05 ss - transformational physician leadership

KeystoneHealthcare.com

Transformational Physician

Leadership

Ten Fundamentals for HM & ED Directors

2KeystoneHealthcare.com

AGENDA

1. Definition

2. Transformational leadership

3. LEADERSHIP – Simply stated

4. Physician leadership in era of Healthcare reform


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


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


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!


✚ 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


✚ 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


✚ 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


✚ 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


✚ 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


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


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


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


Thank You!


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.

05 ss - transformational physician leadership

Leadership & Management

Transcript of 05 ss - transformational physician leadership