I am a professor of medicine at Texas A&M School of Medicine, within the Division of Pulmonary and Critical Care Medicine, and I maintain an active clinical practice at Baylor University Medical Center Dallas. Over the past 25 years, my expertise in Interstitial Lung Disease has been honed through my clinical practice and roles as the principal investigator on numerous clinical trials and contributing to various steering committees, data safety and monitoring boards, and scientific advisory boards.

Throughout my career, I have had the privilege of leading and expanding programs across multiple institutions. I have benefited from the mentorship of outstanding leaders and have held titles of director of Pulmonary Chest Clinic and director of Outpatient Pulmonary Clinics. I have also actively taken part in committees such as the Medical School Admissions Committee, QA&I Committee, and the Clinical Operations Committee. These opportunities have contributed to my pragmatic and collaborative leadership style.

Playing a key role in developing leadership competencies, achieving the rank of full professor in 2015, and completing Business Education Programs at the UVM Center for Healthcare Management have been milestones. Staying connected to the operational aspects, I keep an open-door policy to address issues promptly, working alongside those I supervise.

In my current role as section lead of Interstitial Lung Disease at Baylor Scott and White University Medical Center, Dallas, I oversee protocols, address quality issues, and elevate the section's profile on a regional and national level. My efforts secured funding for ongoing research programs, expanded clinical activities, and positioned our section as a center of excellence in ILD and sarcoidosis.

Diversity, equity, and inclusion are integral aspects of my professional life. I am consistently proactive in not only facilitating recruitment but also advocating for the inclusion of diverse voices at decision-making tables, ensuring meaningful contributions to the institution rather than symbolic gestures. Throughout my career, I have actively engaged in both formal and informal recruitment efforts, with a specific focus on women and individuals underrepresented in medicine. Currently, I serve on the Minority Retention and Recruitment Committee, at Baylor Scott and White Dallas, where I contribute to initiatives aimed at fostering diversity within the institution. In previous roles, I played a key role in recruiting women and underrepresented faculty, fellows, and medical students to my institution. Beyond recruitment, I have advocated for their success and promotion whenever the opportunity arose. My commitment to diversity extends beyond the recruitment process, emphasizing the importance of sustained support and opportunities for advancement. By actively participating in committees and initiatives that prioritize diversity and inclusion, I aim to create an environment where everyone's voice is heard and valued.

As an ATS member, I have actively contributed to the mission of the ATS in a variety of roles. I chaired the Membership Committee (2013-2017), Planning and Evaluation Committee (2020-2023), and the subcommittee for the Underrepresented in Medicine Training Travel Award (2012-present), as well as served on the Board of Directors (2019-2023), and have been a member of the following committees: Health Equality and Diversity, Nominating, and Planning. I currently serve on the Finance Committee, Steering Committee on Advancement and Learning, ATS Governance Implementation Task Force, and the Awards Committee.

Under my leadership as chair of the Membership Committee, we addressed several key initiatives for the ATS, including:

• Completion and implementation of the designation of ATSF (American Thoracic Society Fellow)
• Change the nomination process for the Elizabeth A. Rich, MD Award to diversify the pool of nominees
• Develop the first organization-wide survey to assess and address member concerns and needs
• Make recommendations on Society fees to the Executive Committee.

Under my leadership as chair of the Planning and Evaluation Committee, we were able to:

• Complete the recommendations for best practices for assemblies and committees within the organization with significant input from assembly chairs
• Redesign requirements for Special Interest Groups working to make the process fair, equitable, and cost-effective for the Society.

Participation in numerous committees; the Board of Directors, the Governance Task Force, the Underrepresented in Medicine Award Committee, and the Steering Committee for Advancement and Learning has provided me with broad insight into the structure and function of the ATS, from the 30,000-foot view to the microscopic. This has been particularly enlightening post-pandemic, as the organization works to keep its status as a premier respiratory organization and remain viable financially. My longevity and ability to collaborate with all members and complete tasks demonstrates the effectiveness of my pragmatic and inclusive leadership style.

