The interview goes well. The physician is interested. Your team wants to keep the conversation moving. Then calendars get complicated, feedback sits in someone’s inbox, and a week becomes two. Inside your organization, the search may still be a priority. The candidate has no way of knowing.
The modern healthcare landscape demands a major shift in how health systems attract, evaluate, and hire top
clinical talent and executive medical leadership.
For years, healthcare organizations have relied on what I call the “post and pray” approach to physician recruitment. A position opens. The job is posted on a few websites. Maybe
I’ve watched it many times.
An exceptional physician recruiter earns a well-deserved promotion. The title changes. Reporting relationships shift. The conversations change.
In this episode, I talk about something many physicians think about but don’t always say out loud: should you see yourself as a Chief Medical Officer? Not necessarily as a
In healthcare, we spend a lot of time talking about growth, new service lines, expanding access, building programs that serve our communities. Leaders will spend months and sometimes years planning
Those who have heard my talk, Who Do You Say That You Are, know that the meaning of work is something I love to discuss. Following a deep dive into the
One of the simplest ways to strengthen your interview process is to rethink the flow of the day. Two moments matter more than anything else: the opening interview and the final interview. When handled intentionally, they can elevate the candidate experience, surface red flags early, and save you significant time and effort.
Artificial intelligence is no longer a future concept in healthcare. It is already shaping how we document care, triage patients, allocate resources, predict risk, manage revenue cycles, and increasingly, how clinical decisions are supported … And most of this is done beneath surface. What remains unsettled is not whether AI will be used … but how, when, by whom, and under what standards?
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.
Artificial intelligence isn’t replacing physician recruiters — it’s elevating the ones who know how to use it.
“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.
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.
Many businesses are desperately seeking good employees right now. Yours may be one of them. But even if you’re not feeling the impact of the talent shortage yet, there’s a
Serving in a leadership role, whether formal or informal, is a fantastic opportunity to be helpful and make a difference. Being in leadership means that others recognize an individual’s ability.
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?
Many businesses are desperately seeking good employees right now. Yours may be one of them. But even if you’re not feeling the impact of the talent shortage yet, there’s a
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?
