The SAGES Manual of Strategy and Leadership

Shaneeta M. Johnson, MD, MBA, FACS, FASMBS, Department of Surgery, Morehouse School of Medicine, Atlanta, GA, USA

• Shaneeta Johnson MD, MBA, FACS, FICS, FASMBS is a Professor of Surgery, Chief of Minimally Invasive, Robotic, and Bariatric Surgery, and Program Director of the General Surgery Residency Program at Morehouse School of Medicine, Atlanta, Georgia. She is currently a Senior Fellow of Global Health Equity at the Satcher Health Leadership Institute and has previously served as Interim Chair of Surgery. She earned a Master's of Business Administration from Brandeis University and has held leadership and advisory roles for national & international organizations, government regulatory bodies, professional societies, and legislative bodies. She is the current Chair of the Society of American Gastrointestinal & Endoscopic Surgeons (SAGES) Sustainability in Surgical Practice Committee and serves on the SAGES Board of Directors.

Alia Qureshi, MD, Department of Surgery, Oregon Health Sciences University, Portland, OR, USA

• Alia Qureshi MD, FACS is an associate professor of general surgery and a leading expert in malignant and benign foregut disease and its surgical management.  She is a graduate of the Kellogg Leadership Agility Program at Northwestern School of Business Management. She has served as the Program Director for the Minimally Invasive Fellowship and Interim Chair of Minimally Invasive and Bariatric Surgery. She is currently Surgical Chair of the Clinical Integration Council at Oregon Health and Sciences University. She has served as the SAGES Chair of the Diversity Leadership and Professional Development Committee and was part of the creation of the Fundamentals of Leadership Course at SAGES. Dr Qureshi has a strong interest in leadership science.

Andrew Schlussel, DO, Department of Surgery, Charlie Norwood VA Medical Center, Augusta, GA, USA

• Andrew Schlussel, DO, FACS, FASCRS, is a Colon and Rectal Surgeon who earned his degree from Nova Southeastern University College of Osteopathic Medicine. He spent 15 years on Active Duty in the U.S. Army, leading small team surgical units in three combat deployments, earning multiple awards including two Meritorious Service Medals and a Combat Medical Badge. Currently, he serves as the Chair of the Military Committee for the Society of Gastrointestinal and Endoscopic Surgeons and is the incoming president of the Association of Out Surgeons and Allies.

David Renton, MD, Department of Surgery, OSU East Hospital, Ohio State University, Columbus, OH, USA

• David Renton MD, MSPH, FACS is the Chief of Surgery of The Ohio State Wexner Medical Center East Hospital. He also holds the position of Associate Chief Quality Officer for Perioperative Services, overseeing all procedural areas in the enterprise. He is Chair of the SAGES Technology Assessment and Value Analysis Committee and a former winner of the SAGES Brandeis Award.

Daniel B. Jones, MD, FACS, Department of Surgery, Rutgers New Jersey Medical School, Newark, NJ, USA

• Daniel B. Jones, MD, MS, FACS is the Benjamin Rush Endowed Chair of Surgery, Rutgers School of Medicine, Newark, NJ, USA.  At Rutgers, Dr Jones currently serves as Assistant Dean. Dr Jones earned a Master of Science in Healthcare Leadership and Management at UTD. He attended certificate programs in leadership at Harvard and in healthcare policy at Brandeis. Dr Jones is Past President of both the Association for Surgical Education (ASE) and the Society of American Gastrointestinal & Endoscopic Surgeons (SAGES). 

What is the Mastery Program?- Section 1: Leading Yourself.- Different Practice Types.- Techniques for negotiating contracts.- Practicing Self-Reflection and Needs Assessments.- Employment Red Flags.- Financial Considerations when choosing a practice.- Exceling in training.- Promotion within different systems.- Strategies to build a practice.- Practice adaptation during crisis.- Developing society relationships.- Scope of practice and roles involved.- Integrating new technology and procedures into your practice.- Strengthening management skills (HR, conflict resolution, prioritization, leveraging new strengths.- Utilization of advancement opportunities, expertise and marketing to establish a practice.- Section 2: Leading Others.- Operationalizing your team.- Evaluating and assessing your team.- Establishing organizational culture.- Team management.- Adhering to policy and procedures.- Managing difficult personalities.- Developing policies and procedures.- Dealing effectively with challenges.- Strategic planning.- Data analysis/Research.- Managing superiors and your team.- Goal Implementation.- Section 3: Leading Systems.- Managing human resources.- Systems thinking.- Organizational culture.- Administration.- Change Management.- Good Governance.- Healthcare Policy.- Quality Care.- Social Determinants of Health.- FLD.- DEI Index.