My vision for the ATS is to further solidify its position as the international leader in pulmonary disease, critical care and sleep disorders. We have the infrastructure to continue to build and expand, including the International Conference, high impact journals, and academic expertise ranging from our basic and translational scientists to our clinicians. To maintain and expand the ATS, it is imperative that we recognize and include diverse voices, improve communication, and foster leadership development, implementing a robust mentorship program, actively addressing issues around moral injury, and ensuring fiscal soundness through diversified revenue streams.

I envision an ATS that is visionary, incisive, inclusive, and strategically perceptive – a global leader in respiratory medicine for the 21st century and beyond.

What qualifies you to be an ATS officer and what personal leadership qualities would you bring to this role?

I have been fortunate to assume leadership roles both within my organization and the ATS. These opportunities have provided valuable lessons in collaborative work to achieve common goals. Leadership, in my experience, is about service and imparting knowledge to the next generation of leaders. It requires a sense of humor and self-deprecation. My leadership activities have taught me the importance of active listening, with intentionality and empathy. Recognizing life is not always about getting one's way, I have learned the art of finding common ground, especially within diverse groups.

Performing yearly staff reviews and assisting fellows and junior faculty in charting career paths has allowed me the opportunity to cultivate flexibility and forward-thinking skills. Within my organization, I have had the privilege of serving on various committees, successfully meeting benchmarks while collaborating with individuals of diverse opinions. This experience has honed my ability to navigate differing perspectives, maintaining the dignity and respect of the group while valuing all opinions. It has also taught me how to anticipate next steps before the path becomes entirely clear and further develop my pragmatic and collaborative leadership style.

The challenges posed by the pandemic and the recent politicization of medicine have introduced new barriers to the ATS membership and its relevance to its members. Serving on the board and chairing the Planning and Evaluation Committee during this period has provided me with a unique perspective on the role of ATS leadership to the organization and its members. I have come to appreciate the critical importance of effective and clear communication with all members. My current involvement in the ATS Governance Task Force has further sharpened my strategic vision, allowing me to contribute effectively to the organization's overarching goals and objectives of maintaining and extending its status as the world’s premier respiratory organization. My roles within the organization give me a bird’s eye view in understanding how the ATS will need to move forward to continue in its mission to accelerate global innovation in the advancement of respiratory health through multidisciplinary collaboration, education, and advocacy.

The ATS executive committee works collaboratively to direct the ATS. Could you describe how you have worked collaboratively to accomplish leadership?

In my various roles as an ATS member, Committee Chair, Board Appointee, and mentor, I consistently highlight my ability to collaborate effectively with diverse stakeholders. This includes ATS staff, board members, assembly chairs, and fellow committee members, working together to achieve our assigned benchmarks. In such roles, I was able to complete key initiatives such as the ATSF designation, membership survey, best practices for committees and assemblies, and updated guidelines for Special Interest Groups within the Society.

My collaborative approach involves effective communication and active listening, recognizing the importance of fostering an environment where every voice is heard and respected. I exhibit patience in decision-making, understanding its value in ensuring well-informed and collectively endorsed decisions during collaborative efforts. This approach contributes to a more effective and harmonious leadership process within the ATS.

As a Section Lead at my institution, collaboration extends beyond the ATS, involving coordination with the transplant team, nursing, and administration. This collaboration aims to implement new procedures and programs, facilitating a seamless flow of work in the best interest of our patients. Effective communication, coordination, and teamwork are crucial elements in ensuring a smooth workflow and successful outcomes.

What would you identify as strengths of the ATS?

• Unwavering leadership in advancing science, education, and clinical excellence.
• The International Conference as a showcase for cutting-edge research, serves as a dynamic platform to present the latest research, foster collaborations, and exchange knowledge among colleagues from all corners of the globe.
• High Impact Journals and Global Partnerships: Collectively contribute to dissemination valuable research, fostering international collaboration and addressing global health challenges.
• Advocacy: By actively engaging in advocating for policies that advance respiratory health, emphasizing the importance of its role beyond academic pursuits into the world of influencing health policy.
• Diversity in Membership: Comprising individuals from all walks of life, and all parts of the globe, we have a rich tapestry of viewpoints, ideas, and passions that only serve to enrich the organization.

