There was nobody in the region doing his specialty, micro-vascular reconstruction of tissues and bones for head-and-neck cancer patients. (Girod says that while the number of hospitals performing the surgeries has doubled since 1994, to about 40, KU remains the only such provider between St. Louis and Denver.) He and his wife liked what they saw in the local schools, and appreciated the monetary boost available to their young family in Kansas City, in contrast with the financial burdens of California or the East Coast. KU’s winning pitch has stayed with Girod as he continues to lure top-flight surgeons and researchers to Wyandotte and Johnson counties.
“You know what to sell, and it gives you some credibility in saying why you should be here,” Girod says. “And, from my perspective, we make sure that when candidates come to interview, they see not just the institution and the job and the partners and the environment, all of which are a big plus, but also the standard of living that you can offer a faculty member and their family.”
At KU, Girod established himself as a star physician and surgeon as well as a valued faculty colleague and administrator. A complete listing of his leadership positions runs two single-spaced pages, and even a scant listing of highlights can be overwhelming:
A year after his 1994 arrival, Girod was named vice chair of the department of otolaryngology-head and neck, and rose to interim chair in 2000 and permanent chair in 2002. He was named senior associate dean for clinical affairs in 2008, and previously served as physician in chief of KU Cancer Center and chaired the clinical strategic planning committee for the School of Medicine. He led three national otolaryngological organizations and published 65 manuscripts or book chapters. He joined the board of University of Kansas Physicians in 1997, and was treasurer from 2002 to ’09. Girod was a key player in the creation of the KU Hospital Authority, lending his expertise in both medicine and finance to help the hospital and medical center forge bright futures as an alliance of two organizations.
“He’s the hardest working person that I know,” says daughter Callie, 24, a nurse at KU Medical Center who tends to ear-nose-throat, neurology and progressive-care patients.
“He’s always looking to improve himself, always looking to improve the department."
"He told me that throughout his career he would set personal goals for himself, and then when he would meet those goals he would set more goals for himself, and then he’d meet those and set more goals. And he said, ‘You know, it got to the point where I set these goals and I met them and our department was in a great spot and my career was in a great spot and I was ready to move on and take the next step and meet higher goals.’
“He needed a different career path to set goals that he wanted.”
With extensive experience and leadership in organizational structure, finance, education, research, philanthropy, outreach, community engagement, legislative outreach, and an elite reputation for delivering the best health care possible, Girod overcame higher education’s traditional reluctance against hiring in-house candidates for boss jobs and proved himself the strongest candidate to be the next executive vice chancellor.
“Dr. Girod has been a steadfast leader during a time of profound transformation at the University of Kansas Medical Center,” says Chancellor Gray-Little, “playing crucial roles over the last several years as we saw dynamic growth in all of our educational, clinical, research and community engagement missions."
Girod with photos from a medical trip to Antigua, Guatemala.
“He is enormously respected by his colleagues, his students, his fellow physicians and our community, and his vision will undoubtedly lead to more significant transformation in the years ahead.”
Girod’s hiring as executive vice chancellor represents a national change in attitudes, says Oregon’s Mark Richardson, as immensely complex organizations like academic medical centers begin to trust and develop their own future leaders rather than reflexively looking elsewhere for saviors.
“If you’ve got somebody who has the trust of the faculty and who has the grasp of the culture of the institution, you automatically gain the 12 or 18 months that it would take for an individual to gain knowledge, and Lord knows how long it would take to gain the trust of the faculty and the other administrators within the university,” Richardson says. “So yes, if you have a talented individual, it’s a huge advantage.”
Girod concedes that his new job came at a high price: Despite an administrative workload that seems nearly superhuman, he always maintained a half-time clinical practice. Becoming executive vice chancellor brought that nearly to a halt. He still sees his long-term patients for a half-day a week and performs surgery as needed, perhaps once every other week or so, but otherwise, Girod is now a full-time administrator.
“That’s a pretty big decision when you spend your whole adult life training for something that you’ve become reasonably proficient at, to think about hanging that up and focusing in a different area,” he says. “But the people at KU are great. It’s a great team. The leadership is amazing, and that’s the advantage of being an internal candidate: You know all that, and it’s not always true as an external candidate. You know who the players are, and I had great confidence in the players. So that made that part of the decision a lot easier; it was a little tougher to give up the other part.”
The Girods’ eldest daughter, Katelyn, 28, a Head Start educator for the KU-affiliated Project Eagle, in Wyandotte County, says that when her father decided to pursue KUMC’s top job, everyone in the family asked him how he felt about giving up his practice. She says the joy he finds in the snippets of time he still finds for patients is evidence of his sacrifice, but she’s also confident that he sees it as worthwhile.
