I have been honoredto serve the medicalstaff these past sixyears; first as vicepresident and then aspresident for twoterms, ending thisJuly. A top personalgoal throughout hasbeen to promotecommunication and

consensus among our many different internaland external audiences – medical colleagues,hospital administrators, patients, legislatorsand community members. Happily we havea very successful story to tell about theexcellent care we provide here, and theleading-edge services we offer tocommunities on the North Shore.Integral to our success, apart from

respectful dialogue, is collaboration andteamwork. We have worked to unite andgalvanize the medical staff, and fostergreater cooperation among all caregivers.We are fortunate, indeed, to have skilled andaccomplished physicians and hospitalemployees and volunteers who are dedicatedto providing high quality, easily accessible,cost-effective care. I have long championedthe importance of supporting one another to

N E W S F O R T H E M E D I C A L S T A F F O F N O R T H E A S T H O S P I T A L C O R P O R A T I O N

Continued on page 2

In This Issue...Leadership: Innate, Acquired andHoned, Peter Short, MD................................ 2

Two Terms: Dedication to Service,Commitment to Care ......................................3

MAP: Advancing Initiatives,Improving Care .............................................4

Physician Lounge Renovation .....................4

Meet The Candidates ..............................5 - 7

Message from Ken Hanover..........back cover

Jonathan Schreiber, MDPresident, Medical Staff

FOCUSFOCUSMedical StaffMedical Staff

Passing the GavelPediatric Ultrasound Clinic OpensBeverly Hospital is pleased to offer a

weekly pediatric ultrasound clinic onMondays at Beverly Hospital at Danvers.The Radiology Department launched thenew service in February to meet theneeds of patients and providers inpediatric and family medicine practices.

Threefold CollaborationThe service evolved when

the PHO and RadiologyDepartment contactedpediatric practitioners withconcerns about unnecessaryhigh-cost imaging, such asCT scans, and the risksradiation exposure poses inchildren. “With respect tocertain conditions in thepediatric population,ultrasound offers high diagnosticaccuracy without any radiationexposure,” explains radiologist ChristianEcker, MD, medical director of thePediatric Ultrasound Clinic.

Experience and DialogueStaff includes trained sonographers and

experienced radiologists, says Ecker, whosupports the clinic with fellow radiologistMary Jane O’Neill, MD. “We arebuilding relationships,” he emphasizes.“We talk with parents immediately andwe relay findings to healthcare providersinstantly. Apart from diagnosticaccuracy, our service distinction iscompassion, interaction and reassurance.”

ApplicationsThe clinic specializes in, but is not

limited to, pediatric hip, head, abdominal

pyloric stenosis and spine procedures.Acute illnesses such as appendicitis,genitourinary processes like urinaryreflux, and issues related to kidneys arewell visualized, as are soft tissue massesin the extremities, neck and chest.Testicular and ovarian studies also fallwithin the scope of service.

Win-Win ScenarioPerforming on-site pediatric

ultrasounds is beneficial for everyone:

• Children receive the service close tohome• Parents have immediate access toradiologists who can address questionsand concerns• Pediatricians and family practitionersreceive prompt results• Radiologists and the radiology staff usetheir expertise to improve the patientexperience• Business that was going elsewhere nowstays in the NHC system

AppointmentsFor referrals, please call Central Scheduling at866-479-3208.

SP

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A normal sagittal lumbosacral spinal ultrasound in a neonatewith suspected sacral tip, spinal disarray or congenital anomaly.

Read the tribute article on page 3about Dr. Jonathan Schreiber,the only two-term presidentof the medical staff.

Dr. Jonathan Schreiber (left) at the 2009Annual Meeting with Dr. Gilbert Norwood,retired pediatrician.

Medical Staff Focus is an informational newsletterfor the medical staff of Northeast HospitalCorporation. Published three times a year by:

Beverly Hospital55 Tozer Road, Beverly, MA 01915www.beverlyhospital.org

Editors: Jonathan Schreiber, MDPresident, Medical Staff

Lisa NevelingDirector of Marketing

Writer: Lisa Gilson Clancy

Design: Tautenhan Design Group

Printer: TransAmerica Printing Corp.

