05 ss - transformational physician leadership
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Transformational physician leadership requires leading by example, being enthusiastic, accountable, efficient, respectful, connected to professional organizations, ensuring effective patient handoffs, encouraging innovation, and keeping patients as the top priority. The 10 fundamentals discussed are: Lead by Example, Enthusiastic, Accountability, Documentation, Efficient, Respect, connect to professional organizations through Society/Organization involvement, ensure effective patient Handoffs, encourage Innovation, and keep Patients First.
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05 ss - transformational physician leadership
- 1. KeystoneHealthcare.com Transformational Physician Leadership Ten Fundamentals for HM & ED Directors
- 2. 2 KeystoneHealthcare.com AGENDA 1. Definition 2. Transformational leadership 3. LEADERSHIP – Simply stated 4. Physician leadership in era of Healthcare reform
- 3. 3 KeystoneHealthcare.com Definition ✚ “A process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.” Martin M. Chambers, An Integrative Theory of Leadership ✚ Alan Keith of Genentech… ✚ “Leadership is ultimately about creating a wall for people to contribute to making something extraordinary happen.” ✚ Transformational Leadership ✚ Physician leaders arguably fit best in the realm of transformational type ✚ Creating change in the followers (the hospitalist or ER team) with the end goal of changing followers into leaders
- 4. 4 KeystoneHealthcare.com L – Lead by Example ✚ Great physician leaders MUST be the shining example of “what is possible.” Leadership Communication & Relationship Management Professionalism Business Skill & Knowledge Knowledge of Healthcare Environment
- 5. 5 KeystoneHealthcare.com E – Enthusiastic ✚ When a physician leader is enthusiastic about the work… it no longer feels like “work” ✚ The duty is transformed into a mission ✚ Enthusiasm is absolutely infectious!
- 6. 6 KeystoneHealthcare.com ✚ Clinical leaders MUST be accountable: ✚ Not only to the physicians being supervised, BUT… ✚ To ALL stakeholders Patients Nursing staff Administrative leadership The Board of Directors The community at large ✚ Accountability cannot be held with contempt, but with pride ✚ MUST embrace performance metrics ✚ Examine the details carefully and constantly seek ways to improve the group performance A – Accountability
- 7. 7 KeystoneHealthcare.com ✚ Medical record documentation = absolute imperative in the practice of medicine today! ✚ “If it isn't documented, it hasn’t been done” ✚ Proper documentation is needed for: ✚ Efficient communication with colleagues ✚ Communication with insurers and payers of health services ✚ Support medical necessity, accurate coding, compliance with billing requirements and impact revenue ✚ Protects legal interest of patients, providers and healthcare facility ✚ Documentation also involves steadfast recording of all provider related encounters ✚ Monthly meetings ✚ Individual provider meetings ✚ Administrative meetings ✚ *This will be the narrative of tomorrow. An accurate and objective picture is therefore important D – Documentation
- 8. 8 KeystoneHealthcare.com ✚ Physician leaders must be extremely efficient: dividing time between administrative and clinical duties ✚ ALL physician leaders should try to maintain some clinical exposure to remain relevant ✚ Must recognize when “enough is enough” ✚ Physician leaders must know the boundaries and try to leave work at work ✚ Work-life balance is the key to sustainability ✚ Maintaining a healthy division between the various commitments will better position physician leaders for success in all facets ✚ Efficiency also includes delegating responsibility and not trying to do it all by yourself E – Efficient
- 9. 9 KeystoneHealthcare.com ✚ Physician leaders MUST be respectful to ALL stakeholders at ALL times ✚ People recall the bad interactions more vividly than they do the good ones ✚ Respect also means being attentive when spoken to; in spite of distractions ✚ Avoiding insults or even entertaining insults directed at others ✚ Bottom line – Treating others as they ought to be treated the first time ✚ Treating ALL patients, loved ones and colleagues the same regardless of race, gender, religion, age, size, country of origin or stature in the community R - Respect
- 10. 10 KeystoneHealthcare.com ✚ All physician (and APP) leaders must tap into the valued resources available to them to stay current with the trajectory of the respective specialty ✚ American College of Emergency Physicians ✚ Society of Hospital Medicine ✚ American Academy of Physician Assistants ✚ American Academy of Nurse Practitioners ✚ These organizations are primary sources of innovation, research and direction S – Society / Organization
- 11. 11 KeystoneHealthcare.com H – Handoffs ✚ Leaders must insist on effective handoffs between shifts/providers ✚ Both EM and HM have a significant number of handoffs ✚ Handoffs have been called the “Achilles heel” in HM ✚ Leaders must maintain structured procedure at each shift change that is inclusive of all the requisite patient and service details ✚ Verbal (by phone or in-person) is the preferred method, accompanied by written updates as needed
- 12. 12 KeystoneHealthcare.com I - Innovation ✚ Physician leaders must first understand that status quo is unacceptable ✚ Must encourage performance and quality improvement… constantly ✚ Leaders should always seek new ways to improve the delivery of patient care
- 13. 13 KeystoneHealthcare.com P – Patients First ✚ Physician leaders have a considerable number of decisions to make each day…. ✚ First and most important question that should be asked… ✚ “What's best for the patient?” ✚ At all times, we must remain steadfast in our duty as patient advocates, first
- 15. 15 KeystoneHealthcare.com More Engaged. Better Results. O’Neil Pyke, MD, SFHM National Director of Hospital Medicine Dr. Pyke is a practicing hospitalist with over 16+ years of clinical, administrative and advisory experience in Hospital Medicine and Hospital Management. He is an active member of the Society of Hospital Medicine and serves on the Practice Management Committee.