Issue link: https://beckershealthcare.uberflip.com/i/796926
13 SPINE SURGEONS How Healthcare Will Change Under Trump — Injecting Standard Business Principles into Healthcare Delivery: Q&A with Dr. Craig Callewart By Laura Dyrda C raig Callewart, MD, is a private practice surgeon in Dallas who has participated in politics at the local and national levels for years. He is active in healthcare matters and serves on Congressman Pete Sessions' Healthcare Task Force, the House sponsor of the Sessions-Cassidy bill to repeal the ACA. He can be reached at info@ c3spine.com. Question: Dr. Callewart, how would you summarize the current healthcare situation? Dr. Craig Callewart: In contradistinction to media reports, I would like to point out that healthcare remains the same. We are struggling with a bro- ken payment system, and it clearly is in chaos. e American public was spared the most egregious parts of the ACA, which were set to start clicking in place aer the inauguration. at said, the drastic increases in premiums and deductibles in 2017 are the industry's way to try to recover the mas- sive losses sustained by the major carriers in managing/underwriting the Affordable Care Act. ey were expecting Congress to cover those losses, and when defunded, are now passing these losses on to the premium payers. Q: Are the Republicans really going to dump the ACA? CC: Probably not. e ability to keep dependent children on their parents' plans until age 26 is very popular, as is the ability to have pre-existing condi- tions covered by a new insurance. ese are expensive benefits, as the actu- aries depend on young people producing more premium revenue than they consume and expect a long period of premiums to cover pre-existing condi- tions. e Republican goals are to make health insurance more closely mirror home-owners insurance and automobile insurance — paid by the consumer, portable, and more affordable. at will require reworking the tax code, which is why President Trump has said the two are closely related, and will be ad- dressed together. Q: Dr. Callewart, you recently attended the swearing in, inauguration and associated events on The Hill. What was your experience? CC: It was like nothing I've seen in the 15 years I have served organized med- icine. Clearly, we are in a new era with our previous "way of doing business" in Washington gone. e feeling is to interject "standard business principles" into the way healthcare is delivered. Accordingly, it is my perception that physician owned-hospitals and outpatient facilities will be allowed to expand and provide more competitive options for consumers. n Dr. Craig Callewart 7 Core Thoughts on Great Leadership By Scott Becker, Publisher of Becker's Health- care, and Tamara Rosin When we think about leadership, we think of sev- en things. 1. A leader must be passionate, engaged and ex- cited. It doesn't mean that he or she needs to be rah-rah or that he or she has to micromanage. 2. A leader's greatest importance is often build- ing teams and setting direction. A great leader is known by the fact that he or she has developed the next level of leadership. There is nothing worse than a leader who has left the cupboard bare in terms of the next level of leadership. 3. A great leader must set clear goals and clear di- rections for a company. 4. We believe that great managers don't micro- manage. They have a very clear idea of what is go- ing on and they have a clear sense and a finger on the pulse and they know what is going on but they don't micromanage. They often use what is called loose tight management. In essence they are very loose with terrific people where they need to be but tight in making sure things actually get done. 5. We find and we are a believer in this concept taken from an old Adrian Gostick book "leaders praise often." They use the concept that no one is invisible. This means that when somebody does something well they are recognized for it in some way. 6. Great leaders are not afraid to make hard per- sonnel decisions. This doesn't mean that they quickly fire people, but they are very cautious in allowing bad people to fester in their organization. 7. A great leader is emotionally mature. Most peo- ple know each day which leader is "showing up," i.e., leaders' moods and behavior is consistent and predictable. A great leader possesses high emotional intelligence and is able to temper these things well. n "A great leader is known by the fact that he or she has developed the next level of leadership."