Dietmar Mauer, Director of the Hirslanden Clinic and member of the operational management team, progressed from being a physician to a manager. In this interview, he discusses how he finds satisfaction despite his heavy workload, the trends shaping the industry, and what will be crucial in the future.
From dream job as a pilot to hospital director
Did you have a dream job as a child?
Yes, I wanted to be a pilot. But things turned out differently. For family reasons, I had to finance my own life from an early age and worked in a hospital during the holidays. Based on my experiences in nursing and dealing with patients, I decided to become a doctor.
And you did. However, you have been working in a managerial role for 18 years. Which role makes your heart beat faster?
In a way, I am pursuing the same task in a new form: my goal is to provide the best possible strategic support for medicine in my role as manager and thereby increase patient satisfaction.
Since July 2017, you have been Director of the Hirslanden Clinic and a member of the Hirslanden Group’s operational management team. What appeals to you about the position of hospital director?
My portfolio now includes political issues, financing, and networking. I find that extremely exciting.
What has helped you settle into your new role?
Certainly the fact that I had already worked for the Hirslanden Clinic for five years and was very familiar with the processes, organization, and people. My background as a physician also makes things easier for me. For example, communicating with fellow physicians or familiarizing myself with and evaluating complex medical issues.
Communication as the key to leadership
Can you give us a few tips on how to succeed in self-management at your level?
Work should be enjoyable. For me, the transition between professional and personal interests is often fluid. For example, I enjoy talking to people and getting to know new people. It gives me personal satisfaction when I see progress being made. Another tip from : prioritization is key. I admit to myself that not everything can always be done immediately.
As a hospital director, do you have any time left for hobbies?
Yes, I have time for sports and leisure activities. A lot of it happens on the weekend or early in the morning—because my office hours start at 7 a.m.
How important is communication in your everyday life?
Communication makes up 90% of my working day. I invest around 10 hours a day in it. Specifically, I talk to people, network, influence, and improve processes and structures through communication.
Do you also use digital media?
I would estimate that about half of my communication is digital. The other half takes place in person. I believe that a lot of personality is lost in purely digital communication. For me, looking someone in the eye or shaking hands is part of modern communication.
Closeness as a management principle
How do you prevent typical hospital barriers such as hierarchical thinking or generational divisions?
We create closeness: we are structured in such a way that as few instances as possible perform purely organizational functions. Strict hierarchies are actually no longer in line with today’s organizational form. Up to the level of departmental management, our executives work on site in the wards. I also think small gestures of mutual understanding are important, such as saying “hello” in the hallway every day or holding the door open for someone. Proximity overcomes barriers.
Proximity is also created across organizations: the cooperation between Inselspital Bern and Aarau has been running successfully for several years. Now the Beau-Site Clinic in Bern has joined. What do you see as the advantage of this cooperation?
We have created a cross-location service center for cardiac surgery. This enables us to guarantee high-quality care for our patients at all times. We promote staff exchanges between the university hospital and a private hospital. Together, we are further developing student teaching and establishing a joint continuing education concept in the medical field.
Another trend is the shortage of skilled workers. What is your solution to this problem?
We are attractive because we can offer everyone their own personal range of interests: from a specialty in orthopedics in a smaller, family-like hospital to a large university hospital. In addition, we invest heavily in our continuing education concept, both in nursing and now also in medical continuing education and student teaching.
Is there also a trend toward patient migration? Treatment abroad is cheaper.
At the moment, we don’t see migration as much of a problem: Swiss healthcare is excellent—one of the best in the world. We also treat patients with general insurance to a standard that is significantly higher than abroad. That’s why, on the contrary, there are more German patients who want to be treated here, for example.
Patient reviews on social media determine the future of hospitals
In your opinion, is the term “case numbers” one of the worst words of the year?
No. Last year, like many other hospitals in Switzerland, we were affected by an extraordinary slump in demand. We recorded significantly lower revenues, were unable to implement projects, and could not fill positions. Such developments occur from time to time. We do not know the reasons for this. It is a phenomenon that will compensate itself. At the moment, our beds are fully occupied.
That’s good news. In your opinion, what will be decisive in the future when it comes to hospital occupancy rates?
The key factors will be how hospitals specialize, how they can adapt to patient wishes, and how patients perceive the quality of care. I am convinced that patient flows will depend in future on how hospitals are rated on social media.
Conclusion
For Dietmar Mauer, one thing is clear: the future of hospitals will be secured where people are at the center. Attractive working conditions, targeted support, and a consistent focus on quality not only strengthen employees but also build patient trust. Proximity, communication, and strategic orientation form the basis for sustainable success.
