Mason Hohl, MD

Interviewed by Robert Hart, MD

How did you become active in Academy affairs? Did you have a mentor or someone that introduced you to the Academy? Was there a specific objective to becoming active in the Academy?

Through John Fahey and Bill Fielding I became a member of the Audio-Visual Committee in 1962. This was an eye-opener, truly a wonderful experience. From there I served on the Continuing Education Committee. In 1965, I began working with Hugh Smith's innovative Sound-Slide Committee. My chore was to record and edit audiotapes and produce the final teaching programs. Along the way I developed automatically advancing sound-slide programs. Some 700 of these programs were a mainstay of residency education for many years.

During this time I recorded the Presidential Address of Dr. Charles Herndon in New York City. The only sound-quiet room was our bathroom, packed with cushions and pillows. In this room his presidential address was recorded as he sat on the john. I referred to this as the "Throne Room" in the introduction to the address. He got a kick out of this nonsense. I later served as Secretary-Elect in 1972, Secretary in 1973-5 and ultimately as President in 1978-1979.

Is there a particular public figure or historical figure whose leadership style you admire? In what ways have you tried to emulate him or her?

Hugh Smith was a great leader with a delicious sense of humor. As a teenager he played piano in a house of ill repute, which may have motivated him to get a good education. Hugh didn't accept "no" from anyone. He had the gift of surrounding himself with can-do associates. I tried to emulate his way of getting things accomplished.

What acts of leadership, either within the Academy or in public life, impressed you? Please describe and tell us why.

President Reagan. He gathered around him smart people who provided advice and help with decision-making. He was a great leader. Winston Churchill also. I admire the approach of "Damn the torpedoes." They both displayed the courage of their convictions and the persistence to see that their programs were carried out.

What leadership skills do you think are most important in a Academy president? During your career, is there an Academy president who style you tired to emulate? Why?

The ability to gather people who will listen, share your goals, and contribute to the overall benefit of the AAOS. You have to work to get the best out of all of them. In the end, they do the majority of the work. As president, you try to stay even with the fast moving associates around you. Inspiring those associates is the leadership goal.

What advice would you share with young orthopaedic surgeons just beginning their careers? Why should they become involved with the Academy? How did your involvement with the Academy teach you leadership skills?

I think I had some skills in advance of that, my wife tells me "You never joined an organization that you didn't become president of."
My advice is to get involved in whatever role you can play with the AAOS. It is a wonderful organization with a great mission and ample opportunities to pursue innovative ideas.

During your tenure as Academy president, what were the key leadership challenges and how did you deal with them? In retrospect, would you have handled them differently?

I discovered deceit in the capitulation of the AMA leadership and and saw to it that AAOS filed a law suit against the AMA over their unilateral settlement of a suit chiropractors had filed against multiple organizations . I would not do anything any differently. I met with AMA Trustees in Chicago three times in one week in an attempt to resolve the issue rather than take legal action but to no avail.

As president of the Academy, what achievements were you most proud of? Can you describe the leadership challenges that these achievements presented? How did you overcome them?

The above action against the AMA is one.
Another involves innovative changes in CME programs and the Annual Meeting format.

What achievements in your own career are you most proud of?

Producing a son who is an excellent orthopedist and co-founding the Cervical Spine Research Society. In 1972, I was too involved in the AAOS to attend the founding committee meeting, but was involved in the initial decision to start the society along with Robert Bailey and Bill Fielding before that meeting.

Who, in your estimation, were the greatest orthopaedic leaders? Please explain why.

Phillip D. Wilson, Sr., his son remains a good friend, Hugh Smith, Harold Boyd of the Campbell Clinic, William Green, Charles Heck and Walter Hoyt. Most AAOS presidents have been inspirational leaders. Charles Herndon and Fred Reynolds are two more examples of tough and inspirational leaders..

How has being active in the Academy helped you in your professional practice?

Not at all, if anything it takes away from a surgeon's ability to earn a living. Nevertheless, I was still a very busy surgeon during those eleven years while in private practice and Academy leadership. I did not use the title of past president when called to be an expert witness; When this fact did come out, I made it clear that this did not increase my credibility.

What do you believe are the most critical issues facing orthopaedic surgeons today?

The ability to stay in practice given mounting costs and diminishing reimbursements is the critical issue. We made a comparatively good living in the 50's, 60's, and 70's. We remain in an increasingly difficult medico-legal environment. I refer to my 1978 First Vice-President's Address, "Journey into the Unknown", in which most of today's problems were anticipated.

Finally, the age old question: Are leaders born, or are they made?

Heroes are made by a situation. Leaders, however, are born into leadership.
Leadership can be fostered but not created.