De­vel­op­ing Physi­cian Lead­ers: The Im­mor­tal Legacy

Modern Healthcare - - PERSPECTIVES -

“H ealth care de­liv­ery is frag­mented and chaotic prin­ci­pally be­cause of an ex­plo­sion of knowl­edge and tech­no­log­i­cal ad­vances. Tam­ing this chaos re­quires a new breed of lead­ers at ev­ery level.” It has been just over two years since Thomas H. Lee of Part­ners Health­care Sys­tem was quoted in the Har­vard

Busi­ness Re­view ar­ti­cle “Turn­ing Doc­tors into Lead­ers,” and dur­ing that time we have seen count­less ar­ti­cles pub­lished on the dire need to de­velop physi­cian lead­ers. We’ve come a long way since then, and yet what we fre­quently hear from health care or­ga­ni­za­tions is, “How do we turn doc­tors into lead­ers?” Over the past sev­eral years, we’ve had the unique op­por­tu­nity to re­fine a me­thod­i­cal process to de­fine, di­ag­nose, and de­velop physi­cian lead­ers who are equipped to meet the mount­ing chal­lenges in health care with our clients. We’ve sum­ma­rized what we’ve learned in a new pa­per from DDI’s Health Care Prac­tice, “De­vel­op­ing Physi­cian Lead­ers: The Im­mor­tal Legacy.” In the ar­ti­cle, we out­line six com­mon chal­lenges of de­vel­op­ing physi­cian lead­ers. We take a deeper dive into the 3 steps of the physi­cian lead­er­ship de­vel­op­ment process. Specif­i­cally:

How to de­fine what you are look­ing for in physi­cian

lead­ers, and the steps you’ll need to take to create a clear pic­ture of what is re­quired for suc­cess. How to di­ag­nose what’s needed for a physi­cian to make the lead­er­ship leap, and how to sci­en­tif­i­cally mea­sure their propen­sity to lead based on per­for­mance, po­ten­tial, and readi­ness.

How physi­cians can ac­quire or im­prove their lead­er­ship

skills. You’ll learn crit­i­cal steps to find physi­cians who em­body the unique mix of cred­i­bil­ity, knowl­edge, mo­ti­va­tion, and in­ter­per­sonal skills nec­es­sary to guide top-qual­ity pa­tient care not with scalpels and phar­ma­ceu­ti­cals, but with strat­egy and man­age­rial prow­ess.

What we fre­quently hear from health care or­ga­ni­za­tions is, “How do we turn doc­tors into lead­ers?”

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