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Health Care Leaders

Blake Johnson, MD, FACR

National Medical Director | RAYUS Radiology

Influence: In residency I had a neuroradiology rotation with Dr. William Kelly, which set the subsequent course of my career. His breadth of knowledge and competence were matched by his passion for this fascinating field, exposing me to the many nuances and complexities of the specialty. Dr. Kelly’s eloquent lecture style was inspirational. 

Leadership: It’s predicated on listening and fostering an atmosphere where all feel heard and valued. It’s crucial to lead with vision, employing both short- and long-term planning while considering both expected/desired outcomes and unintended consequences. Good leaders promote growth and advancement of colleagues. They delegate, don’t micromanage and have passion for collaboratively solving problems. A good leader understands how a message is received is more important than how it is intended. 

Beth Kangas, PhD

Executive Director | Zumbro Valley Medical Society

Influence: Many people who shared their experiences — people without ready access to health care, who are unhoused or displaced, people whose humanity often goes unrecognized. Focusing on those experiences creates an urgency that systems, structures and processes belie. To counter the inequities and injustices, I am compelled to develop people-centered solutions that empower individuals and build human-to-human connections.

Leadership: An important element is to follow. Rather than imposing from the outside or above, lead from the ground up. Listen to what people are saying about their needs, interests and barriers; learn people’s strengths so they can contribute in ways that come naturally; strive to rebalance power dynamics to prioritize those who are disadvantaged. By following, we can lead.

Rajini Katipamula-Malisetti, MD

Quality Director | Minnesota Oncology

Influence: When I was 10 years old my father died because he couldn’t get timely care, which ignited my desire to pursue medicine. An oncologist makes a special bond with each patient and it is a different solution for each one. We all follow guidelines and practice evidence-based medicine, but a small unique thing is different for each patient, and this is likely the biggest influence on my career – being able to cater to each individual patient. 

Leadership: It is collaboration, understanding different viewpoints and problem solving. Change is hard and brings challenges. With new processes sometimes change is needed or required to shift to better practices. If you take time to explain the why and the what behind change, it is easier to gain consensus. 

Lynda Kauls, MD, FAAD

President | Market Street Dermatology

Influence: Jean Bolognia, MD, taught residents in a rigorous Socratic style, always leading them to better organize complicated differentials. She wrote the paramout textbook of dermatology, reflecting her tireless efforts to teach simple frameworks to house the formidable variety of dermatologic disease presentations. But I most admire how she thoroughly and thoughtfully took care of patients, never leaving them to navigate the health system on their own. 

Leadership: All groups are confronted with problems that continually change. It’s easy to complain and wish things were different. Leadership is reflected in the work and willingness to develop and foster achievable solutions to keep a group cohesive and focused. It takes critical thinking, adaptability and collaboration — skills at which physicians excel due to their training. 

Patrick Kelly, MPH, FACHE

Director and CEO | Minneapolis VA Health Care System

Influence: I served 29 years in the United States Navy and was able to observe a variety of leadership styles and work with many mentors. Some were my boss and others worked for me. They had the wisdom to challenge me with difficult assignments, support me and allow me to grow and gain confidence in my abilities as a leader.

Leadership: It means working for others and supporting them. Leaders are directly involved in selecting their team, identifying their strengths and weaknesses, allowing effective subordinates to do their work and coaching those not fully ready. Own and accept the blame when things don’t go right and give credit and recognize others when they do. Leadership gains credibility from the integrity to see organizations through tough times.

Scott Ketover, MD, AGAF, FASGE

President and CEO | MNGI Digestive Health

Influence: The pandemic transformed the health care ecosystem and presents opportunities for innovation in both the delivery and financing of health care. Hospitals and health systems now face the challenge of reassuring patients that it is safe to get care and encouraging them to seek both emergency and preventive care. On the opportunity side, the need for physical distancing has rapidly advanced adoption of telemedicine.

Leadership: Our health care system is rapidly adapting to embrace innovation, learn from our pandemic response, and improve both the medical and social influencers of health. MHA convenes Minnesota’s hospitals and health systems to identify opportunities for continuous improvement and take action in service of Minnesotans.

Badrinath R. Konety, MD, MBA, FACS, FRCS

President | Allina Health Cancer Institute

Influence: Many individuals (including my father) were mentors. As role models they helped develop expectations, recognize the features of leadership and reinforce the importance of selfless contribution to the community. They helped mold my thinking and prioritize opportunities. They opened doors to advance my career. They helped navigate challenges by providing valuable perspective and sage advice.

Leadership: Critical elements of leadership are selflessness, consistency, transparency and integrity. Leader work to ensure success of individuals and teams. A consistent and fair approach avoids favoritism and lends credibility. Transparency allows and encourages feedback while engaging all to be vested in collective success. Integrity earns trust, which is crucial while leading through challenges and managing change.

Rahul Koranne, MD, MBA

President and CEO | Minnesota Hospital Association

Influence: The most influential people in my career have been the caregivers serving patients at the bedside, in emergency departments and in community-based settings. From Minnesota’s smallest Critical Access Hospital in Starbuck to one of the Twin Cities’ busiest hospitals in Maplewood, their actions directly impact and truly improve the lives of our patients.

Leadership: To me, it is mindfully listening, authentically engaging, strategically visioning, planfully executing, nimbly changing gears, repeatedly communicating (using multiple channels), carefully checking (for the intended and unintended consequences), humbly knowing that teams are always better than one and joyfully celebrating every contribution.

Robert Koshnick, MD, FAAFP

Program Director | Minnesota Physician-Patient Alliance

Influence: My Detroit Lakes partner, Dr. James Knapp, was influential in getting me involved in medical politics and medical-care resolution writing. He successfully got the MMA to set up the MMIC malpractice company. We had policy #1. Dr. Robert Geist, who gave me the idea of empowering people, not corporations, led me to publish two books: Patient-Directed Nimble Healthcare and Empower-Patient Accounts Empower People!

Leadership: It requires creativity, ingenuity and originality. I often think the conventional approach to various problems is not the optimal approach. This has led me to leadership roles in medical organizations; prolific resolution writing in the MAFP and MMA; commentaries in a variety of journals, book writing; and more recently program director in the MPPA.

Pamela Lang, MD

Medical Director | Shriners Children’s Twin Cities

Influence: My path to becoming a pediatric orthopedic surgeon passed through many steps. At each step, mentors and colleagues have instilled confidence in me, supported me and modeled what it is to be a skilled and empathic physician and surgeon. I see today as the culmination of all the amazing people I’ve had the privilege to learn from and work with.

Leadership: It requires a commitment to building relationships in order to build trust. Listening to others and being transparent about goals and expectations promotes collaboration that optimizes patient care. A strong leader has the integrity to hold themselves accountable to high moral standards while also being able to admit to mistakes. It’s vital to remain clinically active in order to better understand needs and challenges.