Becker's ASC Review

5 ASC MANAGEMENT How ASCs are shaping the next generation of leaders By Patsy Newitt As surgical volumes surge and competition for talent intensifies, ASCs are rethinking how they cultivate the next generation of leaders. From emotional intelligence to formal training, three ASC leaders joined Becker's to discuss their best practices in developing future leaders. Question: How should ASC leaders rethink leadership development to prepare the next generation of administrators and physician-owners? Editor's note: ese responses were edited lightly for clarity and length. Trina Cole. Administrator of St. Luke's Surgicenter Lee's Summit (Mo.): I believe leadership needs to start early, at the staff nurse level. Encouraging high performers to engage in additional projects for example: safety initiatives, quality initiatives and policy writing and review. I have found that it oen engages others to step up. Also, I believe that a leader needs to have certain character traits. I know I will get some pushback on this, but I believe a positive, kind, compassionate, accountable, caring, present and fair person makes a great leader. Of course, you must be knowledgeable of your duties and skilled in your practice. However, these things can be learned and should be taught by a trained person or mentor. Additional training in financial sustainability and Healthcare Law are oen pieces that are missing in new ASC leaders and physician-owners. Mutual respect by all parties is a must. Shaibal Mazumdar, MD. Gastroenterologist in Richfield, Wis.: It's important to have a leadership culture which is able to recruit and retain the best nurses, techs and anesthesia personnel; respect, appreciate and value people and encourage critical thinking; have a culture of safety and high patient satisfaction. Establishing a good quality process leading to quality outcomes with an aspirational goal of zero defects with outcomes. Key is recruiting good supervisors with a high emotional IQ who believe in excellence. Excellence in an input and success is an output. ASCs represent a dynamic and growing segment of the healthcare landscape, offering efficient, cost-effective outpatient procedures that prioritize patient convenience and recovery. As of 2025, with the shi toward value-based care and increasing surgical volumes migrating from hospitals to ASCs, effective leadership has never been more critical. Leadership development in these settings isn't just about managing operations — it's about creating a resilient ecosystem that attracts top talent, ensures patient safety and drives superior outcomes. In the competitive healthcare workforce, ASCs must cultivate a leadership culture that not only draws in the best nurses, surgical technicians and anesthesia personnel but also keeps them engaged long-term. Effective leaders set the tone by aligning organizational values with employee needs, such as professional growth, work-life balance and recognition. Recruitment starts with clear job descriptions and targeted outreach, but retention hinges on ongoing development. For instance, implementing mentorship programs and regular performance feedback can make staff feel valued and invested in. Leaders should prioritize team-building initiatives, like cross-training opportunities, to enhance job satisfaction and reduce turnover. Additionally, making retention a shared team responsibility fosters a sense of belonging, where employees are more likely to stay if they feel integral to the group. Medical equipment and technology also play a role; modern, user- friendly tools can elevate patient care while signaling to potential hires that the ASC invests in its staff 's success. By embedding these elements into leadership training, ASC administrators can create a magnetic culture that competes effectively in a tight labor market. A cornerstone of ASC leadership is establishing a pervasive culture of safety, which directly correlates with patient satisfaction and overall facility performance. Leaders must champion transparency, where errors are viewed as learning opportunities rather than punishable offenses, encouraging open reporting and continuous improvement. Tools like the Agency for Healthcare Research and Quality's Safety Program for Ambulatory Surgery provide frameworks for assessing and enhancing safety cultures through surveys that gauge staff opinions on patient safety issues. Practical steps include regular safety huddles, standardized checklists and training on regulatory compliance to minimize risks in the fast-paced outpatient environment. is approach not only reduces medical errors but also boosts patient trust, leading to higher satisfaction scores — essential for ASCs reliant on positive reviews and referrals. Quality in ASCs is non-negotiable, with leaders responsible for designing processes that yield consistent, high-caliber results. e aspirational goal of "zero defects" — eliminating preventable errors in procedures, documentation, and follow-up care — requires a systematic approach rooted in data-driven decision-making. Effective leadership involves implementing robust quality assurance programs, such as regular audits, outcome tracking and process mapping to identify bottlenecks. Leveraging metrics like infection rates, readmission statistics and procedure times helps refine operations. Resources from organizations like the Ambulatory Surgery Center Association emphasize that success stems from day-to-day systems and people focused on safe, effective care. Leaders trained in these methodologies can guide teams toward excellence, turning quality into a measurable output. Moreover, aligning with accreditation standards and participating in collaborative improvement initiatives, such as AHRQ's guides, ensures ASCs stay ahead of regulatory changes while striving for perfection. is proactive stance not only improves outcomes but also positions the ASC as a leader in ambulatory care. At the heart of effective ASC leadership is the selection of supervisors who embody high emotional intelligence — the ability to recognize, understand and manage emotions in oneself and others. EQ is crucial in high-stakes surgical environments, where stress management, empathy, and clear communication can prevent burnout and enhance team dynamics. In surgery centers, high EI correlates with superior nontechnical skills, such as teamwork and conflict resolution, which are vital for smooth operations. When recruiting, ASCs should assess candidates through behavioral interviews and EQ assessments, seeking those who believe in excellence and can inspire it in others. Training programs tailored for surgeons and administrators oen include EI components, recognizing that emotionally intelligent leaders foster resilient teams better equipped to handle the demands of ambulatory care. Prioritizing EQ in supervisory hires ensures a leadership pipeline that drives cultural and operational excellence.

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