Please forward comments and suggestions toJonathan Schreiber, MD978-922-3000, Ext. 2737

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Medical Staff Focus - Spring 2010

FOCUSFOCUSMedical StaffMedical Staff

Spring 2010

Passing the GavelContinued from page 1increase awareness about our own superbcapabilities and skills. By doing so, werely on our collective strengths andexpertise, and ensure that appropriatemedical services remain within our ownhealth system.Implementing broad-based

multidisciplinary care hinges on the tertiaryrelationships and affiliations we haveestablished in recent years. Teamwork andcollaboration with academic medical centercolleagues, and investments in technologyand facilities, give us an edge in anintensely competitive marketplace. Patientsappreciate sophisticated care, deliveredclose to home, by physicians and specialiststhey know and trust.Thank you for your support these past six

years and for your continuing dedication topatients and colleagues. Thank you forpitching in and stepping up to offer advice,knowledge and assistance on the manychallenges we have faced together. It hasbeen my pleasure and privilege to lead themedical staff. Although I am happy to passthe gavel, I will continue to advocate foropen communication, team-buildingcollaboration, and mutual cooperation askeys to enhancing care and services in ourcommunity.

Does a good doctor make a good physician leader? Not necessarily.To be a good physician, you need to be able to analyze a situation, take in the

available data, reach a hypothesis, test it, assess response, and if the reaction isunexpected, change course.Medical school teaches you to act as an individual, quick and decisive, in matters that

often pertain to life and death.But as a leader, the focus shifts from “what’s in it for me” to “what’s in it for us” and

what’s best for the collective good. Truly gifted leaders are able to rally and inspireothers to change attitudes and viewpoints, and alter values and belief systems, in orderto improve overall patient care and organizational viability, which ultimately benefitseach of us.

Tough WorkEmbracing and motivating change can be difficult, uncomfortable and frustrating.

Still, it is better for physicians to take an active role in leading the charge, rather thanreacting to it, or risk having to follow in the (mis)steps of policy makers and othersoften ill-equipped to ensure high quality outcomes.Increasingly medical leaders are called upon to change the very culture of healthcare,

a daunting undertaking best achieved by staking small and steady leadership positions,one decision at a time. To paraphrase a lecturer at a recent conference, “You changeculture every time you make a decision, with every decision you make.”

Leadership OpportunitiesWe recently sponsored an in-house and well-attended educational session on

physician leadership, and we expect to offer more of these courses and trainingopportunities on and off campus. Conferences and workshops are excellent ways toacquire and hone leadership skills. Leadership courses are also available throughorganizations such as the American College of Physician Executives (www.ACPE.org),the American College of Healthcare Executives (www.ache.org), and the Society ofHospital Medicine (www.hospitalmedicine.org).With the rapid changes facing health care today and tomorrow – from global, bundled

payments to accountable care organizations that seek to contain cost while expandingquality – we need physician leaders at the helm to:

• Provide the highest quality of care• Protect the interests of the physicians delivering the care• Partner more effectively with all the components of care – hospital, physicians andextended care facilities

Please contact me for more information about leadership training and opportunities.

Peter Short, MDSenior Vice PresidentMedical Affairs

Leadership:Innate, Acquired and Honed

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Medical Staff Focus - Spring 2010

On July 1, Jonathan Schreiber, MD,steps down as president of the NortheastHospital Corporation (NHC) medicalstaff, the only president to have servedtwo consecutive terms. “I have been inthe unique position of presiding during atime of great change in our medicalenvironment,” he reflects. “I have beenfortunate to serve with medical staffleaders Jagruti Patel, MD, vice president;Ronald R. Newman, MD,treasurer/secretary; the executivecommittee; and my many colleagues onthe medical staff.

Improved Transparency“Dr. Schreiber worked to improve

communication transparency,” says Dr.Ron Newman. “By giving all members ofthe hospital community a better sense ofwhat goes on early in the process, peoplecould help formulate, rather than justrespond to, issues and solutions.”Newman also recalls Schreiber’s three-

legged stool analogy, with the Board ofTrustees, the hospital administration andthe medical staff working together forsuccess. “Early in his administration, Ithink he felt that the medical staff neededsome support,” explains Newman. “Hedid a very good job to restore the balanceamong the three legs.”

