Managing an imaging department with a business perspective. A view from the other side.

I came to the position of director of radiology at Winchester Hospital with two advanced degrees, in business administration and in health-care administration, to replace a director of 35 years, who had come from a technical background. That this community hospital outside Boston nourishes the entrepreneurial spirit is one of the premises underlying its success. I was supported from the beginning both by the radiologists, who supported the concept of a business-person running the department, and by the manager, whose acceptance of my role helped set the tone for the department. My goal was to create a vision for the department, which I could do only by establishing a relationship with the supervisory staff. Communication became my greatest challenge: to listen and learn from my staff and to articulate how we could move to a new level of performance. My management philosophy included giving budget responsibility to the supervisors, to teach how revenue and expense directly impact the department's business. We learned together the importance of customer service and how it, too, could impact our business. Finally, I helped supervisors offer their own ideas to solve department problems. Joining the AHRA, reading its publications and attending its conferences have helped me gain a broader perspective of the industry. Now, I see my role as a facilitator who sets a vision for the department and provides the proper support, tools and guidance for the staff to achieve results. Together, we have created a successful balance between the business and the patient care components.