As residents, we emphasize the clinical aspects of our training without fully acknowledging the “hidden curriculum” that is embedded into medical education. We all serve as leaders of a team—be it clinical or organizational. Dr. Douglas A. Canning, world-renowned pediatric urologist, served as a pillar of leadership within the Children’s Hospital of Philadelphia and University of Pennsylvania. He was an incredible physician with a global sphere of influence. As we celebrate his life, we would like to share some of the more extraordinary things that he taught his trainees about leadership.

Never Be the Smartest Person in the Room

Humility was integral to Dr. Canning’s leadership style. Despite his position and stature, he was quick to admit when he did not have the answer. He would say, “to be a good leader, you must never be the smartest person in the room.” Usually, Dr. Canning was indeed the smartest person in the room, but he always sought guidance from those whom he felt had more expertise or carried opposing views, and it was one of the things that made him truly great.

Global Focus with Small Scale Investment

While Dr. Canning had a global vision, he invested himself on a microscopic scale. He put the child first. He put his colleagues first. He put his residents and medical students first. He truly led from the inside out. He was an emphatic listener and had an ability to invest in every discussion as though it was the most important task on his plate. He invested in you, so you invested in him.

The Power of Positivity

One of the greatest tools Dr. Canning had in his armamentarium was to find your strengths that you yourself often overlooked. He was always looking for your best qualities; he would study you carefully and intentionally. You may have taken 20 consecutive poor bites of tissue, but he would wait for the correct one, and comment on how much improvement you made. In an era of intense competition and leading by fear, this leadership style is rare, yet far more effective. He led with positive thought.

“You Are the Single Best Person to Take Care of This Patient”

Dr. Canning would always want any patient known to the practice admitted as a primary patient. He would often remark “you’re the smartest, most clever, and hardest working physician in the hospital and I trust you to call the shots.” As a resident team, this often was not the case—we did not know more than the pediatric specialists in the hospital—but Dr. Canning made you believe it was true. He believed in you, so you believed in you.

Lead from the Front Lines

Dr. Canning took an equal share of call, often intentionally taking a long weekend. His explanation: “I can never ask anyone to do something that I don’t do myself…plus, I have to make sure that I still got it!” Given the hierarchical nature of medicine, with a rise in rank to leadership, it is easy to feel that certain tasks are beneath you. Dr. Canning led by example: the expectations he set for his teams were high, but the expectations he had for himself were even higher.

Dr. Canning is dearly missed by his partners, patients, colleagues, and trainees. We find comfort in knowing that his great influence lives on in these lessons, and we are honored to pass them along.

Acknowledgements

We thank Dr. Aseem Shukla, Dr. Sameer Mittal, Dr. Ariana Smith, Dr. R. Caleb Kovell, and Dr. Thomas Guzzo for their assistance with this publication.