Dr. Balch begins by talking about his scope of responsibilities while he was VP of Hospitals and Clinics and then EVP of Medical Affairs. He then explains that he took on these roles out of loyalty to Charles LeMaistre and to MD Anderson, though his core values lie in teaching and clinical work, not in administration. He talks about the need for physicians to have leadership training and the perspective they bring to administration. He also comments that leadership training can prepare researchers to lead team scientific efforts.https://openworks.mdanderson.org/mchv_interviewchapters/1473/thumbnail.jp
Dr. Buchholz begins this chapter by noting that it took only ten years for him to become Chair of th...
In this chapter Dr. Balch explains why his desire to subspecialize surgery at MD Anderson was key to...
Here Dr. Bruner talks about leadership development at MD Anderson, beginning with the courses she to...
Dr. Balch begins by talking about his scope of responsibilities while he was VP of Hospitals and Cli...
In this chapter, Dr. DuBois shares general views of leadership. He notes that, in his view, a seven...
Dr. Rodriguez begins this segment by explaining how her view of the institution changed as she stepp...
Dr. Balch begins this chapter by explaining why he returned to Texas and then to MD Anderson in 2016...
In response to the interviewer’s comment that Dr. Balch and Ms. Sollenberger had a good working rela...
In this segment, Dr. Rodriguez talks about the important role that physician-leaders can serve in an...
In this chapter, Dr. Buchholz offers his views on the institution\u27s strategic planning process he...
Dr. Balch begins this chapter by briefly touching on his candidacy for president when Charles LeMais...
Dr. Bast begins by noting that, as Head of the Division of Cancer Medicine, he was able to build con...
Dr. Cox talks about his decision to come to MD Anderson, his position as Vice President for Patient ...
Dr. Roth begins this chapter by noting that Dr. Balch called him in 1985 about a position as foundin...
Dr. Buchholz begins this chapter by observing that the role of provost gave him an entirely new pers...
Dr. Buchholz begins this chapter by noting that it took only ten years for him to become Chair of th...
In this chapter Dr. Balch explains why his desire to subspecialize surgery at MD Anderson was key to...
Here Dr. Bruner talks about leadership development at MD Anderson, beginning with the courses she to...
Dr. Balch begins by talking about his scope of responsibilities while he was VP of Hospitals and Cli...
In this chapter, Dr. DuBois shares general views of leadership. He notes that, in his view, a seven...
Dr. Rodriguez begins this segment by explaining how her view of the institution changed as she stepp...
Dr. Balch begins this chapter by explaining why he returned to Texas and then to MD Anderson in 2016...
In response to the interviewer’s comment that Dr. Balch and Ms. Sollenberger had a good working rela...
In this segment, Dr. Rodriguez talks about the important role that physician-leaders can serve in an...
In this chapter, Dr. Buchholz offers his views on the institution\u27s strategic planning process he...
Dr. Balch begins this chapter by briefly touching on his candidacy for president when Charles LeMais...
Dr. Bast begins by noting that, as Head of the Division of Cancer Medicine, he was able to build con...
Dr. Cox talks about his decision to come to MD Anderson, his position as Vice President for Patient ...
Dr. Roth begins this chapter by noting that Dr. Balch called him in 1985 about a position as foundin...
Dr. Buchholz begins this chapter by observing that the role of provost gave him an entirely new pers...
Dr. Buchholz begins this chapter by noting that it took only ten years for him to become Chair of th...
In this chapter Dr. Balch explains why his desire to subspecialize surgery at MD Anderson was key to...
Here Dr. Bruner talks about leadership development at MD Anderson, beginning with the courses she to...