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Dr. Felton Wayne, the chief medical officer for North Carolina operations at Valley Health (VH), had been working incredibly hard for the past nine months trying to motivate and empower his medical staff, who had become disillusioned by VH's management practices. But he had little to show for his efforts. He felt unappreciated and ineffective in his role. After a tense meeting with his director, during which Wayne was called a “cowboy,” he wondered whether he should just go back to doing what he was good at—taking care of patients. This A case is accompanied by a B case (UVA-OB-1075). Excerpt UVA-OB-1074 May 28, 2015 Valley Health (A) “We see you as a cowboy, Dr. Wayne,” explained Dr. John Richmond, Felton Wayne's corporate director from South Carolina. “You seem to be up there in North Carolina doing your own thing and getting people at corporate upset.” These words really stung 12 months into Wayne's tenure as the chief medical officer (CMO) for North Carolina operations at Valley Health (VH). He knew there was a component of truth to Richmond's statement, but was it necessarily a bad thing to be seen as a cowboy? Was he the problem, or was it corporate? Maybe it was both. Franklin Memorial Hospital and Valley Health Franklin Memorial Hospital (FMH) was founded by a physician in 1905. Over the years, it had grown into a strong community hospital with a well-respected medical staff. But times were changing in health care, and the days of the independent community hospital were coming to an end. The hospital was still operating in the same location as the original building built in 1919, and there was no room to grow. . . . |
