Dr. Ezzaddin Al Wahsh is a renowned figure in the medical field, recognized for his dedication to improving healthcare delivery through both clinical excellence and innovative informatics. Among his many achievements, he played a pivotal role in developing ethical AI health solutions during his tenure at the Department of Laboratory and Pathology at Mayo Clinic, showcasing his commitment to integrating technology with compassionate patient care.
In this interview, Dr. Ezzaddin Al Wahsh shares his thoughts on leadership, decision-making, and staying at the forefront of medical advancements.
What is one approach you’ve found most effective in advancing your career or addressing challenges in your profession?
I usually try to understand and reflect on what happened—why the challenge emerged and whether it is more related to something I’ve done personally or to the environment. Based on that initial reflection, I can move forward to address the challenge.
For example, when I worked with Doctors Without Borders, although I was very confident in my medical strengths, I noticed there was something missing when working with war victims. After reflecting and consulting with colleagues and others in the field, I realized there was a social component to war victims’ care that was equally important. That realization led me to train myself to adapt and change, and this shift not only improved the care I provided to patients with Doctors Without Borders but also influenced how I interacted with my patients later on. It fostered a deeper sense of empathy in my practice.
What do you consider essential for making sound decisions under pressure?
Pressure can be a double-edged sword, leading to either poor or sound decisions. In my experience, particularly when dealing with patients in critical situations, I’ve learned to focus on reducing distractions, letting emotions settle, and zeroing in on the most important action. It’s essential to balance the emotional and intellectual aspects of decision-making, using the energy from pressure to maintain clarity rather than disruption. A simple grounding practice, like taking a deep breath and repeating a key phrase, helps me regain focus. Most importantly, I remind myself of my North Star: the reason why I’m doing this. Anchoring myself in purpose cuts through distractions and competing expectations.
For example, when I transitioned to clinical informatics, I faced intense pressure to prioritize lucrative advancements in artificial intelligence and align with current market trends. However, when I asked myself why I chose this path, I remembered my goal of improving bedside care, even though it was a more challenging and less profitable focus.
Reflecting on my priorities led me to join a team at the department of laboratory and Pathology at at Mayo Clinic dedicated to creating responsible and ethical AI health solutions for bedside care. I contributed to advancing their work, which aligned perfectly with my values and made for a deeply rewarding experience.
In essence, making sound decisions under pressure comes down to staying grounded in purpose, managing emotions effectively, and maintaining focus on what truly matters.
How do you cultivate and sustain meaningful professional relationships with peers and mentors?
Kindness and respect are the two key components for cultivating and sustaining meaningful professional relationships. Kindness—whether it’s offering help, expressing gratitude, or simply being available—sends a powerful message that you care about others. It fosters goodwill and creates an environment where people feel valued. People naturally gravitate toward kind individuals, which helps build trust and rapport.
Respect is equally important. It shows peers and mentors that you appreciate their contributions and hold them in high regard. Demonstrating respect through your actions and words reinforces a sense of mutual value and strengthens professional bonds.
For example, many of the relationships I continue to cherish—whether from my time with Doctors Without Borders or my work at Mayo Clinic—were built on moments of kindness and mutual support. We’ve shared stories of helping each other during difficult times, whether it was dealing with challenging situations at work or navigating personal life stages. These shared experiences, rooted in kindness and respect, have formed the foundation of lasting professional connections.
What steps do you take to stay updated on advancements in your field or enhance your expertise?
To stay updated in my field, I take a multi-faceted approach depending on the area of focus—clinical informatics or clinical practice.
In clinical informatics, I actively engage with knowledge through writing, reading, and peer reviewing. For example, I stay up to date with the Applied Clinical Informatics journal, a high-impact publication in the field. Additionally, I contribute as an author and recently co-authored a paper with colleagues from my fellowship. Peer reviewing other authors’ work also plays a key role, as it helps me stay informed about new advancements while sharpening my critical thinking skills.
For the clinical side of my work, I follow a slightly different approach given my busy schedule balancing hospital coverage and family commitments. I participate in activities organized by local chapters of the American College of Physicians, which provide valuable opportunities for learning and collaboration. Additionally, I complete online certification programs from reputable organizations. For instance, I recently joined a certification on congestive heart failure offered by Mayo Clinic, which provided valuable insights into this complex condition. I focus on high-quality, certified courses to ensure the information I access is reliable and impactful.
How do you set realistic goals and measure success in your work?
Setting realistic goals depends on a structured approach. I often use methods like the SMART framework, which emphasizes being specific, measurable, attainable, relevant, and time-bound. One key principle I follow is to limit the number of goals. Having too many goals can lead to distraction or a lack of focus. To prioritize, I ask myself: if I had fewer resources—less time, money, or people—which goal would remain my top priority? This helps me identify the most critical goals and focus on achieving them.
When it comes to measuring success, I look at how others with similar goals have defined and measured their success. I benchmark my metrics against theirs, while remaining open to adapting as I learn. Success isn’t always straightforward—it’s often a trial-and-error process.
For example, when I worked on an AI education project, I initially set goals and metrics that didn’t align well with the project’s purpose. Over time, through discussions with others and reviewing existing benchmarks, I realized some of my goals and measures needed adjustment. I revised them to better fit the project’s needs, which significantly improved the outcomes. This experience reinforced that setting realistic goals and measuring success is an iterative process requiring reflection and adaptability.
What strategies have you found most effective when managing challenging interactions with patients or colleagues?
