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as chief medical officer and chief operating officer at Paris Regional Medical Center in Texas, a system that was and is surrounded by some of the poorest counties in Texas and neighboring Oklahoma. Her time there was another important learning experience.
“One of the great joys of working there was working with people who keep in mind the individual who has limited access, lim- ited transportation, and limited resources,” she said. “And in rural facilities where often there is one specialist or one type of pro- vider, and there is limited access, having a high level of collaboration, particularly with the medical staff and the provider staff, is very important.
“Overall, that was an incredible learning experience, understanding the intrica-
cies of running a facility that’s technically complex,” she went on, adding that, as chief medical officer and chief operating officer, she had oversight over just about every- thing except nursing, finance, and HR.
Right Place, Right Time
The learning experiences continued at the Baptist Health System/Tenet Health Care, where that system confronted not only COVID, but the severe — and highly unusual — weather pattern that visited most of Texas near the end of February.
Some called it ‘Snowvid,’ said Watkins, adding that healthcare systems had to con-
front not only the pandemic, but extreme cold that knocked out power and water to many communities.
“We had COVID patients, we had no electricity, we were on generators, and we did not have water, she recalled. “Managing through all that was a challenge, although what each of these events has shown is that it has not changed why we do what we do, but
sync with those of the hospital and its staff. “First and foremost, I’m a physician, and
I want to make sure that we’re delivering safe, high-quality care and that we’re great stewards of resources, whether it’s finance or personnel or capital, and that’s what Cooley Dickinson does.”
Elaborating, she said the opportunity to lead a hospital that is an affiliate of the
Returning to her thoughts on the lessons learned from the pandemic, Watkins said that managing through this crisis has enabled her to grow and mature as a leader — out of necessity.
“Physicians inherently have trouble delegating,” she told HCN. “And I fully dis- close that I am one of those physicians. It’s been a journey, but the pandemic has really helped me to leverage and trust the team and be a better partner, a better collabora- tor, and a better support.
“One of the things I work hard to do is listen and gather information before executing,” she went on. “And that’s been incredibly important during this time.”
When asked about the management style she brings to CDH, Watkins started by saying she is an optimist by nature, and she believes this is an important trait in this business.
“We have the singular privilege of being able to take care of patients and the com- munity, whether it’s one-on-one or on a larger scale,” she explained. “And from that optimism, I assume good intentions and assume that those who chose this profes- sion want to take care of people as well. We will have challenging conversations, and
it will be important to challenge and push each other to do better and innovate, but I would like to consider myself to be col- laborative, open, very much driven, direct, and someone who feels it’s important to have fun at work. That’s because this work makes for long days, and there needs to be some form of celebration, some sort of fun.” v
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“It’s been a journey, but the pandemic has really helped me to leverage and trust the team and be a better partner, a better
collaborator, and a better support."
it does force us to change how we do it.” Elaborating, she said some recent
developments or trends will continue for the foreseeable future, including telehealth, which she described as a game changer for both the inpatient and outpatient sides of the equation. This became evident in Texas, as well as the hospital that would become the next line on her résumé.
Watkins told HCN that the position
at CDH came to her attention through a recruiter, and after more talks with family and friends, she decided that managing a smaller community hospital would be an appropriate next step on her career journey.
“It’s a wonderful, wonderful fit,” she said of CDH, adding that her views on the deliv- ery of healthcare and areas of focus are in
Mass General Brigham system, formerly Partners Healthcare, was also appealing. When she talked with HCN before
her arrival, Watkins said one of her first priorities is to familiarize herself with the community and meet with many different leaders and constituencies — in whatever ways COVID will allow. Which means a lot of Zoom meetings, some phone calls, and, when possible and appropriate, in-person gatherings.
“My goal is to get out there and meet the community where they are at as quickly
as possible,” she said. “I think it’s also important that I meet the team; meet our front-line caregivers, staff, and providers; and understand what’s working well and where we have opportunities.”
ARMBROOK VILLAGE ...............A15
BALISE AUTO ............................A32
BASKETBALL HALL OF FAME ..............................BACK COVER
BAYSTATE HEALTH ..............A9, A14
BFAIR, BERKSHIRE FAMILY & INDIVIDUAL RESOURCES.......12
CENTER FOR HUMAN DEVELOPMENT ......................A7
DESIGN TO FINISH ...................A12 ELMS COLLEGE...........................A3 FALLON HEALTH ...................2, A19
GOLDEN YEARS
HOME HEALTH ....................A18
GREATER SPRINGFIELD
SENIOR SERVICES................A23
GREENFIELD
COOPERATIVE BANK ...........A29
HCNRESOURCEGUIDE................7 HEALTH NEW ENGLAND .............A2 HEALTHCARE HEROES EVENT.....20 HOLYOKE
COMMUNITY COLLEGE ..........17 HOLYOKE MEDICAL CENTER.....A25 HOME CARE HANDS .................... 5
HOSPICE OF THE
FISHER HOME .....................A31
MARY’S MEADOW....................A10
MERCY MEDICAL CENTER/
TRINITY HEALTH ...................A17
MEYERS BROTHERS KALICKA,P.C......................5,A6
MHA.....................................13, 19
MIRA VISTA BEHAVIORAL
HEALTH CENTER..................A32
MSC3 & BAYSTATE HEALTH ......A17 OTO O’REILLY TALBOT OKUN.....A27 OVERLOOK HOSPICE AND VNA ..A21
PATHLIGHT ...............................A11
PUFFERS SALON & DAY SPA .....A10
RIVER VALLEY COUNSELING CENTER..................................11
ROCKRIDGE RETIREMENT COMMUNITY.......................A22
SERVICENET ...............................12
VA CENTRAL &
WESTERN MA ............. A14, A23
WESTFIELD STATE UNIVERSITY....A30
WILBRAHAM &
MONSON ACADEMY............A22
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