Meet the Online MHA Faculty: A Conversation with Professor Richard Gannotta

May 19, 2020

Can you tell us about your career journey?

A common theme throughout my journey is the desire to make a difference, connect with people, and create situations where I can derive meaning by bringing something impactful together.

One of those situations came serendipitously. Early on, I was not quite sure of my career path. Then, I discovered a specialized nursing program. It made me think, “Wow. Nursing could be an opportunity to apply the desire to help people and perhaps make a difference in the world.” Thinking this could open up avenues that I did not realize even existed, I applied to the program and got accepted.

That’s really where it all started—from taking that first step and finding a way to bridge and connect the passion to make a difference with a great purpose, which was healthcare.

Looking back, what are the catalysts or inflection points in your career? How did you leap from clinical to executive positions?

There were many inflection points in my career, and looking back, several themes emerge.

First, opportunities emerged in cutting-edge clinical areas. I wanted to learn, take advantage of those opportunities, and put myself out there as someone willing to do what it takes to learn these very new aspects of clinical care. For example, I started working in cardiac catheterization at the hospital, and Cath labs when they were first developed, which represented a real shift in the care of patients with complex heart disease. It was a fantastic opportunity to learn and get exposed to new technology and clinical methods. In fact, it was a total game-changer for patients with coronary disease. The timing and experience placed me on a path as an expert in that area.

Second, and probably the most important are those individuals who appeared in my life—mentors, leaders, friends—who pointed me in the right direction. I recall clearly the CEO of the hospital saying, “You could do what I do, think about it and the difference you could continue to make.” That brief conversation challenged my thinking and what was and could be possible.

What are the key takeaways that you’ve learned as a healthcare executive at various hospitals?

One of my biggest takeaways is that you have to empower and assist others in advancing their career and in many cases their dreams of what can be possible.

The other takeaway is do not compromise. Always remember the fundamentals and deliver on them, from clinical patient bedside to the boardroom.

A safe environment for those we serve
Outstanding clinical outcomes
A patient experience that not only meets, but exceeds patient expectations
Engage staff by listening to what they have to say and empower them to be part of every solution
Be fiscally responsible so you can sustain the mission
Seek out the best talent at every level
Stay strategically relevant in your market through innovation and discovery

The last takeaway is to cultivate a commitment to lifelong learning. Don’t take anything for granted. Learn what your passion is and make sure that it aligns with what you are doing, your purpose.

How did your background in a clinical position contribute to your advancement to executive leadership?

Having a clinical background and credible understanding of healthcare delivery was insight that was not readily found at the C-suite early in my career, and definitely added value to the team as I moved into managerial and executive leadership roles. That background also gave me the ability to think critically through the challenges that I faced.

From a financial perspective, clinical experience assisted the team with balancing the financial and clinical objectives to ensure the organization’s internal alignment.

One example of the impact of having a clinical background is in the field of emerging diseases, such as COVID-19. COVID-19 and other potential pandemics have far-reaching implications—including healthcare economics such as coverage for Medicare and Medicaid. When every decision is weighted on the impact of those perspectives, a clinical voice is essential. That voice can be the difference between reading the map and exploring the territory. The clinical side provides credibility and valuable experience to draw on for anyone in a healthcare executive role.

What was most surprising about moving from clinical to executive functions?

There are a few distinct differences between a clinical function and an executive function.

First, there is a difference in perspective. A clinical role is relational. You have a patient, and you are the caregiver. It is a first-person, powerful relationship. For a hospital administrator, patient outcomes and safe clinical care are paramount and reviewed at “scale” heavily weighted, strategic in nature, and both internally and externally measured

Second, in each function, you have influence at a different level and scale. When you are working on a clinical team or part of a department, the dynamics of that department are highly focused in one area. When you are in the C-suite at a big institution, your influence leads to ripple effects that not only affect the organization, but the community, and sometimes beyond.

What advice would you give to clinical professionals interested in executive roles?

As a clinician, you see one patient at a time. Throughout your career, you can impact tens of thousands of lives. This is an incredible honor, clinical care, and fulfilling the pact to not only “do no harm,” but to help folks achieve a state of health and wellness is incredibly impactful.

The chance to influence and change the system by making the jump from the clinical to the executive function and potentially impacting millions of lives over the course of one's career for me was an incredible chance to combine my clinical and executive experience and have the most impact.

For clinical professionals interested in executive roles, I recommend looking at opportunities to be in leadership positions where you can influence the programmatic side of a department or unit. Look for opportunities where you can have oversight of a particular project and then leverage that to have supervision of a program.

Are you working on any exciting new projects? How will they impact the world?

I am currently the Chief Healthcare Administrative Officer at Masimo, a global medical technology company that provides monitoring and a variety of clinical solutions around the world.

At this time, during the COVID-19 crisis, we are busy trying to do what we can to assist caregivers on the frontlines and help our patients be as safe as possible. It’s a highly urgent project, and I’m honored to be a part of it. It is different from what I’ve done in hospitals and health systems. That said, I see the private sector as the growing point for innovation with a sense of urgency and speed to work with. In the case of this crisis, that speed has reached a high tempo. I appreciate this sense of urgency in the private sector—it’s exciting, and it allows us to be impactful.

What is something you wish you knew?

As a clinician, I do wish I knew how to create a scalable equitable system aimed at eradicating suffering. I think that’s what all of us in the healthcare industry want to do—we want to eliminate pain, find cures, and create a state of optimal health and well-being.

I believe one way we can do this is by being kind to each other, mindful of the people you are talking to, and present in the moment.

Why NYU Wagner?

Students will get the requisite skills, abilities, and exposure to the challenges that they will face in the real world. This is essential for anyone who is an aspiring healthcare leader. What we teach is real leadership at its core, and break it down into a deep understanding of the fundamentals.

For me, it’s always been a dream to be part of the faculty at NYU. I’ve known some of the scholars who have come through and I’ve worked with many of NYU Wagner’s top-notch alumni. NYU is a venerable organization that continues to make a difference and is a positive influence on the world stage. Being a part of this community, I have the opportunity to work with colleagues on research and share perspective personally, and that collaboration has been fantastic.

What makes your course stand out? What will students learn from your class that they wouldn’t learn anywhere else?

I teach Managing Healthcare Organizations. We explore the essential components needed to lead a healthcare enterprise, from safe delivery of patient care, to healthcare policy, to finance. My course covers all the factors of managing a health system and provides a real-world perspective.

Richard (Rick) J. Gannotta is the Chief Healthcare Administrative Officer at Masimo, a global technology company that develops and manufactures a variety of innovative noninvasive patient monitoring technology and clinical solutions and Senior Lecturer of Health Administration at NYU Wagner.