Introduction written by Liz Ferron, MSW, LICSW, Physician Practice Lead for VITAL WorkLife:
In her dissertation “Factors that influence physicians to assume leadership roles” Jennifer Jackson studied physician leadership, including motivating factors for becoming a leader. She interviewed physician leaders to collect common themes, including factors that influenced their decisions to become leaders. The most common responses were being asked or encouraged by administration or colleagues, being at the right place at the right time (circumstantial) or having a desire to impact change.
The majority of respondents did not receive formal leadership training prior to assuming their role, although most reported an abundance of relevant education and training since.Another theme that surfaced in her interviews was tradeoffs. Most reported a high level of passion and satisfaction from their leadership responsibility, but they were acutely aware of how this diminished their ability to focus on the development of their clinical skills and the toll it took on leisure and family time.
How do you know if leadership is right for you, and that the sacrifices involved in becoming a leader will be worth the gains? Dan Whitlock, MD, a consulting physician for VITAL WorkLife offers the following observations and viewpoint on attributes of a successful medical leader:
Good medical and management skills are needed to align the needs and demands of both hospitals and physicians. Both hospitals and physicians possess effective skills and strengths. However, the potential conflict between the two can lead to dangerous polarization.
Hospital administrators have a traditional realm of authority, which they use to manage the business of healthcare. For example, they have organizational and strategic planning skills, have access to capital markets, have implemented electronic medical records to coordinate data and possess the administrative skills needed to operate an organization.
Physicians, on the other hand, have authority in treatment and the practice of care delivery and services. They have the medical training and a license to treat patients and prescribe medicine to meet their oaths. And yet, they have their choice of employment and want to have a positive influence in those places where they work.
Many physicians begin to view medicine more broadly, not only encompassing patient care, but also how medical care is delivered to broad populations. This was my journey, which led me to the intersection of administration and physician. The aspiring medical leader needs to understand what he or she can offer to help the healthcare organization transform into something more powerful. A leader’s role is to set goals that reflect a vision of the future, to create an inclusive plan to achieve that goal and ensure all stakeholders are working together.
Attributes of a Successful Medical Leader
Physicians in practice are evaluated on three attributes: knowledge, skills and judgment. These attributes are also necessary to be a successful medical leader, only in a different dimension. The following are the attributes I have found valuable over my 20 years as a physician leader, health system administrator and now as a physician coach:
Knowledge: You don’t need to have an MBA, but it’s very helpful to have a basic introduction to core administrative disciplines including marketing, finance, operations (systems of care) and human resources.
Skills: Important skills for leaders include:
- Listening
- Affecting compromise
- Understanding the sensibilities of physicians and administrators who may have different priorities
- Visualizing the best outcome with an adversary
- Understanding how to speak and interpret both “physician” and “administrative” language
- Master meeting management: Time management, discussion facilitation and outcome-based focus
Judgement:
- Know yourself and be honest about your skills
- Control your temper. Once out of your mouth, a demeaning remark or insult will live in “infamy”
- Visualize the medical system as a whole, not as a winner-take-all contest
- Understand both the physician and the administrative side of the equation
- Understand your fellow physicians—there is wide diversity
- Be collaborative. Collaboration is not about winning
- Avoid ultimatums. Ultimatums are insulting and destroy any hope of creating a better solution
How does a physician acquire these attributes?
- Talk to an existing medical leader you admire and who you trust to be honest and hold your confidence. Ask them:
- What are my strengths?
- What are my weaknesses?
- Do you think I could make a good physician leader?
- Seek out an institutional mentor (and trust your gut on who this is)
How do I develop the necessary knowledge?
- Seek training. Many organizations offer a basic introduction to administrative and business skills for physicians. Some may also offer CME credit
- Volunteer to audit an administrative committee, such as finance or HR
- Volunteer to be a department chair or vice chair (most departments are in desperate need for help)
- Volunteer to be on your department’s peer review committee
- Recruit an internal mentor (formal or informal) who can give non-critical feedback
- Seek out a mentor from outside the organization for issues you may not feel safe sharing internally
How do I develop the necessary skills and judgment?
- Practice in the sheltered environment of your medical or surgical department
- Observe those leaders who you admire, both medical and administrative
- Ask your mentor (formal or otherwise) for constructive feedback
- Implement the observations and the feedback you’ve received, and continue improving
We Can Help
Are you interested in becoming a medical leader? Your VITAL WorkLife Well Being Resources can help, with peer coaching, leadership development and mentoring for the purpose of helping you develop the skills necessary to become a strong medical leader. Contact us at 877.731.3949 or through your VITAL WorkLife App to access your resources today.
Source:
Jackson, Jennifer Lynne “Factors that Influence Physicians to Assume Leadership Roles: A focus on Clinical Integration” (2017). Dissertations. Paper 120. http://digitalcommons.wku.edu/diss/120
