Session: Ace in the workplace—The business savvy new manager

Editor's Note

In this session focused on the roles and responsibilities of a business manager in the perioperative environment, Blas Brown, Jr, MBA, business director of perioperative services at MedStar Washington Hospital Center, emphasized the importance of technical and interpersonal skills. Specifically, he said, being business savvy is key to operational efficiency, data-driven decisions, and interdisciplinary collaboration across departments.

Not all perioperative departments have a business manager, Brown was sure to elaborate. While the leadership structure may vary depending on the facility, either the perioperative leader needs to work with a business manager in their team, or they need to be equipped to take on financial-focused tasks. “Just like a business manager has to learn how to communicate with leadership, a leader has to be able to communicate effectively with the business manager" to ensure alignment with organization goals, he said.

Brown emphasized the need for technical proficiency in data analysis and project management. He described data analysis as “the cornerstone of any new manager working with the OR,” where understanding and interpreting metrics on OR utilization, surgery duration, and patient flow are critical. "It’s not something you can do by yourself," he noted, highlighting that collaboration with nursing, IT, and biomed teams is vital for actionable insights. Further, he recommended proficiency in tools like Excel, Tableau, and Power BI for handling data and creating compelling visuals.

Another major skill for a successful business manager is financial acumen. Understanding budgets, cost analysis, and revenue opportunities are crucial for a successful OR. A business manager has to be able to intelligently speak on financial performance and be ready to do so. “You’ll be asked to speak up during a meeting, and you never know when you might be stopped by the CEO in the hallway,” Brown joked, though he turned serious quickly. “You need to be calm and speak coherently. If you can’t be understood, you’ve lost them.” He advised new managers to build relationships with seasoned finance leaders and practice frequent dialogue to navigate budget reporting and strategy and feel confident in presenting that data.

Brown concluded the session by posing to new managers: when presenting business cases to higher leadership like the C-suite, be prepared to tell a story. “Highlight the impact of what you’re presenting, whether that’s financial, operational, or reputational,” he said, adding that the focus should be on outcomes that align with the organization’s strategic goals. And directly addressing anticipated objections, especially in capital meetings, is an effective way to stood out and gain leadership support. Quoting a line from the book Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James Clear, he concluded: “We don’t succeed by setting high goals; we succeed by building systems that support us daily.”