Simon Sinek’s book “Start With Why” makes a simple but profound statement about leadership: “People don’t buy WHAT you do, they buy WHY you do it.” We are magnetically drawn
As an executive physician, you know the concerns surrounding unsustainable healthcare staff and leadership turnover.
High turnover rates have serious financial, professional, and patient-care implications. In 2023, 40% of healthcare professionals flat-out resigned, resulting in low employee morale and hundreds of millions in lost revenue.
Physicians applying for executive positions must understand the impact of employee turnover and prepare solutions to gain confidence from hiring committees. Understanding the healthcare staffing ‘leaky funnel’ will also help you secure a long-term leadership position.
Conflicts are deeply affecting healthcare environments, and it is time to reflect on how we can transform concerns into opportunities and how to work through our in the moment differences to minimize disruption. Effective teams, and their leaders, need clear communication regarding managing differences that occur in the workplace, and working through concerns that are in process.
This article will bring forward relevant literature with respect to workplace conflicts and model for readers an effective way to pause in the moment when disagreements are going wide of the mark. It will also overview a 6-step method, based on mediation principles, of resolving conflict once the in-the-moment opportunity has passed.
Can’t Doctors and Administrators Get Along?
“Top 3 Ways to Foster An Optimal Working Relationship Between Physician Leaders And Hospital Administrators”
Physician leaders being recruited into new leadership positions go through a long and detailed process, allowing the organization to evaluate, pontificate, and eliminate… whittling down their candidate pool to their top finalists. At this point, all the candidates who remain standing are qualified and considered strong potentials for the position, right? What motivates them to select one over the others? Often, it may come down to personality, “fit”, chemistry or some other intangible. What we are laying out for you is a way to give the search committee and C-Suite something tangible to base their decision on. You are going to present to them, the thing they wish they had… a crystal ball. It’s called the “Vision Statement.”
My last article was to help organization’s look at a new process to help them evaluate their top three finalists. This time, let’s look at it from the candidate’s point of view. How do you as a candidate create your best chance of getting into the top 3 finalists?
Dr. Paul DeChant is a thought leader to C-level executives pursuing organizational well-being. He is an authority on reducing physician burnout by fixing dysfunction in the clinical workplace. He is co-author of the book, “Preventing Physician Burnout: Curing the Chaos and Returning Joy to the Practice of Medicine”, speaks internationally, and blogs regularly at www.pauldechantmd.com.
I began working with a professional coach approximately 10 years ago. At the time, I was a newly divorced mom of a young daughter, a practicing physician, a new medical
When I hear from leaders, staffing is almost always at or near the top of the biggest issues they are facing. It seems we are constantly asking ourselves, Do we have enough staff? This question usually centers on the number of staff. If we are fortunate enough to have the needed numbers, then the discussion moves to items like, What is the experience level of our staff? Usually it is both. One, there’s not enough staff, and two, there’s a lot of inexperience in the staff.
There are no easy answers, or no answers at all.
Nwando Anyaoku, MD, MPH, MBA, is Chief Health Equity Officer at Swedish Health. A successful physician coach and mentor, Anyaoku is also a faculty member in Carnegie Mellon University’s Master of Medical Management, a graduate degree solely for physician leaders and executives. Anyaoku recently shared her observations on how coaching can be a valuable tool not only during times of struggle, but throughout a physician’s career.
This podcast is being shared by Carnegie Mellon University’s Master of Medical Management (MMM) program, which gives physicians unparalleled education and skills to lead healthcare in the future. This segment
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
You may have heard the phrase “If you want something done right, you have to do it yourself.” Hopefully, as a leader, you don’t find yourself saying this very often.
Have you ever noticed that when things don’t go well, there’s always a meeting afterward? It’s typical for companies to do a deep dive, analyzing step by step what went wrong and how to fix it. We spend a lot of time, energy, and heartache focusing on what goes wrong.
There is nothing wrong with this: troubleshooting problems, creating solutions, and infusing them into your processes and procedures is critical to helping your business get better and better. However, it’s only one side of the story.
I’ve been fortunate to meet and work with all kinds of people over the years: entrepreneurs, leaders and employees in companies of all different sizes and industries, elected officials and citizens in cities and towns across the country. And since I love to learn, I’ve paid attention to what separates people who regularly meet their goals from people who don’t.
This week I received a note from someone who just was selected to a leadership position and wanted to create a great culture at his new stop.
So I sent the first tip I always give to new leaders.
Ask your employees questions. Conduct a survey.
Physician leaders being recruited into new leadership positions go through a long and detailed process, allowing the organization to evaluate, pontificate, and eliminate… whittling down their candidate pool to their top finalists. At this point, all the candidates who remain standing are qualified and considered strong potentials for the position, right? What motivates them to select one over the others? Often, it may come down to personality, “fit”, chemistry or some other intangible. What we are laying out for you is a way to give the search committee and C-Suite something tangible to base their decision on. You are going to present to them, the thing they wish they had… a crystal ball. It’s called the “Vision Statement.”
My last article was to help organization’s look at a new process to help them evaluate their top three finalists. This time, let’s look at it from the candidate’s point of view. How do you as a candidate create your best chance of getting into the top 3 finalists?
A person reached out to me sometime back about a potential job change. A company had called him to recruit him. It is always exciting to know a company feels highly enough about us to reach out. The conversation made me think about how employees approach new job offers. Are they excited about moving on to a great opportunity? Or are they mostly relieved to be escaping bad circumstances? And what role has the current company played in bringing them to this decision?
It’s difficult for potential employers to pull the trigger on someone for a leadership role without a history or track record of success. With that in mind, you have to demonstrate to them you have the drive and passion that’s helped you prepare and execute a plan to get you the experience and skill sets needed to be successful in a leadership role.
