PETER MOTT

The chief executive of Hollywood Private Hospital and president of the Australian Institute of Management WA spoke to Kim Macdonald

Biggest or best career break?

In the early 1990s, after a couple of years running the Health Department’s industrial relations unit, I decided I would like to have a go at running a hospital. The chief executive of Royal Perth Hospital at the time, Dr Rex Joyner, took a punt on me and appointed me chief executive of Swan Districts Hospital from a field of more experienced candidates. Since then, I’ve had a number of really enjoyable executive roles and some fantastic mentors.

Describe your leadership style.

I think my leadership style is situational. Sometimes I take a consultative and consensus-driven approach and sometimes I am decisive and intentional in my decision making. I think the art of leadership is being able to articulate and sell a vision that motivates people. It’s important to have a strong set of values and demonstrate that you, as the leader, are living within those values. In the case of Hollywood Private Hospital, that vision is about delivering excellent patient care.

Most memorable board experience?

Last year, all the State-based Australian Institute of Management divisions decided to merge into one entity, but the WA body decided for a range of reasons against it. We were not convinced of the benefits for our members given the strength and positive reputation of AIM WA. It caused some tension with the other State divisions but we’ve been able to establish a good relationship with the new entity and are working co-operatively with them. At Hollywood Hospital, my most memorable executive experience so far involves the development of a $74 million capital expenditure program, which includes an expanded mental health facility, set to open in May, and six additional operating theatres next year.

Are executive remuneration levels excessive?

I think from time to time we see reports of examples where there is some excess in salary packages but in recent years we’ve seen far more robust remuneration policies linked to performance. I am a fan of “at-risk” components in executive packages because it motivates performance.

Best way to improve productivity?

People need to feel connected to the organisation they work for in both its vision and values. We have about 1800 employees at Hollywood and we try to communicate with them in a range of ways, to show them that we appreciate the work they do. One method is to use feedback from patient surveys, which often name staff who have done a great job. I have a monthly “meet and greet” lunch with a dozen different staff who let me know what’s working well and what we could do better. It’s also important to have a bit of fun by providing a good range of social activities. We have regular sundowners and recently had a staff barbecue where the executives got on the tongs. We also have a Hollywood staff and doctors ball at Crown later in the year to celebrate 20 years as part of Ramsay Health Care.

Do you use social media?

Yes, but badly. I recently started a Facebook page to share photos with family and friends of a trip to China with AIM, for the Global Leaders Program. I use LinkedIn to keep up with career movements. We recently set up a Facebook page for Hollywood Hospital, which is a great way to get feedback from staff and patients. I’m certainly a convert to the benefits of social media for business but I’ll never be a Facebook star.

What do you do in your spare time?

I like to do a bit of exercise every day, either at the gym or the beach. I was a surfer in my younger years and I try to go out for a surf with a few mates when I can but these days it’s more about the company than the surf. My wife Sharon and I are also kept very busy and amused by our teenage daughters Catherine and Sarah, of whom we are very proud.

Best Australian holiday destination?

Dunsborough, Margaret River and Rottnest Island, in the off-peak seasons.

Last book you read?

First They Killed My Father by Loung Ung. It is a book about the Khmer Rouge occupation of Cambodia in the 1970s. It is a powerful book about the atrocities of war.

What are the biggest challenges ahead for the health sector?

Maintaining the balance between the public and private health system is going to be really important in the next few years, as will support for private health insurance. We have to make sure the equilibrium is not messed up by short-sighted policy thinking.