What are the biggest challenges you see for the ATS and how do you envision addressing these challenges?

Like any dynamic organization, the ATS faces pre-existing challenges and those exacerbated by recent events such as the pandemic and politization of medicine. Addressing these challenges will require pragmatic, initiative taking, and a strategic approach. The biggest challenges today and how I envision addressing these challenges are as follows:

• Financial Solvency: This will require diversification of revenue streams, including exploring new avenues of funding, seeking endowments, offering year-round programming, while making members aware of these needs and encouraging donations from estates or consistent donations throughout the year.

• Communication across generations and specializations: Membership spans multiple generations and professional specializations. In this space, effective communication becomes paramount. Clear communication from the Executive Committee is vital, ensuring that critical issues are conveyed without inundating members with unnecessary information. The tone of all communication should be thoughtful and inclusive.

• Membership retention and relevance: This necessitates a comprehensive strategy involving understanding the distinct goals, needs and attributes of the different segments of the ATS. This must also include our international membership, which provides an additional layer of substance/richness and authority in the scientific world.

• Post pandemic membership dynamics: The aftermath of the pandemic continues to linger having brought about changes in membership dynamics, influenced by the “great resignation,” moral injury, and compassion fatigue. Addressing these challenges will require a nuanced understanding of the evolving needs and concerns of our diverse membership and forward thinking in the rapidly changing healthcare environment in which we work.

• Organizational Structure: Historically, the ATS has functioned as a grassroots organization with dispersed areas, creating challenges in communication and decision-making efficiency. The current structure exhibits significant overlap. By restructuring communication flow and the overall organization, we aim to enhance efficiency and productivity within the ATS. As a member of the ATS Governance Task Force, I am actively involved in developing recommendations for the board and executive committee. This ongoing effort, spanning several years, is expected to take additional time for full implementation.

What should the ATS do to address the needs of its heterogenous members? Please provide an example of your commitment to diversity, equity, inclusion, and belonging (DEIB).

Given the heterogeneity within the ATS membership, it is crucial to adopt a comprehensive approach to address the varied needs and concerns of our members. The diversity of my own background has exposed me to a diversity of ethnicities, as well as nationalities, religions, political identities, and socioeconomic classes. To further address those needs, the ATS can:

• Promote a venue for Expression and Dialogue: facilitated through a feedback mechanism that encourages open dialogue and collaboration. Followed by acting on information and suggestions solicited.
• Transparent Communication and Collaboration: Leadership plays a pivotal role in addressing the needs of diverse members. Transparent two-way communication, including acknowledgement of challenges or limitations faced by the organization is critical, while developing long term solutions to identified obstacles.
• Leadership must be representative of its members: As such members including underrepresented in medicine, women, international members from all parts of the globe including resource limited countries should be involved at some level in leadership.

Example of Commitment to Diversity, Equity, Inclusion, and Belonging (DEIB):
As chair of the subcommittee of Underrepresented in Medicine Travel Award, I have demonstrated a sustained commitment to DEIB over the past decade. This commitment has included advocating for the continuation of the award, specifically aimed at increasing the presence of underrepresented minorities in academic pulmonary and critical care medicine. The impact of this initiative is evident in the distribution of over five hundred awards with just over 50% of recipients remaining in academic medicine. Moreover, many of the past recipients have not only become mentors but have further had their mentees successfully apply for the award.

How can ATS promote engagement and opportunities on an international scale?

The ATS has had a significant presence in promoting international engagement and opportunities through initiatives such as the MECOR program and the International Health Committee. The ATS can continue its efforts to enhance scientific literacy, combat science deniers globally, and address pressing issues exacerbated by the pandemic by:

• Scientific Literacy and Global Vaccine Initiative
• Collaboration with International Members and Sister Societies
• Cultural Sensitivity and Local Adaptation: Recognizing that all politics and health are local respecting the unique needs, perspectives, and approaches of different countries.

