The Physician Leadership Model creates versatile, transformational physician leaders who lead their self and their teams to strategic results.
Lead SelfTransformational Physician Leaders are authentic by seeing and knowing self first, then seeing and leading others. Lead PeopleTransformational Physician Leaders are relationship builders, trust builders, and effective communicators who empower others to act. Lead with StrategyTransformational Physician Leaders are visionary and innovative catalysts for change and effective strategists who work with their teams and hospital partners to identify and implement unconventional strategies. Lead for ResultsTransformational Physician Leaders are goal drivers, orchestrators, customer and quality champions who maximize performance and optimize safety, thus enabling their groups and organizations to thrive in the new world of healthcare. Lead with PurposeTransformational Physician Leaders have a clear sense of their purpose and values and lead in alignment with these.
Hackers may have stolen information in a “sophisticated” cyber attack on a database containing up to 80 million customer records belonging to Anthem, Inc. It may be the largest data breach in corporate history. As the depth and breadth of healthcare information management continues to grow, so will the complexity of keeping it safe. Attacks against the healthcare industry topped the 2014 breach list compiled by the Identity Theft Resource Center.
The impact of a cyber attack unfolds rapidly, requiring the leadership of an immediate, round-the-clock, well-coordinated action plan. What should leaders do when faced with a crisis like this? And what can leaders do to prevent a crisis from happening in the first place? Taking ownership of the issue is the first step.  A leader avoids blames and focuses on immediate assessment and driving solutions forward.
In times of crisis, leaders anchor their teams in both the purpose of the organization and their individual purpose. Have we clearly articulated our organization core values such as compassion, care, and service to others? Have we shared these goals with all our internal stakeholders (employees, staff, physicians, patients)?
Have we communicated these goals with all our external stakeholders (citizens, local institutions, press, public agencies)? Have I communicated clearly my core principles and values such as courage, duty and service to others? Are there any leaders whose crisis management leadership we are concerned about and for whom we need to provide special guidance? Do our teams know standard?protocols?on when, and how to escalate potential concerns, issues?
Have we published a?regular?communications?frequency?and are we communicating to our teams per that schedule: our progress towards our goals, any concerns and responses, updated FAQs, reminder of linkage between purpose, actions and results, etc? It’s not enough to rely on healthcare informatics specialists to navigate the complexities and daily threats presented by healthcare’s “big data”. As the health sector moves beyond the Affordable Care Act and onto consumer-centered, digitally enabled care, here are the top 10 issues dominating the agenda in 2015.
US physicians and consumers are ready to embrace a dramatic expansion of the high-tech, personal medical kit.
A decade ago, Tom Ferguson MD (dubbed the “George Washington of patient empowerment”) introduced this concept patient engagement.
A proliferation of approved and portable medical devices in patients’ homes, and on their phones, makes diagnosis and treatment more convenient, redoubling the need for strong information security systems. Apps formularies: smartphone plug-ins and intuitive devices may become as important to clinicians as the prescription pad was to an MD in 1960. Privacy will lose ground to convenience in 2015 as patients adopt digital tools and services that gather and analyze health information.
Boundaries in the mind of the patient may simultaneously become more porous as they adopt wearable digital tools, and more rigid as they raise issues of data security. The soaring cost of care for Medicare and Medicaid “dual eligibles,” aging boomers and patients with co-morbidities will foster creative care delivery and management systems.
With high-priced new products and specialty drugs slated to hit the market in 2015, we will see increasing demand for new evidence and definitions of positive health outcomes. New transparency initiatives targeting clinical trial data, real-world patient outcomes and financial relationships between physicians and pharmaceutical companies will improve patient care and open up new opportunities. Consider an approach observed by researcher Susannah Fox: ”I’m intrigued by the use of unconventional means to shift the public conversation about health and health care. 2015 will be a revelatory year for the US health sector as a portrait of the newly-insured emerges, fostering better care management programs and shifting marketing strategies. The Affordable Care Act has brought a patient population that is unprecedented in its newfound ability to access non-emergency care.
Physician “extenders” are becoming the first line of care for many patients, as doctors delegate tasks, monitor patients digitally and enter into risk-based payment models. This is why the physician leadership institute has been advocating for the shift from physician to physician leader.

