Dr. Cynthia Emory is a professor and Chair of the Department of Orthopaedic Surgery and Rehabilitation at Wake Forest University School of Medicine, where she focuses on leadership, mentorship, and advancing clinical and academic excellence. A board-certified orthopaedic oncologist, her clinical work centers on the treatment of bone and soft tissue tumors, including sarcomas, metastatic disease, and hematologic malignancies of the bone. She has led innovative clinical research, including work on a novel implant for stabilizing pathologic fractures that contributed to FDA approval and expanded use in osteoporosis-related fractures. Widely recognized for her leadership and contributions to the field, Dr. Emory has held national leadership roles, completed the ELAM program, and remains deeply committed to developing future leaders in orthopaedics.
Leadership and Impact
If you had a magic wand and could permanently solve one of your departments biggest challenges right now, what would that be?
The largest issue we have in our department is how to best disseminate information in a timely manner to the people who need to get it and in a way that meets their working style. Many times information is distributed that doesn’t impact certain clinicians, and they are annoyed with receiving information that doesn’t apply to them. No one wants to finish a busy day in clinic or a full day in the OR and have 100 emails that need to be reviewed, especially if a lot of them don’t even apply to you. We also struggle with duplication of information, especially when information is sent to leaders and then are expected to cascade that information to their teams. In a highly matrixed health system, leaders often duplicate efforts to ensure overcommunication rather than undercommunication, which can adversely impact clinician engagement and satisfaction.
And sometimes we don’t distribute information to a large enough group, and people feel left out of important updates to their day-to-day functions. Maybe there has been a change to the way in which time off or CME reimbursements are processed, and that information didn’t get passed down to the clinicians, or it was buried with several links to other things that didn’t apply to the surgeon. It happens all the time where I hear, “I never saw that.” Unfortunately, we end up doing damage control on the back end as the policy still went into effect. That costs time and trust among teammates.
Looking back over the past three years, what are the two most impactful things you have accomplished in your role?
I have held the role of Chair and Service Line Lead for the Wake Forest area for three years, so the timing of this question is great as it allows me to reflect on what I’ve accomplished. Department culture and accountability are the most critical aspects of a leadership role. With my executive team, I created clear job descriptions and expectations, seeking input from my leaders, and I hold them accountable in their roles. I have equipped them with the knowledge and resources to be successful in these roles, and I’ve watched all of them grow personally and professionally. There have been some hard conversations, rooted in communication and trust, and we’ve continued to grow each year and create a stronger team.
In addition to my impact locally, I have successfully navigated integration with Atrium Health and subsequently Advocate Health. Our area is now part of the third largest non-profit health system in the country, which was a big change from being part of a five hospital health system less than five years ago. We’re now part of a 70-hospital health system that spans six states – that’s a big change! I’ve enjoyed some of the initiatives that we’ve executed as a whole enterprise, and it challenges me to think globally about the decisions we make and the impact it may have on our patients and teammates.
If you could perfectly execute the accomplishment of three goals for your department over the next three years, what would those goals be?
Advocate Health has recently created a new operating model, where clinical operations are managed by service lines. Historically the Department Chair was responsible for clinical operations in addition to academics. I wear both hats as a Chair and Service Line Director and carry the responsibility of executing all missions. As I develop our local operating model, I need to carefully delineate these roles and responsibilities of Chair and Service Line Leader, as the same person may not always have both roles. Establishing a foundation where the Service Line Leader and Department Chair have a collaborative approach to research, education, and clinical care is critical for our future success.
My second goal for our department is to develop our new research team. As part of my chair package, I received approval from the Dean for three research intensive faculty to join the department. We’ve recently hired our third faculty recruit, and now I must ensure they have the resources they need to become successful independent investigators. In a large medical school, it can be difficult to find other researchers who share similar interests. Fortunately, at Wake Forest we have a multitude of ways to connect faculty across departments, centers, and institutes.
My third goal is to successfully open a new medical office building which contains an ASC this summer and will ultimately be attached to a community hospital scheduled to open in 2029. Musculoskeletal care has largely shifted to the outpatient environment, so these new facilities present a tremendous opportunity for growth into an area where Wake has not had a large footprint. It’s also an area that is highly competitive, and the health system is depending on us to make it successful. The musculoskeletal service line accounts for 25% of all surgical cases in our area, so all eyes will be on us as we open this new facility.