What could the ATS do to become nimbler?

The Society must be focused on its mission and strategy, determining priorities with clearcut end points in mind while maintaining the flexibility and structure to adapt to shifts in the world. This can be achieved by:

• Streamlining Decision Making Processes: Conducting a comprehensive examination of the current organizational structure to identify and eliminate redundancies, enabling rapid directed decision making.
• Fostering a culture of transparency and collaboration: Open and clear communication of decisions, actively soliciting and considering feedback from members, and creating an environment where ideas flow freely and decisions are well informed.
• Leveraging Technology and Innovation: Embracing technological innovation remains crucial to enhance services and operational efficiency. Investing in and leveraging technological solutions that streamline processes and improve communication will keep the organization at the forefront of advancements in respiratory medicine.
• Setting measurable goals and regular assessment: Establishing measurable benchmarks, regularly evaluating performance, and adjusting rapidly as needed
• Promoting Professional Development and Mentorship: Leadership does not function in a vacuum. The ATS requires a continuous pipeline of leaders to sustain progress and growth. This involves actively promoting professional development opportunities and establishing robust mentorship programs to nurture emerging leaders within the organization.

Can you give an example of a leadership accomplishment that you are particularly proud of?

One of my most cherished leadership accomplishments is my role as chair of the subcommittee for the Underrepresented in Medicine award. Over the past two decades, this award has been instrumental in its mission to increase the presence of underrepresented minorities in academic medicine. As chair, I am proud of its evolution over two decades, increasing competitiveness and impact. Rigorous evaluations consider leadership, scientific merit, and effort in submitted abstracts, leading to diverse awardees, including undergraduates, residents, fellows, graduate students, and post-docs.

A source of pride is the award's lasting impact, with recipients achieving academic success, returning as mentors, and actively participating in the committee. Many have progressed in academic medicine, reaching various ranks, and the initiative continues to thrive. Contributing to these opportunities for underrepresented minorities is a privilege, and I anticipate the ongoing expansion and success of the award.

Looking at the ATS strategic framework (Leading Scientific discovery; Advancing Professional Development; Impacting Global Health; Transforming Patient Care; and Strengthening the Community), what areas do you see as your strengths and weaknesses?

My strengthsalign with advancing professional development, impacting global health, maintaining high patient care standards, and program launches. However, I acknowledge the importance of continuous growth in all areas.

• Advancing Professional Development: I am a fervent advocate for mid-career professional development, emphasizing the need for ongoing support. I actively mentor individuals facing mid-career challenges, emphasizing teaching, networking, and research opportunities. Recent organizational recognition of this gap is leading to the development of pathways for mid-career members.
• Impacting Global Health: With a global perspective gained from living on multiple continents, I passionately advocate for addressing the real needs of our sister countries. I emphasize the importance of global collaboration for collective survival, especially highlighted by lessons learned during the pandemic.
• Transforming Patient Care: Holding myself to exacting standards as a clinician, I view medicine as both an art and a science. Constant learning and improvement are essential for transformative patient care. Collaboration among diverse professionals, including basic science researchers, translational researchers, and clinicians, is crucial. Medical educators play a key role in teaching the next generation and addressing ethical and implicit bias issues to improve and transform patient care.
• Program Launches: I have successfully been able to start several ILD programs from scratch recruiting new faculty training mid-level, developing staff in the management and diagnosis of ILD, and getting the center to the level of National Centers of Excellence.

Areas for Growth

I do not have a history of continuous NIH funding but have trained and collaborated with basic science researchers and PHDs my entire career. I recognize the importance of continued support and emphasis on research and discovery at all levels within the Society and remain committed to the ongoing support of my colleagues that provide the substrate that leads to breakthroughs in patient care.

How do you envision making time for this new leadership role?

Prioritizing commitments aligns with personal values. As a near-empty nester and in the latter half of my career, I previously declined similar roles due to time constraints. With my current life stage and the backing of my home institution, I am now dedicated to allocating the required time and energy for this leadership role. This commitment reflects my profound connection to this professional community.

View Dr. Yolanda Mageto's CV

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