Accomplished Career“Service to colleagues and patients

alike has long been a cornerstone of Dr.Schreiber’s accomplished career atBeverly Hospital,” adds Dr. Jagruti Patel.“He embodies the perfect balance ofphysician compassion, leadership andhumility.”

Key HighlightsSchreiber sidesteps questions about

what he is most proud of accomplishingwhile in office, and defers instead to hisleadership team and numerous others whohave pitched in to make a difference inmatters large and small. Whetherparticipating in the search to find and hirea new chief executive officer, toreviewing charters and protocols forvarious committees and services,Schreiber and his team have spentcountless hours shaping, guiding andapplying a steady hand to organizationalchange.

In these past four years, together withphysician colleagues, trustees,administrators, nurses, employees andothers, medical staff leaders have helpedusher change in a number of key areas:

Program Development• Redefine the hospitalist program toserve all primary care physicians withimproved communication, and expandcoverage to Addison Gilbert as well asBeverly Hospital.• Launch the intensivist program, a teamof board-certified intensivists fromLahey Clinic who oversee care forcritically ill patients in the ICU.• Implement the surgicalist program, witha general surgeon on call 24/7 to consultand/or surgically intervene if requestedby the ER, inpatient floors or anyphysician.• Lobby for a department of orthopedics,to include a division of podiatry,separate and distinct from generalsurgery, so orthopods can determinetheir own quality assurance andcredentialing requirements, anddirection of future programs to improvepatient care.• Create the department of cardiovascularmedicine, and open the newcardiovascular suite at Beverly Hospitaland the new Cardiovascular Center atBeverly Hospital at Danvers.• Develop and approve a plan to allow forthe continued operation of the NorthShore Birth Center on the BeverlyHospital campus, with care modificationthat includes fetal monitoring duringdelivery.

Communications, Collaborationand Recognition• Determine and promote the definitivelist of 46 essential services at AddisonGilbert and Beverly Hospital to raise in-house awareness of skills andcapabilities and promote referrals.• Collaborate with the Northeast HealthFoundation, the philanthropic arm ofNortheast Health System, and themedical outreach staff to promotegiving to the hospital and outreach tothe community.• Sign on to QuantiaMD, an interactivephysician community network andforum, featuring education, case studies,

collaboration and research, dedicated toimproving healthcare quality and safety,and accessible via web or mobile phone.• Strengthen and streamline physicianorder management (POM) and theelectronic medical record (EMR).• Establish the Medical Advisory Panel(MAP) to improve communicationbetween the medical staff andadministration, and empower physiciansto identify and work together to solveimportant issues.• Facilitate physician recognition, at thenew physician social, and by honoringretirees and those stepping down fromleadership positions, to thank people fortheir contributions and build a greatersense of camaraderie and positive spirit.

Medical Staff Policy• Revise bylaws to create the “associate”chief position (to improvecommunication and access) and the“refer and follow associate” category (togive PCPs who admit here, but nolonger round here, an organizationalvoice and presence).• Expand representation on the medicalexecutive committee to include fournew positions at large for greaterleadership and presence, including avoice for BayRidge Hospital.

“We are fortunate to have so manycapable and talented people here, devotedto improving patient care and services,”says Schreiber. “I look forward tosupporting our next slate of officers as weall continue to work together to make apositive difference in our hospital andcommunity.”

Two Terms: Dedication to Service, Commitment to Care

Dr. Jonathan Schreiber at the 2009 Beverly HospitalClassic Golf Tournament in August.

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Medical Staff Focus - Spring 2010

Beverly Hospital’s Medical AdvisoryPanel (MAP), 18 months strong, isproving to be an effective entity forclinical planning, problem solving anddecision-making. Approximately 20physicians – from multiple specialties andcareer experience – have advancedinitiatives, developed solutions andimplemented improvements to patientcare, physician satisfaction, andorganizational growth.MAP gives the physician community

direct access to hospital leaders,facilitating collaboration and success inworking together toward shared goals.The panel has evolved over time as someoriginal members have resigned forvarious reasons and new physicians havejoined.A summary of MAP’s most recent

initiatives follows.

