in healthcare is a necessary attribute for health system leaders if we are going to be successful. The key is having a balanced approach to ensure that flame never extinguishes. Moving at a comfortable pace and being self-aware to ensure we are tending to our physical, mental and spiritual needs is a fundamental metric vital to organizational success. This discussion is gaining traction across the country now, and I am delighted that health systems are making this a priority.
Q: What do you see as the most vulnerable part of a hospital's business?
TA: Health system leaders are incredibly bright and gifted people. We can generally determine the best path forward in any given situation when wholly informed about our options. What opens us up to some vulnerability in today's climate is the level of uncertainty surrounding our industry. There are many national, regional and local factors at play in an already heavily regulated environment that can create confusion on our steps forward. The strategies and investments we consider today may not be applicable five years from now. The single most important strategy to mitigate some of this risk is to consider our patients at the heart of our decision making. That, coupled with a culture of agility and nimbleness to pivot and redirect strategy, will be critical as we navigate the uncertain waves over the years to come.
Q: What's one conviction in healthcare that needs to be challenged?
TA: Business as usual is no longer going to work. We all have to be change agents, unified and aligned around common goals. When met with resistance, which will happen, we have to have the mental toughness to continue pushing through with creative, innovative and resolute conviction. Healthcare in this country needs us to spearhead this change and to be accountable for seeing it through no matter how hard it gets.