Actively shaping change rather than merely managing it

What role does medical specialisation play in ensuring the long-term viability of the Sportklinik Hellersen?
Dirk Burghaus: Medical specialisation is at the heart of our model for success. We are deliberately not a broad healthcare provider, but a highly specialised clinic. That is precisely why patients come to us. Our aim is clear: in the areas on which we focus, we are among the best – both medically and structurally. We achieve this by consistently relying on proven experts and targeting the further development of our key areas. The real challenge lies not in establishing new areas, but in the continuous development of what already exists. Excellence is not achieved in a single step, but through constant improvement – in medical processes, in organisation and in collaboration. This is precisely what we are working on: we continue to refine our profile and ensure that we permanently assume and maintain a leading role in our core areas.

You focused on internationalisation at an early stage. What led to this decision?
Dirk Burghaus: For us, internationalisation was not a theoretical concept, but a logical consequence of our practical experience. Early contacts were established through the international doctors at our clinic – particularly in the Arab and Asian regions. From this, we developed targeted partnerships and, step by step, built up a robust international network.

Our aim was clear from the outset: if we want to be leaders in our core areas, we must also establish ourselves internationally. The fact that we are now the first hospital in the world to be authorised by the Arab Board to train specialists for all 22 Arab nations outside the Arab world shows that this was the right path to take. This is a genuine unique selling point and sets us clearly apart from the competition. Internationalisation is not an add-on for us, but an integral part of our strategic direction.

How does this internationalisation affect the appeal of the specialist clinic?
Dirk Burghaus: To be very specific: we do not have a shortage of skilled staff – quite the opposite. We currently receive more applications than we have vacancies. This is directly linked to our international orientation. Excellent medical professionals no longer think in purely national terms. They are looking for an environment that facilitates professional exchange at the highest level and has an international profile. That is exactly what we offer. Through our international network, our presence at major conferences and events such as live operations in front of an international specialist audience, we are part of this global exchange.

For many top medical professionals, this is crucial. They do not simply want to work in a clinic, but in an environment that is a leader in its field and internationally recognised. This combination makes the Sportklinik Hellersen significantly more attractive as an employer than many comparable institutions.

Has your understanding of leadership changed over the past ten years?
Dirk Burghaus: Not in principle. To me, leadership means setting clear goals, communicating transparently and taking responsibility. Particularly in an environment with highly qualified doctors, it is crucial to define the roles: medical excellence lies within the specialist departments. My role is to set the direction and shape the framework in such a way that this excellence can be sustained in the long term. This only works when we are on equal footing. Anyone working at this level rightly expects respect and reliability – and receives them. At the same time, for me, leadership means providing clarity and making decisions. Ultimately, it is about aligning all efforts towards a common goal. This builds trust – and that is the foundation for sustainable success.

If you could give Dirk Burghaus from ten years ago some advice – what would it be?
Dirk Burghaus: Keep making quick decisions – but make a conscious effort to take the time to reflect on them. Speed is one of my strengths and is crucial, especially in difficult situations. At the same time, I have learnt that not every decision needs to be made under extreme time pressure. In a complex environment such as a hospital, decisions almost always have an impact on several areas. Taking an extra moment to reflect helps to better recognise these interconnections and further improve the quality of the decision. The balance between speed and clarity is ultimately the decisive factor.

Finally, which event do you personally consider to be symbolic of the development of the Sportklinik Hellersen?
Dirk Burghaus: The integration of pain medicine was a decisive turning point for me. It was the first time we consciously took a greater risk – not with an individual, but with an entire team and a new medical department. In doing so, we clearly demonstrated that we are prepared to evolve and break new ground. The discussions were intense, but in the end the shared vision of where the Sportklinik Hellersen should be heading proved convincing. The fact that we agreed on this step over the phone also demonstrates the mutual trust between us.

Looking back, that was the starting point for much of what followed. Pain medicine has developed very successfully and, at the same time, proved that change is not only possible for us, but is actively shaped. To this day, this step remains symbolic for me of the development of the Sportklinik Hellersen: making clear decisions, taking responsibility and consistently putting things into practice.