In­te­grat­ing Physi­cian Lead­ers: Cre­at­ing Ag­ile Or­ga­ni­za­tions

Modern Healthcare - - THE WEEK IN HEALTHCARE -

The emerg­ing health­care en­vi­ron­ment has changed the game for health­care or­ga­ni­za­tions and for physi­cian lead­er­ship. The tur­bu­lence of that en­vi­ron­ment will re­quire what could be called “ag­ile or­ga­ni­za­tions.” Whether the chal­lenge is growth and the in­te­gra­tion of physi­cian prac­tices, cre­at­ing Pa­tient Cen­tered Med­i­cal Homes or Ac­count­able Care Or­ga­ni­za­tions, de­vel­op­ing in­te­grated de­liv­ery sys­tems or im­prov­ing cost and qual­ity, agility will be key. Ag­ile or­ga­ni­za­tions are go­ing to rely more on physi­cians in for­mal and in­for­mal lead­er­ship roles and in much more col­lab­o­ra­tive re­la­tion­ships with ad­min­is­tra­tive lead­ers. Physi­cian lead­er­ship is the miss­ing piece for most health­care or­ga­ni­za­tions, whether they be sys­tems, hos­pi­tals or large physi­cian prac­tices. For­tu­nately, there are four clear strate­gies for build­ing webs of aligned physi­cian lead­ers that can ef­fec­tively part­ner with ad­min­is­tra­tive lead­ers.

The el­e­ments for suc­cess in­clude:

1. De­sign the lead­er­ship web – match­ing three dis­tinct types of lead­er­ship roles to the key work of the or­ga­ni­za­tion and match­ing physi­cians to those roles.

2. Re­cruit the best tal­ent to the roles and cre­ate flex­i­ble

com­pen­sa­tion plans – re­cruit­ing in­ter­nally and/or ex­ter­nally and ei­ther build­ing in­ter­nal tal­ent or buy­ing ex­ter­nal tal­ent. Match the roles and re­cruit­ing re­quire­ments to com­pen­sa­tion plans while con­serv­ing re­sources (don’t throw money at it).

3. “Pre­pare the ground” for the physi­cian lead­ers – en­sur­ing the net­works of work re­la­tion­ships nec­es­sary and the avail­abil­ity of the re­sources re­quired.

4. De­velop lead­er­ship ca­pa­bil­ity fol­low­ing the 80%/20% rule

– al­lo­cat­ing 80% of at­ten­tion and re­sources to care­fully cus­tom­ized just-in-time, on-the-job-train­ing and 20% to for­mal “pipe­line” pro­grams/ in­sti­tutes. AND – Be wor­thy of the Physi­cians Who Say “Yes” to Lead­ing – ex­e­cute the four strate­gies with dis­ci­pline and com­mit­ment with no wa­ver­ing. This is the meta-strat­egy. If these strate­gies are suc­cess­fully ex­e­cuted then the an­swer to the ques­tion, “Are there enough physi­cian lead­ers to make the dif­fer­ence in to­day’s health­care en­vi­ron­ment?” is “Yes.”

Physi­cian lead­er­ship de­vel­op­ment is re­ally about tak­ing health­care or­ga­ni­za­tions to the next level of per­for­mance.

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