Diabetes: Meeting PCP NeedsThe MAP diabetes team has improved

PCP satisfaction and referrals to theDiabetes Care Center (DCC) at BeverlyHospital at Danvers by:• Revising the order set to enhance DCCservices that PCPs can select “a lacarte,” and including a stress test option• Sending referral orders andaccompanying documents via EMR andBiscom Fax to expedite and automatethe referral process• Reformatting the providercommunication form to create astandardized reporting approach and tohighlight PCP-required information, andsending via secure messaging• Asking certified diabetes educators(CDEs) to reach out to PCP offices withinformation on services and patientissues, and to remind new patients tomake a follow-up PCP appointment• Guaranteeing new patient appointments

within two weeks, and gestationaldiabetes appointments within 48 hours• Revising the new patient initial visit toinclude a patient education componentwith the goal of improving patientcompliance

Measured DCC SuccessNinety percent of the PCPs surveyed

over seven months report the DCCreferral process is “better” (evaluatingappointment access time, referral form,EMR, and communication with accessservices), while none of the PCPsperceive the process to be “worse.”Since pilot improvements began in June

2009, all follow-up PCP appointmentshave been scheduled within 12 weeks,unless specified by the PCP. And duringthe pilot period, June 2009 – January2010, the DCC received 260 referrals, anincrease of 55 referrals compared to June2008 – January 2009.

Recruiting: Improving the HiringProcessThe MAP recruitment team conducted a

study to learn the top reasons for losingrecent recruits:• Geography (desire to be close to family)• Commute• Low compensation• Lack of timely responsiveness ofpractice to candidates’ interest

The team recommends:• Recruiting from New England topotentially increase yield by addressinggeographical and compensation issues• Creating a recruitment protocol toaddress timeliness of response andexpectation setting for candidates

Welcome RecruitsThe recruitment team solicited and

received upwards of 20 physiciansvolunteering for a “welcome” committee.

Their role: to support the recruitmentprocess by being available to meet withcandidates during the interview process toshare their thoughts and experiences, andto be a clinical and organizationalresource.

Recruiting via WebThe Beverly Hospital website features a

new recruitment section athttp://www.beverlyhospital.org/physician-careers/opportunities. Launched inFebruary 2010, the site lists currentopenings, provides information on theNHC organization and the North Shoreregion, and has easy contact informationfor further questions.

PCP-Hospitalist: SmoothingCommunicationsThe PCP-Hospitalist MAP team has

recently focused on building PCPawareness about the direct admit process.With one phone call, PCPs can speak to ahospitalist who can directly admit apatient to the hospitalist service,bypassing the emergency room.

Additionally, the team:• Collected and shared with hospitaliststhe “back line” numbers for directaccess to PCPs• Agreed upon the specific reasons togenerate a hospitalist-to-PCP phone call• Created and organized a standardized,comprehensive discharge summary toprovide, in a standard format, theinformation most pertinent to PCPs• Encouraged PCPs to supply patientswith an up-to-date medication list andurge patients to keep it with them

Call to ParticipateFor more information about MAP,or to get involved, call MAP co-chairs:Hugh Taylor, MD, at 978-468-7381 orJeffrey R. Rubel, MD, MPH, at 978-927-4110.

MAP:Advancing Initiatives, Improving Care

Plans are in the works to upgrade the physician lounge at Beverly Hospital, not only as adestination point for the medical staff, but as comfortable showcase for new physicianrecruits as well.The Northeast Health Foundation contributed the $35,000 in proceeds from the 2009Beverly Hospital golf tournament to MAP, which elected to use the funds to upgrade thelounge. The medical staff added another $15,000 to this effort.Plans being considered include keeping the lounge where it is, but upgrading its decorand amenities, or moving the lounge to another location and ensuring appropriatefurnishings and requested conveniences. A final decision is expected soon.

PhysicianLounge

Renovation

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M e d i c a l S t a f f E l e c t i o n s ~ S p e c i a l S e c t i o n

CANDIDATES 2010Elections for Medical Staff Officers and Executive Committee Set for May 18On May 18 at 6:00 p.m., at the Danversport Yacht Club in Danvers, Northeast Hospital Corporation’s (NHC)active medical staff will vote for medical staff officers and medical staff executive committee members-at-large.

