Issue link: https://beckershealthcare.uberflip.com/i/1169964
111 PRACTICE MANAGEMENT THOUGHT LEADERSHIP Q: What is the last thing you do before you leave your office? TB: Before I end the workday, I lay the groundwork for the next day; orga- nizing and determining what I'll need for whatever location I'll be in next. Preparing as much as possible the night before streamlines the pro- cess the following morning and makes the day run more smoothly. Q: How do you unwind at the end of the day? TB: I think it's critical to our well-being to decompress and let things go. At least until the next day or when you return from vacation. Over the years, I've gotten much better at compartmentalizing issues and not carrying them around as a burden. As I'm always telling my kids, you can't obsess over what you can't control. If something doesn't work and you can't control that outcome, you must move on. Otherwise, you get engrossed in what didn't happen and have trouble moving forward. I'm not an avid golfer, and my game reflects it, but as they say: Your most important shot is your next shot. You can't obsess over the ball you just hit in the water. is principle holds true in business — and in life. Q: How does your past experience inform your work to- day? TB: I think it's very important if you're managing executives who run hospitals, that you've run a hospital yourself. at firsthand ex- perience helps you appreciate what your CEOs are going through and understand on a deeper level the various issues they're dealing with. As the former CEO of three RWJBarnabas Health hospitals, I'm able to bring that personal knowledge to the role, which is crit- ical for effective and empathetic leadership and is something that I believe resonates with my direct reports. n