HJBR Jan/Feb 2020

DIALOGUE 12 JAN / FEB 2020 I  HEALTHCARE JOURNAL OF BATON ROUGE   Prior to joiningWoman╒s, Dr. Griffith served as chief medical officer and chief of business operations for Duke Regional Hospital in Durham, North Carolina. In her role, she led business development and strat- egy while focusing on excellence in patient care quality and safety. Her healthcare experience in- cludes 20 years of clinical practice, and more than 15 years in a variety of leadership roles that have spanned hospital leadership, operations, physician practice management, clinical affairs, and board governance. Earlier in her career, Dr. Griffith practiced emer- gency medicine with Durham Emergency Physi- cians after completing residency training at Chris- tiana Care in Wilmington, Delaware. She served as president, and more recently, CFO of the physician practice, and medical staff president of Duke Re- gional Hospital. Her emergency medicine back- ground brings a broad understanding of all aspects of healthcare, particularly the needs of patients and families in today╒s healthcare environment. Board certified in emergencymedicine, Dr. Griffith obtained amedical degree at the University of North Carolina at Chapel Hill. Her business training in- cludes healthcare executive education at theWhar- ton School of Business. She is a member of the American College of Emergency Physicians and American College of Healthcare Executives. Chief Editor Smith W. Hartley What has your transition from Duke Regional Hospital to CEO of Woman’s Hospital been like? Barbara Griffith, MD A new job and a big move can be overwhelming, but I ha v e been incredibly fortunate to have been welcomed toWoman’s with open arms. That has made the transition relatively easy. The leadership team, hospital staff, and physicians clearly want me to be successful here. What a great way to start. Editor  How would you describe the culture you found at Woman’s Hospital? Has any- thing surprised you? Griffith  Understanding why and howWom- an’s is able to provide such an amazing patient experience became obvious once I was here. It comes from a culture that embraces the mission of the hospital, and puts the care of patients and their families first.That culture exists in every department and at every level. It’s a key part of what makes Woman’s a special place to work, and a special place to receive care. Editor  How would you describe your man- agement style? Griffith  In healthcare, the hands that touch our patients define who we are. This means that every person at every level is impor- tant, from leadership to the frontline of care delivery. To manage that well, you have to understand your people. If a leader takes the time to listen and understand before taking action, trust develops, and people follow. Editor  How does running a hospital for women differ from running a regional hospital? Griffith  An acute care facility is challenged to provide all things to all people. In a specialized hospi- tal with a well-defined mission, we are able to focus all of our energy