TY - JOUR
T1 - AOA Critical Issues
T2 - Dichotomies in Leadership. Presidential Address to the AOA, June 17, 2022
AU - Sebastianelli, Wayne J.
N1 - Funding Information:
The walk became a run when the AOA directed the establishment of the American Academy of Orthopaedic Surgeons (AAOS) in 1933 and the American Board of Orthopaedic Surgery (ABOS) in 1934. The run developed into a sprint when the AOA, continuing its quest to promote leadership development and improve orthopaedics, initiated the creation of the Orthopaedic Research and Education Foundation in 1953. Ever puissant, the AOA combined with the Academic Orthopaedic Society (AOS), galvanizing a forum for professional networking and leadership development. This consolidation of the AOA and the AOS sanctified the AOA as the formal home and developer of orthopaedic leaders, academic faculty, fellowship and program directors, and departmental chairs, all of whom contributed to the development and formation of the ELF (Emerging Leaders Forum), RLF (Resident Leadership Forum), CORD (Council of Orthopaedic Residency Directors), and OMeGA (Orthopaedic Medical Grants Association). Just to refresh your memory, only the American Medical Association (AMA) preceded the AOA. All of this work by the AOA advanced the art and science of orthopaedics and distinguished orthopaedics as a surgical force, eroding the co-branding of our specialty with those of bone setters, brace makers, and chiropractors. But the creation of the AOA was not without controversy, and its founders had to decide whether it was better to break away from the AMA and develop as a specialty or to remain safe under the umbrella of global medicine and risk stagnancy. As you can see, this storied history has influenced each and every one of us sitting in this room.
Publisher Copyright:
© 2023 Authors. All rights reserved.
PY - 2023/1/4
Y1 - 2023/1/4
N2 - Abstract:This speech was given at the 2022 American Orthopaedic Association (AOA) meeting in Providence, Rhode Island, on June 17, 2022, and discusses the most important elements of leadership. A sense of extreme ownership is required for effective leadership. Ownership allows leaders to delegate responsibilities to others and to instill confidence and trust in the people closest to them. True leaders recognize that every situation creates value, regardless of the outcome, because each and every encounter is an opportunity to learn. Oftentimes, a situation creates a natural dichotomy or controversy. Good leaders must recognize this dichotomy and balance the decision-making that is required for such an occurrence for the ultimate good of the individual or organization. True leaders will include rather than exclude the people around them and will graduate the responsibilities of individuals as the skills and trust of those individuals develop. Those in charge must also recognize that leadership includes intelligence, compassion, and instinct. Leaders who are health-care providers must keep patient care as the true "North Star" so that appropriations of space, personnel, and finances are maximally utilized. Finally, true leaders achieve their goals through the core principles of balance, orchestration, growth, inclusion, and envision.
AB - Abstract:This speech was given at the 2022 American Orthopaedic Association (AOA) meeting in Providence, Rhode Island, on June 17, 2022, and discusses the most important elements of leadership. A sense of extreme ownership is required for effective leadership. Ownership allows leaders to delegate responsibilities to others and to instill confidence and trust in the people closest to them. True leaders recognize that every situation creates value, regardless of the outcome, because each and every encounter is an opportunity to learn. Oftentimes, a situation creates a natural dichotomy or controversy. Good leaders must recognize this dichotomy and balance the decision-making that is required for such an occurrence for the ultimate good of the individual or organization. True leaders will include rather than exclude the people around them and will graduate the responsibilities of individuals as the skills and trust of those individuals develop. Those in charge must also recognize that leadership includes intelligence, compassion, and instinct. Leaders who are health-care providers must keep patient care as the true "North Star" so that appropriations of space, personnel, and finances are maximally utilized. Finally, true leaders achieve their goals through the core principles of balance, orchestration, growth, inclusion, and envision.
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U2 - 10.2106/JBJS.22.00908
DO - 10.2106/JBJS.22.00908
M3 - Review article
C2 - 36598476
AN - SCOPUS:85145641430
SN - 0021-9355
VL - 105
SP - E2
JO - Journal of Bone and Joint Surgery
JF - Journal of Bone and Joint Surgery
IS - 1
ER -