As the economy rebounds and baby boomers retire, employers and insurers look for fresh ways to engage, retain and attract the next generation of health consumers. As palliative care programs become more mainstream due to Boomer demand, Millennials will have their own expectations that will shape what it means to be a consumer of health services.
Joint ventures, open collaboration platforms and non-traditional partnerships will push healthcare companies out of the comfort zone in 2015 toward new competitive strategies. CVS, Walgreen, Wal-Mart, and even Whole Foods are in the process of providing clinical services to local communities – physician leadership is needed to vet whether your organization can and should partner with these models of care.
At the Physician Leadership Institute we are excited about these health care trends and issues.
The annual AHA Scan?has been released, upholding a tradition of providing a valuable summary of current trends in healthcare. The 2015 American Hospital Association Environmental Scan provides insight and information about market forces that have a high probability of affecting the health care field. Having been an executive in healthcare administration for the last 30 years, I can tell you based on my observation and experience, that this concise article is not only well written, it is highly predictable of where healthcare is going and the issues it will face.  Pay particular attention to the physician category, as this defines what CMOs will face and provides a direction for where they need to focus their energies. The following is a summary of the physician 2015 trends and our recommendations on how physician leadership provides the way forward. Physician leaders’ primary responsibility can be described as building and maintaining a culture of accountability, a culture of commitment to excellence in care and service delivery and resource stewardship, and a culture of continued performance improvement.
Physicians need to develop this core set of leadership skills to lead the healthcare transformation.
The evolution away from payment for volume of service and toward payment for value can be seen as threatening to both physicians and hospitals that historically have been rewarded for delivering more services.
A key advisor for the Physician Leadership Institute states it clearly: …most doctors (myself included) do not know the costs of the treatment plans that we offer our patients. As a physician leader you have to ask yourself: do you play to win or do you play not to lose?
Between stimulus and response, there is a space.  In that space is our power to choose our response. Several cultural barriers that may be encountered as a physician practice is acquired by a hospital include: lack of trust of unknown hospital-appointed physician leaders, imposition of measures and procedures without consensus, changes in profitability, shifts in staff loyalty, loss of relationships with team members in a more matrixed system, loss of referral networks, lack of connections and collegiality with specialists, and concern that the hospital is not providing help to improve quality in ways important to the practice. To build physician engagement, trust has to be nurtured between physicians, administrators, and staff at every level. To address this cultural trend, alignment with organizational goals must come from the physician leaders themselves. Lead with Purpose: Understand the scope and purpose of change and can explain it to others. Lead with Strategy: can assess the cultural and human barriers for change and knows how to devise an adaptable strategy for implementing a change effort.
Lead others through influence: Understands the dynamic of change in individuals and organizations and plans how to influence stakeholders and gain their support. Lead for Results: Transform resistance into engagement and anchor the change in the culture. The challenges described in the 2015 AHA Environmental Scan excite us! We are ready to serve as catalysts for lasting change in 2015. Healthcare leaders face the nearly impossible task of creating meaning for their organizations while navigating the overwhelming and sometimes conflicting information required for regulatory compliance. The best communicators focus on one idea only when they give their speech or tell their story.
The more messages you attempt to get across, the less likely they will be remembered or acted upon. We at the Physician Leadership Institute honor the example set by Martin Luther King,Jr: a great leader, a clear and passionate communicator, and an enduring inspiration for each one of us as we strive to raise the bar in American healthcare.
They are effective collaborators who lead their peers and organizations through periods of uncertainty. They also ensure that the strategic direction and work of the areas they lead are in line with the organization’s purpose and values.
Modern healthcare leadership requires skills to rapidly drive a response to in a time of high threat to data security. Wearable tech, smartphone-linked devices and mobile apps will become increasingly valuable in care delivery. Through technology, it has evolved into “do-it-yourself care.” But software developers cannot create this technology in a void. CMIOs are the emerging thought leaders here; they can provide not only the clinical perspective but serve as a bridge to the information security experts that are charged with protecting the influx of confidential patient data to be sent and received.
Physician leaders will step up in an advisory capacity to technologists and ensure that both quality and privacy standards are maintained when it comes to digital tools that provide accurate data-driven information.
Admissions and Discharge teams provide tremendous insight to the physician who acts as leader and approaches them with inquiry-based mindset.

