Being the CEO of a professional medical organization requires a deep understanding of evolving technologies, practices and the fundamental theories that drive patient outcomes. One leader at the forefront of this evolving landscape is Michael Fraser, CEO of the College of American Pathologists (CAP) in Northfield, Illinois.
CAP provides laboratory accreditation and proficiency testing programs for board-certified pathologists while also advocating for the industry and educating the public on the latest advancements in pathology and laboratory medicine. Since its founding in 1946, CAP has continuously adapted to changes in medicine, technology and pathology. Fraser shares how the organization has led the way in addressing new challenges to improve patient outcomes.
With more than 25 years of experience in medical association management, Fraser has a strong track record of leadership in the healthcare sector. Before joining CAP, he served as CEO of the Association of State and Territorial Health Officials, where he played a pivotal role in shaping public health policy across 59 states and territories.
In the following Q&A, Fraser explains how CAP is tackling emerging challenges in pathology, advocating for its members and fostering the next generation of pathologists.
Tell us about some of the key initiatives you are currently leading at CAP.
Since joining CAP in March of last year, I’ve been deeply engaged in listening to and learning from our members and staff, while launching several exciting initiatives.
We’re focused on helping pathologists navigate the emergence of digital pathology and artificial intelligence in healthcare, exploring how these tools can enhance their practices and brainstorming new reimbursement and regulatory models to support adoption of these technologies.
We’re also actively addressing a significant FDA regulation affecting laboratory-developed tests, working with partners in Washington to advocate for our members through legislative, regulatory and legal channels.
Additionally, we’re investing in the future of pathology through our “Future Pathologist Champions” initiative, where our members inspire medical students to consider pathology as their specialty as they advance in their training. It’s been inspiring to see our members share their passion for pathology with the next generation.
Your distinguished career includes CEO positions with several professional associations. What lessons have you learned about leading professional associations?
Associations have a unique corporate structure where the customers are effectively the owners and governors of the business. As association staff, we serve as stewards working alongside our members to advance their interests and support their professional community.
I’ve learned that while we must generate value like any business, that value takes many forms—from advocacy and education to sharing best practices and fostering community. Our strength lies in our focus on purpose rather than profit, driven by our members’ deep commitment to the profession.
What have your efforts been to partner with other organizations to create a diverse talent pool of executives within the industry?
The Diverse Executives Leading in Public Health (DELPH) program, which we initiated at the Association of State and Territorial Health Officials, develops leadership competency among emerging leaders from underrepresented groups in public health management.
Working with Morehouse University School of Medicine and the Centers for Disease Control, we created a program that has successfully helped many DELPH scholars advance to executive leadership positions in public health organizations and in community groups. The program builds a supportive cohort of leaders while connecting them with national experts and top-tier faculty.
It stands as a signature accomplishment in my professional career. I am really proud of how our team listened to stakeholders and how our members created the program.
You have authored more than 40 peer-reviewed scientific publications as well as five books on strategic leadership and public health. Tell us about your passion for sharing your ideas.
I consider myself a “pracademic”—blending practical and academic approaches. While I was trained as an academic and maintain connections through adjunct faculty positions at various institutions, I’m particularly passionate about applying leadership and strategy theories in real-world settings. My writing bridges theory and practice, combining research with practical application to help people become more effective leaders.
Most of my work is collaborative and my co-authors and contributing authors are some of the smartest people around. I have learned tremendously from working alongside them to create some really great contributions to the literature on public health, and public health leadership and management.
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