USD President's Report and Honor Roll of Donors 1995

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into the overall organization and felt the excitement of seeing the unit change and evolve. "That's when I really got interested in executive medicine," she says. "Anyone who used to ask me what I wanted to do. I'd say I wanted to be an executive officer." Although an executive officer manages an operation. the position is second in command in any military organi- zation. A friend and colleague in San Diego eventually convinced Martin to shoot for the top instead. It was also in San Diego, as head of the nursing department for eight specialty clinics. that Martin developed an interest in famil y health. Active-duty military personnel and their families most often use the clinical setting to treat health problems. and Martin geared her graduate classes toward outpatient care and working with families after the sick member returns home. Soon after graduation in 1992. Martin was called to Port Hueneme. Calif., to serve as director of nursing services at the Ventura County post. A year later she was offered her first command at Naval Medical Clinic, Port Hueneme. Moving into a higher position in an organization where she already had worked for a year presented a unique challenge in a military community accustomed to meeting new commanders every three years. Martin says she was nervous about asking co-workers to switch from thinking of her as colleague to accepting her as commanding officer. but the offer to assume a subsequent command at a larger hospital spoke to her proven leadership ability. "Anybody who goes into a CEO- or CO-type position should feel an element of fear or nervousness," she says. Taking over in Charleston in July resurrected those feelings for Martin, reminding her that no matter how well prepared you are. a new job should always be taken as a serious challenge. One of the bigger tasks facing Martin in her three-year command of the hospital will be contending with downsizing the staff. a move that coincides with the Department of Defense's decision to pull a large contingent of naval personnel out of Charleston. The commander won't be alone in managing the many challenges. however. True to her nursing background. Martin relies on a team of experts to operate the hospital. which includes a 40-bed inpatient facility. From staff members who have been on board for years to newly assigned personnel. Martin coordinates and coaches the team, allowing each person to play his or her position to the fullest. As evidenced by the number of people who stop her in the halls, seeking advice or expressing thanks for help she gave, Martin is a gifted leader who knows when to call on other team members for support. "I want people to let me know when they need help," she says. "but I might not be the one to help them. I always look to where I can find the best help."

hen Capt. Kathleen Martin '92 (M.S.N.) enters a room, activity immediately halts

and all personnel come to attention. She is, after all, com- mander of Naval Hospital, Charleston. S.C.. a facility that employs 900 military and civilian medical workers. While holding a position of immense power, however. she is a commanding officer firmly rooted in her beginnings as a nurse. Martin spends an hour or two each day touring a different section of the hospital. visiting patients on ~' prolonged stay or outpatients at one of the numerous , clinics. A soft-spoken woman who commands respect yet ·quickly puts patients at ease. Martin falls easily into the role of nurse. offering words of encouragement to the sick. She willingly listens to concerns or accepts praise about the care administered at the hospital. At the same time. Martin assesses the morale of her troops by chatting with the doctors and nurses who work in the trenches of patient care. She is not there to tell the pro- fessionals how to do their jobs, but rather to offer support. 'Tm the type to act as a coach." Martin says. 'Tm not a P.erson who needs to have my fingers in everything. I really enjoy seeing other people succeed." Martin has refined her leadership style during a 22-year naval career that started when she graduated from Boston l!Jniversity in 1973. She says the military seemed like a good way to ease into the civilian work force after a lifetime of OP.erating within the structure of school, and chuckles when reflecting on a three-year commission that turned into a career. ifhe closest Martin has come to civilian life was from 1990 to 1992, when she attended USD full time to earn a dual

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Commander Naval Hospital Charleston, South Caroli

CAPT. KATHLEEN MARTIN '92 (M.S.N.) •