“The way he’s spun it to me and to the family is, the reason he’s in academic medicine is because there’s always something else to pursue, there’s always a direction to be moving in, there’s always growth to be had, both personally but also for the institution you’re working with,” she says. “That’s what appealed to him about academic medicine in the first place, so I see this step in his career as an extension of that.”
If he thought micro-vascular facial reconstruction was complex, intricate and difficult to master, the new executive vice chancellor might have found its equal in wrangling with the Kansas Legislature. A particularly cantankerous spring in Topeka resulted in $48.7 million in cuts for higher education in Kansas over two years, including $5.26 million for KU’s Lawrence and Edwards campuses and $8.27 million at KU Medical Center.
Girod has promised no across-the-board cuts at the medical center, but the budget setbacks mean 20 fewer graduate and advanced-practice nursing students, five fewer health professions students, four fewer residencies and elimination of two slots in the MD/PhD program. Employees, including faculty, residents and fellows, will receive no pay raises for the sixth time in seven years. Tuition rose 5 percent.
The state continued its $5 million in annual funding of the KU Cancer Center, much of which supports the Midwest Cancer Alliance, built across 19 hospitals statewide, and, somewhat oddly, authorized $2 million over two years for a mandated stem-cell research center, which KU prizes but did not request.
“We wanted to build the lab that they funded for us, so we’re pretty excited about it,” Girod says. “Given our priorities, that’s not how it would have played out, but it is useful and helpful.”
The next site visit for KU Cancer Center, which last year achieved hard-won official designation by the National Cancer Institute, commences in four years; while KU yearns to achieve an even-more prestigious designation as a comprehensive cancer center, the immediate goal is to maintain its current designation. Girod says that while losing $4.2 million from the KUMC budget for the current fiscal year and $4 million next year can be expected to crimp the cancer center in the same manner as every department on campus, he is not particularly concerned that the cutbacks are an imminent threat to NCI designation.
Of immediate concern is the October visit by the School of Medicine’s official accreditation organization. Preparation for that visit has been one of Girod’s pressing tasks since Gray-Little announced his promotion Dec. 26, and Girod had dearly hoped that the centerpiece of KU’s presentation would be an authorized and funded plan to construct a $75 million health education building.
Girod, the chancellor and the Kansas Board of Regents had hoped the Legislature would authorize $15 million for the project and also remit to KU Medical Center $25 million in federal payroll tax refunds, delivered this year from the federal government to state coffers after a decade of uncertainty in the 1990s over how to classify medical residents. (The rest of the project would be funded with $20 million from private giving and $15 million from tuition and other KUMC sources.)
Instead, the state chose to allocate only $1 million for ongoing planning, and the $25 million FICA refund remains up for grabs. The chancellor has already told the Regents that both the FICA refund and the health education building remain priorities for KU; the Regents’ response, detailing what the board will propose to the governor and Legislature for 2014, is expected to be announced in early fall.
Girod (left) still occasionally performs surgery, but largely gave up his practice to become executive vice chancellor. Mentor Mark Richardson, now a dean in Oregon, says few outside of medicine appreciate the sacrifice doctors make to become administrators. "Your rewards have to come from taking that energy and putting it into the system. It's really hard to do."
The health education building is the hottest priority at KU Medical Center because it represents the very future of health care education. Current medical education at KU consists of about 75 percent lectures and 25 percent small-group, active learning; that’s now seen as an outdated model that does little to prepare new doctors and nurses for the collaborative, interdisciplinary work environment that will be their professional reality.
“We need to invert that relationship,” Girod says of the current 75/25 split. “We know it’s the right thing to do, we know it’s the appropriate direction to go, and I think we frankly could be national leaders in that, but we also know the expectation is going to be there from our accrediting bodies that we are headed that way.”
Girod warns that with antiquated facilities and an out-of-date educational platform, the School of Medicine and other educational components within KU Medical Center will lose top students and will be unable to increase class sizes to meet growing needs for doctors, nurses and other caregivers across the state.
“It is a little ironic that they want you to do more, they want you to raise your rankings and they want you to meet the demands of their communities, and then turn around and do this to you,” Girod says of lawmakers’ refusal to move ahead on the health education building. “But the realities are two-fold: One is, they created an $800 million deficit for themselves; the second was really a lack of understanding of who we are and what we do.”
He explains that some lawmakers view the cuts not as 4 percent of the medical center’s budget but rather as a relatively painless 1 percent. That’s because, Girod says, some lawmakers don’t recognize distinctions among the hospital budget that pays clinical faculty, federal research funding that must be used only for research, and KU Endowment funds pegged for specific projects.
“It’s less than 1 percent for the total budget,” Girod says, “but not for the things we need to use those dollars for. In all honestly, we still have a lot of work to do with those folks. We are working hard to meet with people and help them understand us better, run through budgets with them, and explain why we can’t use NIH dollars to pay for student education, those sorts of things.