Managing challenging interactions with patients or colleagues requires a thoughtful approach to de-escalate tension and find common ground. The first and most important strategy is to remind myself of my primary responsibility: to care for the patient and work toward a solution. This focus helps me stay grounded and avoid reacting emotionally to the situation.
Second, I try to understand the dynamics in the room. This means observing who might be most willing to engage in a conversation and connecting with them first. Identifying a person who is open to dialogue can create a bridge to a more productive conversation.
Third, taking a short break, if the situation allows, can help diffuse heightened emotions. It also gives me time to process and approach the conversation with a calmer mindset.
Finally, finding a point of connection or a shared purpose is critical. Shifting the focus to something both parties care about—such as the well-being of the patient—can help align priorities and ease tension.
For example, earlier today, I met with the concerned family of a patient. Emotions were running high, and one family member became angry at me for reasons I couldn’t fully understand at the time. Instead of reacting defensively or escalating the situation, I stayed calm and showed genuine concern by asking if there was anything more I could do to help. Over time, one family member acknowledged their anger was misplaced and even thanked me. I then gave the family a brief moment to regroup and returned to the conversation later, expressing that I understood their concerns. By doing this, I was able to adjust the care plan to better align with their priorities, which ultimately improved the interaction and the outcome.
In your view, what are the most critical traits of an effective leader, and how do you demonstrate those traits in your role?
In my view, the two most critical traits of an effective leader are decisiveness and genuineness.
Decisiveness is essential because a leader who cannot make clear decisions risks causing confusion or losing the trust of their team. People often look to their leaders for direction, especially in moments of uncertainty. A decisive leader also knows when to differentiate between moments of exploration and execution. During execution, the leader must push for action and ensure focus, while in exploration, they should foster openness and creativity. In my role as a clinician, I demonstrate decisiveness by providing clear guidance to my patients—when, what, and how they should approach their care. This clarity is vital to building trust and ensuring effective outcomes.
Genuineness is equally important because it builds authentic connections and inspires trust. A leader who is not themselves will fail to connect meaningfully with those they lead. For me, being genuine means showing my personality, whether through humor, vulnerability, or honesty. For example, I try to let my patients see my true self, which helps create a stronger bond. When leaders are genuine, they encourage others to be themselves, unlocking their unique strengths and talents.
Can you recall a time when you helped a colleague navigate a significant obstacle, and what lessons were learned?
During my fellowship at Mayo Clinic, I worked closely with residents and fellows, and I recall a time when a trainee faced a significant obstacle. They were feeling hopeless about submitting an abstract to a conference, doubting whether their work was publishable. I encouraged the trainee to share their work with me, and using my experience in judging abstracts at Mayo Clinic abstract competition, I provided concise feedback. We then met to review their abstract in detail and discussed ways to refine and improve it.
After our meeting, the trainee dedicated time to revising their work. A few months later, they sent me an excited message sharing that their abstract had been accepted and that they would be presenting at the conference. This accomplishment became a highlight of their year, and seeing their joy made me realize how impactful even small acts of guidance and support can be.
This experience taught me that providing encouragement and constructive feedback can significantly influence someone’s professional growth. It reinforced the importance of mentorship and supporting colleagues, especially when they face challenges.
How do you determine which responsibilities to handle yourself and which to delegate?
Determining which responsibilities to handle myself and which to delegate depends on several factors: the type of responsibility, its impact, and the skills and time availability of the delegate. For example, while running and developing my consulting firm, I often delegate coordination tasks to team members who have demonstrated strong outcomes in this area. Meanwhile, I prioritize handling more technical tasks that align closely with my specialty.
I also delegate tasks as a way to motivate team members to step out of their comfort zones and develop new skills. Additionally, I gauge my own capacity—if I feel I’m at full capacity, I’ll reassign certain tasks to my team to ensure that nothing is delayed or overlooked.
In simple terms, my approach to delegation is about leveraging strengths, fostering growth, and maintaining efficiency, all while ensuring tasks are handled by the right person at the right time.
What techniques have you used to inspire those you work with to achieve exceptional outcomes?
To inspire those I work with to achieve exceptional outcomes, I focus on being present and truly understanding the individuals I work with—both in their professional and personal contexts. This means paying attention to the full cycle of their experiences, seeing them in their top moments and their bottom moments. Inspiration often comes from this deeper understanding.
I lead by example. By dedicating myself to high-quality work, showing patience, and maintaining a strong work ethic, I aim to reflect the values and behaviors I want to see in others. But this requires creating the right channels for connection. Through empathy, small conversations, and acts of kindness—like asking if they need help or engaging in small talk—I build trust and understanding. These non-directive approaches work well when things are going smoothly, allowing people to grow at their own pace without interference.
However, when I see a team member struggling or reaching a low point, I step in more directly. I aim to motivate by providing what I call a “jumpstart,” reminding them of their core values, their goals, or even a simple motto that resonates with them. It’s about reconnecting them with their sense of purpose. This process is not quick—it takes time, patience, and a genuine effort to understand both the person and the environment in which they work. True inspiration comes from knowing yourself, knowing others, and fostering an environment where everyone can thrive.
Dr. Ezzaddin Al Wahsh exemplifies the power of reflection, purpose-driven decision-making, and a commitment to continuous learning. His insights on leadership, innovation, and the future of healthcare offer valuable guidance for aspiring medical professionals and seasoned practitioners alike. We are grateful to Dr. Al Wahsh for sharing his experiences and wisdom, which continue to inspire professionals across the medical field.
