John J. Gartland, MD

Interviewed by Timothy Johnson, 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?

Dr. Gartland said that at the time when he became president, he felt like the Academy was a good old boys club. There were cliques of orthopaedists that were very difficult to break into. He was not anticipating becoming nominated for the presidency, but when he was nominated, he accepted and felt like he had broken into the old group of orthopaedists. He originally became involved in the Academy right out of residency, because he thought that that's what he was supposed to do and everyone did it, so he did as well. He did not have a specific objective when he entered the Academy.

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?

He said that it is a very difficult question. He really did not have anyone one particular figure or leadership style that he tried to emulate; he pretty much had his own style and just worked from there.

What leadership skills do you think are most important in the Academy president? During your career is there an academy president whose style you tried to emulate and why?

He was president from 1979 to 1980 and he really did not have any comments about previous presidents. He therefore did not try to emulate any of them. He developed his own style and he had a clear vision of what he wanted to accomplish. He just worked towards fulfilling his vision as best as he knew how; not necessarily trying to emulate anyone's style.

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

He thinks the most important reason for younger surgeons to become Academy members is that the AAOS is your only unified political voice. When we can speak as one voice, we open up opportunities that otherwise would not be open, particularly in Washington D.C. He used obtaining grant money as the primary example of how speaking in one unified voice in Washington could accomplish a lot.

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?

His key leadership challenge was again breaking into this all-boys club or the old group. He felt like he was an outsider in that group and that the AAOS was a clique that many people could not access. Breaking into that group and really dismantling it to a degree was in his vision as an Academy president. He feels like he was successful in doing that. He said that the only thing he would change is that he would have been a little bit more aggressive about fulfilling that vision if he had to do it again.

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

His most proud accomplishment was the establishment of the Washington Office. He felt that the orthopaedic surgeons needed to speak with one unified voice and he was capable of accomplishing that quite effectively.

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

He was proud of his textbooks that he has published over the past and his accomplishments as a medical writer.

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

He said Ed Henderson from the Mayo Clinic. He thought he was honest, humble and was a key adviser for him while he was a president.

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

He said that he was unable to identify any specific item that really helped him in terms of his professional practice.

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

He could not identify one, but he did say that he thought that there are many orthopaedic surgeons who focused on the finances which would be a problem for the Academy.

Are leaders born or are leaders made?

He said that he thinks he would lean towards saying that leaders are made, but the important thing is that you must have a vision. Without a vision it is very difficult to be a leader.