Where do you see examples of people wielding soft power to change the culture of health?”Physician leaders are equipped to ask big-picture questions like these. The physician leader will tap into data to get to know them, and to design preventative programs to best serve newly insured patients. Physician leaders will have to lead collaboratively an extended team of “extender” to ensure efficacy and safety, creating a scalable model of providing services in an ever-increasing patient population. We keep producing doctors for the old paradigm while the new health age cries out for new skills sets. Yet value-based payment both creates incentives for integration and enhances the quality and cost efficiencies that can be achieved through integration for patients, communities and providers themselves. The aggregate impact of declining reimbursement, growing practice overhead, mounting regulatory mandates and student loan debt is escalating physicians’ pessimism about the economic feasibility of working in private practice.
Many healthcare institutions worry about alignment, but few take the time to establish an end-­?to-­?end strategy, let alone an action plan for physician engagement. Having physician leaders from within the working physicians in the trenches, improve engagement and trust building.
Providing opportunities to serve that are linked to broader improvement strategies create an “ecosystem” for sustainable physician engagement and leadership in large organizations. They can and should drive data sharing policies among providers using unconventional means, remembering that “soft power” is what carved the Grand Canyon. If non-physicians are trusted by patients to do more than in years past, new challenges will arise, but so will greater opportunity to have a wider impact. Payers should move forward in developing these models and seeking relationships with institutions with the interest and capability to jointly manage care. While estimates of physician employment vary, more than 75 percent of physicians could be employed by hospitals or other health care companies before the end of this decade. When mistrust and conflicting purposes become a barrier to everyday tasks, work becomes even more stressful. It is also an occasion to think about how it was that MLK achieved as much as he did, establishing himself as the greatest leader of the civil rights movement among a cast of so many notable leaders such as John Lewis and Whitney Young. King knew his cause, the principles he stood for as a person and as a professional, and that is what made his voice rise above all others.
Pearl has observed hundreds of physician leaders and 10,000 doctors and has noticed common behaviors, or “derailers” that prevent physicians from being good leaders.Having observed thousands of physicians and worked with hundreds of them to develop their leadership skills, I concur with Dr. While the patients themselves provide insight into usability from their perspective, it is clinicians who must drive the functions for the data itself to be useful in providing quality care.
Deep knowledge of your message and why you are giving it (Leading Self), will give you the courage and fortitude to say it as many times as it takes to be heard (Leading Others). A clear message given with the confidence that only comes from genuine passion and experience will resonate with all those who hear it.
I was also struck by how closely the undesirable behaviors align with – or oppose – the five disciplines of our Physician Leadership Model (PLM), which illustrates the behaviors and competencies physician leaders must demonstrate in order to be successful.In the table below, I outline Dr. Pearl’s “derailer” with a brief description of the obstructing behavior and the corresponding Physician Leadership Model discipline and explanation.Dr. But in leading a multi-disciplinary group of peers, influence and respect–not authority by title or position–determine success.Leading PeoplePhysician leaders are dependable, treat others with respect, and build trust through everyday actions. Their attitude and demeanor should motivate follow workers and collagues.Unable to Recognize What’s ImportantPhysicians are trained never to overlook or dismiss even the smallest, seemingly most minor clinical details.
The reality of taking on leadership roles with progressively more responsibility is that there will be much more to accomplish than the hours in the day permit.Leading with StrategyBeginning with the organization’s purpose, strategy is about selecting the best choices for the future – for the organization, employees, and the transformational physician leader.
The result is that they take too long to act on the challenges their organizations face and squander opportunities to find solutions.Leading for ResultsAchieving the right results in a timely fashion is the raison d’etre of being a leader. Successful leaders are prescient, looking to the future and assessing the present to measure the gap between what they have at the moment and the desired result. Then they reduce the variables through a series of decisions and actions.I Lack CourageLeaders are often required to do difficult things and make unpopular decisions. Pearl cites for physicians failing as leaders can be remedied by learning the competencies and behaviors that comprise the corresponding discipline. But the demand to transform the healthcare industry and improve clinical outcomes demands leadership. For that reason, future generations of physicians will not only be trained as clinical specialists, but as leaderists – physicians who combine clinical skills with leaderships skills to achieve transformational results that benefit patients.In the meantime, physicians already practicing today can become leaderists and fulfill their full potential through the right professional leadership development and coaching program. In order to post comments, please make sure JavaScript and Cookies are enabled, and reload the page.

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  1. 28.03.2015 at 20:23:36

    Attraction, when applied rationally and with a modicum of self-restraint and essential very good overall.

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  2. 28.03.2015 at 20:32:58

    Combination of the Law of Attraction and race against.

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