I told a guy this story today. I love this story and thought I would tell it here. To me it stands for the talent management perspective on the difference between very good talent and drop dead, killer, best-in-the-business talent.

Many years ago my wife had some very serious medical problems that required surgery. In fact, the surgery was so complex and dangerous, we were referred from surgeon A to surgeon B and finally to surgeon C because A and B thought it was beyond their ability. Surgeon B, by the way was the Chief of Surgery at a university hospital that everyone reading this blog knows. Surgeon C, who ultimately performed the surgery, and to whom I will be always indebted because he likely saved her life was John Cameron, the Chief of Surgery at The Johns Hopkins University Hospital. He is one of the most amazing people I have ever met in my life, but that is another story.

The surgery was so complex, that a part of it had to be done the evening before. A tube had to be placed through her side; through her liver; and into the bile duct. This tube would allow Dr. Cameron access to the bile duct in addition to a 14 inch or so, incission that he would make across her abdomen. Because the main surgery itself is so long, tiring and dangerous, this more “minor” procedure is done the evening before. It is done by radiologists in the same unit that puts in heart catheters. We were told that it took about 15 minutes to put the tube in and that she would be there and back to her room in about 30 or 40 minutes. She was wheeled away. I sat an stared at a magazine. I was not quite reading and not quite not reading.

Two hours passed. No return of my wife. I asked the nurse in the recovery area in which I waited about her progress and was assured that things were fine. I began to think more about our infant son.

After a bit over two hours she was brought back to me. She was unconscience, sweaty and without any tube. A young surgeon came in shortly after. He explained to me that they were unable to place the tube correctly although they had tried, “dozens of times”. He wanted her to rest for a while. Then, sometime that evening they would re-anestetize her and try again.

I expressed the concern that she looked horrible. She had been through several surgeries in the last 18 months and faced this serious “main surgery” the next day. I questioned what would be different when they took her down to try again. Basically, if this was a 15 minute, easy procedure and after two plus hours it wasn’t working, why did they think that it would work later that night. I asked, if it wouldn’t be better to have the surgeon do it first thing the next day. The young doctor (who recall is a doctor at maybe the best hosptial in the world) explained to me why the tube was needed and important.

I am not stupid. I knew why the tube was needed and important. I had asked why he thought it would work this time. He repeated the first answer. I then told him that I did not think that I was going to give my permission for him to try the procedure. The young doctor, who had likely been the top of his class since nursery school and was on the staff at JHUH, was not pleased with me. He left the room without saying anything else. It dawned on me that perhaps I had made a strategic error.

Then, I learned my lesson about talent management and about the need to know when you need the best talent available.

A nurse came into the room looked at my sweaty, unconscience wife; she looked at me. “Sir, that phone is going to ring in a moment”, she said pointing to the large black phone next to the unread magazine on the table. “When it does, please answer it.”

A very nice soothing voice said hello. The man on the other end explained to me that the young doctor worked for him and that he understood I was denying my permission to re-try the placement of the tube. He went on to say that he was finishing up dinner and that he would like to come into the hospital when he was done and try to place the tube again. I explained that my concern was that my wife looked very tired and that I was very worried about her strength for the next morning. He told me again that the tube was important. I then asked, for the last time, “yes, Doctor, but what will be different this time?”

His answer was the lesson. I have recalled it many times over the years when making HR decisions about everything from OD, to compensation, to recruiting, to my own professional development.

He spoke slowly, clearly and simply. “What will be different, is that I am the Chief of Radiology at The Johns Hopkins University Hospital; and, I will place that tube in your wife. That’s what will be different.” I choked back a tear then, as I am now writing this and said, “Thank you Doctor, you have my permission and my thanks.”

About an hour later all three of us, I am sure, were sleeping soundly for the night waiting for the surgery the next day, with the tube placed.

In: Professional Development, Talent Management | | #