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General surgeon Ian Reight on what healthcare leaders need to know about trust, teamwork, and staying calm under pressure.
How did you learn that communication matters in medicine?
Maine, USA, Sep 15, 2026, ZEX PR WIRE — “I learned very early that people remember how calm you are when things get difficult. In emergency situations, panic spreads fast. Leadership matters most when everyone else is uncertain,” Reight says.
He grew up in Maryland as a volunteer firefighter and paramedic. Those experiences exposed him to high-pressure situations where clear communication and calm decision-making made the difference. That foundation shaped how he leads surgical teams and talks with patients.
“Medicine is not only technical. You are dealing with people who are scared, stressed, and vulnerable. Communication matters just as much as skill.”
What do patients need most when they are under stress?
Patients want to understand what is happening. When someone is facing surgery or a serious diagnosis, they need more than technical expertise. They need trust.
“Medicine is about more than procedures and diagnoses. People need trust and communication, especially during stressful situations. Patients want to understand what is happening, and healthcare teams need to be able to work together effectively,” Reight explains.
He reviews patient information before the day starts. That routine gives him time to prepare not just for the procedure, but for the conversation. When patients feel heard, they have more confidence in the care they receive.
How do you bring different teams together in a hospital?
Reight has served as chief of surgery, medical staff president, and medical director of a breast center and wound care and hyperbaric medicine. Each role required coordinating different departments with different priorities.
“Every department has its own challenges. The key is learning how to bring people together around one goal, which is patient care,” he says.
He studied psychology at the University of Maryland College Park before earning his Doctor of Medicine degree from Medical University of the Americas. That background helped him understand how people respond under pressure and what motivates teams to collaborate.
“You cannot lead effectively if you only understand your own role. You have to understand how every team works together. Healthcare is a team effort.”
What did you learn from adopting robotic surgery?
When robotic surgery started gaining attention, many people questioned whether it would become the standard. Reight was one of the early adopters and became a lead surgeon in the field.
“When robotic surgery first started gaining attention, there was a learning curve for everyone. You had to stay open-minded and willing to adapt,” he says.
The technology offered new possibilities, but it also required surgeons to rethink how they worked. Reight emphasizes that technology alone does not solve problems. Judgment still matters.
“The technology is important, but technology alone does not solve problems. Judgment matters.”
How do you stay focused when decisions need to be made quickly?
In emergency situations, there is not always time for perfect decisions. Leaders have to stay focused and move forward.
“I learned early that people look for leadership when situations become chaotic. You do not always have time for perfect decisions. You have to stay focused and move forward,” Reight says.
He focuses on one task at a time instead of thinking about everything at once. That habit helps him stay clear-headed when the pressure is high. At the end of the day, he decompresses by cooking or spending time with his dogs.
“Technical skill is essential, but medicine is also about trust. Patients want to feel heard, and teams want leaders who stay calm under pressure.”
What advice do you have for healthcare professionals today?
Reight believes the future of healthcare depends on leaders who understand that medicine is about people as much as science.
“Healthcare is about people. Technical skill matters, but communication and trust matter just as much,” he says.
He encourages healthcare professionals to think beyond their own responsibilities and understand how every part of the hospital works together.
“You cannot only think like a surgeon. You also have to think about how every part of the hospital works together.”
If you do nothing else
Here are seven actions you can take today:
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Review patient information before your day starts so you are prepared for conversations, not just procedures.
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Practice staying calm when situations become chaotic, because people look for leadership in those moments.
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Ask patients what they understand about their care and make sure they feel heard.
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Learn how different teams in your organization work together and what their challenges are.
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Focus on one task at a time instead of trying to think about everything at once.
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Stay open-minded when new technologies or methods are introduced, even if they require a learning curve.
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Build trust by communicating clearly, not just by demonstrating technical skill.
Share this Q&A with a healthcare leader or team member who would benefit from rethinking how communication and trust shape patient care.
About Ian Reight
Ian Reight is a general surgeon based in Maryland City, Maryland. He has served as chief of surgery, medical staff president, medical director of a breast center, medical director of wound care and hyperbaric medicine, and lead surgeon in robotic surgery. A former volunteer firefighter and paramedic in Maryland, Reight studied psychology at the University of Maryland College Park before earning his Doctor of Medicine degree from Medical University of the Americas. His career focuses on surgical leadership, patient-centered care, and helping healthcare teams work effectively together.