“No question it’s a big learning curve for me. Not only understanding how things work, but really understanding the importance of doing a better job of telling our story. It’s not just a story of, ‘Look at the wonderful things we’ve done.’ It’s a story of what our core missions are, this is how we meet them, and this is how we utilize the resources we have.”
A particular sore point for Girod is hearing charges that “your spending is out of control” because the medical center has increased its research funding.
“Well, you know, we should want to double that. We shouldn’t want to cut it,” Girod says. “That brings jobs. It brings money to the state that otherwise wouldn’t be in the state. And it brings talent. It’s about helping people understand what we’ve done in the face of fewer state dollars. If you look at the return on investment, we’re leveraging those dollars better than we ever, ever have.
“That should be a positive. Not a negative.”
At the time of her 2012 departure, Barbara Atkinson had been both executive vice chancellor and executive dean of the School of Medicine. Chancellor Gray-Little chose to return to KU’s traditional structure separating those two leadership posts. Now that Girod is in place as executive vice chancellor, one of his primary tasks is identifying the next dean of medicine.
The first half-dozen candiates began visiting KUMC in August. Girod hopes to bring three finalists back in October and hire a dean by Nov. 1.
Girod is eager for a new leadership partner, not to lessen his burdens, but because there is important work to be done, quickly and well.
And whatever the stresses, none within his inner circles are concerned that Girod could find himself overwhelmed. Throughout his career, while establishing himself as a nationally recognized surgeon and a respected administrator willing to tackle thankless chores with zeal, he has maintained his good humor, prized relationships and free-time passions—all the stuff that makes life grand.
Though he recently gave up sports car racing as a tad too dangerous and expensive, Girod is still a Porsche enthusiast and participates in rally events at Kansas Speedway and team-structured endurance racing. He and his family have long cherished annual ski trips to New Mexico. Fly fishing is the latest hobby to capture his attention, and he and his son, Jimmy, ’13, chart for themselves elaborate motorcycle roadtrips.
Daughters Katelyn (left) and Callie both chose careers helping others thanks in part to the examples set by their father. "I'm just really proud of my dad," Katelyn says, "and he continues to be such an inspiration. I know it sounds Lind of cheesy but it's just incredible to watch him grow in his career."
“It’s always been extremely impressive to me, and it still is to this day,” Callie Girod says of her father’s ability to maintain a balanced life. “He’s so passionate about his career, and the job that he has and the work that he does and his patients, but he’s also passionate about his family. The two have never gotten in the way of each other, and I have no idea how he’s done that. It blows my mind, but he’s done it. He’s succeeded.
“Our family is extremely close, and the foundation of that is our parents. They’re an incredible team. Their marriage is something that I strive to have in my marriage, whenever that day comes.”
Katelyn Girod says her father “really wants to hear what you have to say” and that he “was always looking to meet me where I was at” rather than impose his own goals and ambitions on her life. Three decades ago, Dr. Mark Richardson saw in young Dr. Doug Girod “somebody who is fun to be around,” and now knows him as a leader who “creates an environment where his faculty feel supported in their endeavors.”
“The most important thing about this,” Richardson says, “is that it wasn’t about Doug. It was about the department and the individuals who constituted the department, and his ability to make sure they were developing professionally and that they were moving ahead together as a department to become better as a unit. I think he’s bringing to the table that very same skill for the University as a whole.”
Katelyn Girod says her interest in helping families build strong educational foundations for their children grew in part from the many medical mission trips she made to Guatemala with her father, whose annual itineraries also include Mexico, Africa and the Philippines. He helped her understand the good fortune we enjoy here and inspired her to help others build better worlds for themselves.
He gained her trust not by demanding it, but by being a man in full whom she could admire. By asking her to accompany him to the hardware store and then extending their getaway with a stop for lunch, where he would “spark up a conversation that engages you on a level where you think your opinion is really valued. I think that’s how he approaches professional relationships, too. It’s just his character.”
“He’s exactly the kind of leader I’d like to work for,” Richardson says, “and I mean that sincerely. He’s a great guy with a good sense of humor who I think has a great vision and direction. The people who work for him really like him, and that’s because he wants them to be better.
“And that’s terrific.”
Cancer surgeon Doug Girod has extensive training and long experience in delivering bad news. But because he’s prepared and skilled and dedicated, he can then move along to a message of hope: Here’s what we can do. Together. Here’s how we can fight this thing. Together.
Ultimately, the news can be good. That’s the message Doug Girod delivers with a hopeful and sincere smile, whether to a scared patient, a nervous medical center or a cash-strapped state starved for physicians willing to work here.
“Challenges,” he says, “are opportunities—opportunities to think about doing things differently.”
Advantage, in-house candidate.