The AOC and the Power of the Collective
What is the most valuable way that the AOC helped you and your Department?
I cannot overemphasize the importance of the AOC Annual Meeting. While a digital platform is convenient and can help with relatively straightforward questions or issues, the annual meeting provides an opportunity for clinical leaders and our business partners to network and learn from each other. The time we have during meals or breakouts is where I learn from peers at other organizations and can share what we have found successful in ours. The annual meeting addresses critical issues that are top of mind for most of the attendees and helps us realize we’re all trying to figure things out as we go.
How can the AOC better utilize its digital platform to support meaningful, efficient connections between members?
The forums are helpful when I have a question and am seeking input from my peers. Even getting 2-3 responses is often sufficient to help me decide if I’m headed down the right path or if need to course correct. I appreciate that there are forums specific for Chairs and those specific for Vice Chairs or Division Chiefs, so that we have a safe space to address issues that may create conflict in our organizations.
I’d like to see the creation of an AOC app which can serve as a repository for old forum questions, previous AOC Annual Meeting lectures, compensation surveys, current meeting agendas and opportunities to connect with attendees, and all of the other valuable information we have available to members.
The Human Side of the Role
Share one personal accomplishment from 2025 that you are especially proud of.
My husband and I took a vacation for about a week where we didn’t ask about the price of things, and the only things we planned aside from travel were the spa appointments. It was wonderful!
When was the last time someone told you they were proud of you for the work you do, either at work or at home, and what was that about?
My husband got a me card for my third anniversary of being department chair. In that note Allen told me how proud he was of me. For those who know my husband, he is the person who keeps my ego in check and routinely tells me how doctors are overpaid and not as special as they think they are. It’s become a bit of a running joke in our household because he only hears the positives from my coworkers and the residents, so he feels that he must balance that out a little bit with a reality check. It made his card that much more impactful.
What is your “superpower,” a skill or strength you have that you genuinely love to use in your job and feel you are especially good at?
I have developed an ability to remain calm, even in times of complete chaos. Surgeons aren’t necessarily known for remaining even keeled when things aren’t going well, and it’s taken some time to practice this skill. The COVID pandemic certainly gave me a substantial amount of training in this area. I often find myself being a peer coach for the other clinical chairs, giving them advice or practicing with them how to deliver information that will likely be disruptive to their faculty. Having difficult conversations takes preparation and practice, and my executive coach Janet Pinkerton had great words of advice that I keep in mind every day: “Be clear and be kind.” Even if you have to deliver bad news, it can be done in a way that doesn’t erode trust or destroy the relationship.
Reflection and Perspective
If you could go back and give yourself one or two pieces of career advice earlier in your journey, what would they be?
Be more intentional about saying no to things that didn’t bring me joy. Most leaders in healthcare have gotten to where they are because of saying “yes,” and there comes a time when you need to start saying “no.” If you don’t, then you start diminishing the quality of your work because your plate is too full. Dr. Elizabeth Travis, a radiation oncologist at MD Anderson, was the keynote speaker for a women’s leadership course I attended early in my career. She asked the audience who had a “To Do” list; then she asked who had a “Stop Doing” list. That really resonated with me, and I really tried to practice that as my career advanced.
My other piece of advice is to not always think about what’s next. You can miss out on enjoying the amazing moments of the present.
How do you think AI will meaningfully change your role, or the way your department operates, five years from now?
AI will help restore some of the joy of medicine that has been lost due to the burden of administrative tasks and documentation. Leveraging AI for these administrative tasks will enable me to spend more time on the things I enjoy, such as mentoring and development-oriented events.
Just for Fun
What is your go to favorite meal?
Kraft mac & cheese. Yes, the stuff in the box. It was a staple in middle school and high school, with two working parents and I’m coming home from school with my friend, Paul. We were starving, it was easy to make, and it was consistent. It became my comfort food and still remains in the house on standby for long OR days or when I’m on call.
If you could binge on any fast food and be guaranteed not to gain any weight, what would it be?
Wendy’s Frosty and Fries. The fries have to be fresh, though.
If you were snowed in for a weekend and could binge watch one TV show, what would you choose?
Castle – I enjoyed the humor in the show and some of the far-fetched storylines that were created. It’s a great escape!