I’ve watched it many times.
An exceptional physician recruiter earns a well-deserved promotion. The title changes. Reporting relationships shift. The conversations change.
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In medicine, we spend a great deal of time teaching clinicians what to do when something goes wrong clinically. We spend far less time teaching leaders what to do when something goes wrong relationally.
Yet many of today’s communication failures, near misses, and disengagement issues don’t stem from lack of skill or effort. They stem from misunderstanding—and at times, that misunderstanding is generational.
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“Face the brutal facts.” That is a lesson Jim Collins included in his book Good to Great: Why Some Companies Make the Leap…and Others Don’t. This book continues to provide an excellent blueprint for any organization that wants to be great. Sometimes the work a company is doing is good; it’s just not enough to achieve the desired goal. It takes courage to look at the brutal facts—about performance issues, market challenges, or other uncomfortable data or insights. It can be discouraging.
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Building the Foundation of Physician Leadership Healthcare leadership has never been more complex-or more critical. Physicians stepping into leadership roles must balance clinical expertise with strategic thinking, team development, and…
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… But what’s missing from many is the human side of leadership: how to influence, listen, and connect across all levels of the organization.
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In 1996, I left the role of senior vice president of Holy Cross Hospital in Chicago, IL, for the role of administrator/president of Baptist Hospital, Inc., in Pensacola, FL. At…
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In today’s healthcare environment, physicians are both professionals and visible public figures. Patients search for them online. Recruiters review their digital presence. Health systems bet their reputations on them. Your clinical skills may earn you respect at the bedside – but your brand is what carries you beyond it, affecting your career growth. (good or bad)
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What we permit, we promote. I learned this phrase from speaker and author Liz Jazwiec. If new ideas and challenges are permitted and celebrated, more of each will take place. On the less positive side, “permitting” can reinforce actions that are not good. For example: A person regularly shows up late, and nothing happens…a leader repeatedly misses goals, and nothing happens…a person gossips, and nothing happens. The results are lateness, missed goals, and increased gossip. This type of “permitting” happens in immature workplaces.
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This “small world” aspect of the medical community can be a blessing or a curse. When everyone knows you, your personal brand is crucial. And it’s shaped through the quality of your relationships.
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Physicians are often asked to lead—but rarely prepared for the role. Promotions can happen overnight, often with no formal training and little support. This can lead to frustration, isolation and burnout…and many times physicians end up walking away from organizations that they feel weren’t invested in their leadership growth.
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As a physician leader, today’s complexity demands more than clinical or interpersonal strength. You were likely chosen for both—but your true impact lies in mobilizing others.
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Are you a “get-to” person or a “got-to/have-to” person? I start many of my presentations with a PowerPoint that shows the terms “get to” and “got to/have to” with a mark through the terms “got to/have to.” I share that while we will cover lots of material, if there is one action I hope they leave with, it is using the term “get to” versus “got to” and/or “have to.”
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It’s unfortunate but true: In medical school, in residency, and in their first job in the field, young physicians are often conditioned to dislike (or at least distrust) hospital administrators. This conditioning can be both overt and covert. Either way, it creates this innate sense of suspicion—especially in physicians right out of residency and fellowship—that may extend to division vice president or CEO of the system. It’s all leadership.
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After working for only two years out of fellowship, she became the medical director of a surgery center. She had no experience in leadership…
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Stepping away from the day-to-day work to gain a broader perspective is crucial to effective leadership. It’s not just about staying informed—it’s about leading strategically
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