David Selander's Journey from Bedside to Boardroom

Witnessing a colleague’s journey through Seattle University's Executive Leadership Certificate Program (ELP), Dr. David Selander, originally, questioned her reasoning. However, as he saw her transformation, his questioning changed into motivation.

Selander recalls, “I thought [Naomi] was insane, going back to school after going to med school. When she told me, my initial response was, ‘You are insane. Why would you do that?’ Then through the ELP, I saw this sort of evolution in her leadership which I wanted.”

Viewing her journey, David was inspired to embark on his own.

From Intuition to Insight

After working in the healthcare industry for several years, Selander moved through the leadership ranks, eventually serving as the Executive Medical Director of Acute Care at Swedish Medical Center. However, he recognized that he had never received any explicit leadership training.

Selander explains, “When you're in medical school and residency you come out as a physician, and you're a leader, but we get no formal leadership education. So when you go from being a bedside doctor to leading people, managing people, and then trying to strategize as you advance in your role, you're totally relying on instinct.”

Seeking to deepen his strategic thinking and gain a deeper understanding of himself and the individuals under his leadership, he began the journey to uncover his blindspots. He enrolled in the Executive Leadership Program and subsequently, the Leadership Executive MBA to bolster his understanding of business acumen and leadership. Both programs took a holistic approach, creating a safe space to draw on leadership failures, and further dissect those moments as a group.

Selander reflects, “It was like leadership therapy.”

The collaborative, immersive elements of the program added to his overall development. He recalls one of the experiences, “We did multiple 360s where we had people that we led and with whom we led evaluate us on what they thought our leadership strengths and weaknesses were.”

Selander summarizes the program's impact, stating, “If you haven't cried by the end of the first month in the ELP, then, you know, you're very, very rare. They create the program in a way where people feel comfortable being vulnerable and then that's how you grow.”

Navigating through Adversity

Selander was determined to reach his full potential during a tumultuous time in his life. After experiencing his own near-death health scare, he had to quickly reassess and dive back into action when the COVID-19 pandemic began. In the midst of leading a hospital through a global pandemic and simultaneously navigating his own health, he describes this period as “the perfect time to take sort of this heap of broken leadership pile of trash and then build it up in a structured way that really focused on who I want to be as a leader.”

When describing the program to his husband (who is now also enrolled in the ELP) Selander explains the balance of time management. “You're gonna be 80% at home, 80% at school, and 80% at work where you're used to being 100%.” Support becomes critical to success and survival.

Selander found that support in his leadership at Swedish Medical, each of whom encouraged him to continue his academic pursuits. He recalls colleagues acknowledging his development, “I got feedback from people who had noticed things I needed to work on in the past. So it was reaffirming that I was growing.” Drawing from his experience balancing the demands of medical school and residency, he expertly adjusted his routine to accommodate his commitments.

David Selander’s Evolution

As a self-proclaimed realist, but people-proclaimed pessimist, Selander carries a cautious outlook, backed by his experience as an emergency physician.

Since the program, he has shifted his approach to addressing concerns, placing greater emphasis on others’ perceptions of and feedback on his leadership. He has implemented a practice of pausing before reacting to determine the appropriate response. He has a list of guiding questions he revisits in his mind, “Is that the appropriate reaction? What do I need to learn or do to lead through this?”

Today, Selander’s leadership style relies on empowering the capabilities of his team members, a principle he learned in the program. “Different people in meetings need to play different roles”, he explains. This style allows him to navigate various situations, drawing on his expertise and the diverse perspectives he brings to the table.

Selander gives an example. “If I'm in a meeting with a bunch of physicians that are at the bedside, who are all arguing, ‘We need this and this and this’, I can play more of the financial role. If I'm in a meeting with executives, who might say ‘We need to do this and this and this to financially survive' I can play more of the patient advocacy role.”

Selander’s transition from the bedside to an executive role was unexpected. Reflecting on his earlier years, he admits, “In all honesty when I graduated, no one in residency would have thought I would be a leader. I wanted to work my 14 shifts a month, hike, travel, and go out with my friends.” However, when there was a need for a new ultrasound machine in his department, Selander took charge. He spearheaded the organization of an equipment committee for the sole purpose of attaining a new ultrasound. This pivotal moment marked the beginning of his leadership journey and it came with a realization.

“I realized I could take care of 16 to 20 patients a day, or I could take care of 230,000 patients by influencing their care and the culture on a much larger scale,” he explains.

Selander credits the LEMBA program for a transformational evolution in his leadership that has empowered him to be courageous and authentic as he supports those under his leadership, champions initiatives aimed at combating workplace violence, and advocates for DEI standards to protect the welfare of both employees and patients.