The two-year terms are effective July 1, 2010.

Absentee ballots are available in the medical staff office through May 18, until 3 p.m.And ballots must be submitted to the office no later than 3 p.m. on May 18.

Medical Staff Focus asked the candidates running for President of the Medical Staff to respond to three questions:1) why are you running, 2) what qualifications do you want to highlight, and 3) what is the most important issue

facing the medical staff. Here are their responses:

Steven Defossez, MD

Why are you running for office?I want to protect and lead the medical staff at a time of unprecedented challenges. Our newCEO Ken Hanover and the Board of Trustees wish to merge Beverly Hospital with anotherinstitution within the next year. If done right, this can be stabilizing and beneficial; withoutproper safeguards, it could be destabilizing and deleterious, or even disastrous. Doctors’ entirecareers are at stake. The medical staff needs a president who will stand up for your interests,vigorously, respectfully, diplomatically and most importantly... effectively. I am respectful in myrelationships with the administration and the board and, as my track record has shown, I amcomfortable engaging in difficult negotiations and rendering a dissenting opinion whennecessary. We need a president with extensive experience in business, finance, contracts,managed care and negotiating. I bring this combination of qualifications to the position. I will

look out for your interests, both professional and financial.The medical staff has come through a difficult period with the prior administration. I look forward to the opportunity to help

solve the complex issues facing NHS with our medical staff and our new CEO.I have been involved with affiliation discussions, which includes the trustee, med staff and administration leadership weekend

retreat this past summer. I continue my involvement as one of six NHS physician leaders selected to meet with six Laheyphysician leaders to discuss the potential opportunities and threats related to an institutional merger. We should thoroughlyconsider all of our affiliation alternatives. We must fully include the medical staff with open and frank discussions, makedecisions based on consensus and proceed with extreme caution. I will only support an affiliation which has the strong supportof the medical staff, and one which improves the quality of patient care. Our institution is a jewel; we must negotiate from aposition of strength.

What key personal and/or professional qualifications would you like to highlight?I have a solid understanding of the finances of both the PHO and the hospital. I serve on the Trustee Finance Committee,

where we have been overseeing the PHO negotiations with Blue Cross, Harvard Pilgrim and Tufts. I have been the managedcare negotiator for Beverly Radiology Associates and MRI Radiologists of the North Shore for many years, having improvednumerous contracts. I served on the Med Exec Committee for the past three years and can seamlessly step into the role ofMedical Staff President, fully knowledgeable of the issues we currently face.I have volunteered my time serving on 12 NHS boards and committees during my 20 years at Beverly Hospital. I currently

serve on four committees with CEO Ken Hanover, including the Trustee Finance and Investment Committees where I am theonly physician representative. I focus on the needs of the medical staff and our patients and always seek ways in which thehospital can better serve those needs.As a radiologist, my practice intersects daily with virtually the entire medical staff. I interact with physicians in all specialties

and I care about your concerns.

What do you see as the most important issue facing the medical staff?Our most important issue in my view is the potential upcoming institutional merger. Additional critical issues include: keeping

appropriate local care local; PHO contracting (not yet a done deal); proposed Medicare cuts; transitioning from fee-for-service toan accountable care organization (ACO); maintaining and expanding our primary care base; specialist availability; and

Candidate for Medical Staff President:

Continued on page 6

Robert D. Tufts, MD

I have been a practicing physician on staff at Beverly Hospital for over 26 years. For the past10 of these years, I have served as Chief of Medicine, a position to which I was electedrepeatedly by my colleagues. I have always been cognizant of the confidence and supportwhich that vote represents and have served as Chief of Medicine to the best of my ability. TheDepartment of Medicine is now the largest department in the hospital, encompassing outpatientinternal medicine physicians, medical specialists, intensivists and hospitalists. The position ofChief of Medicine carries with it extensive responsibilities which include participation on themultidisciplinary Peer Review Committee and the Medical Executive Committee. All requiresubstantial clinical experience, knowledge of the day-to-day workings of the hospital andmedical staff, and an ability to work productively with hospital administration. These arequalities which I would bring to the position of President of the Medical Staff.

Over the past several years, I have seen many changes in the way medicine is practiced at the community hospital level. Withthe advent of hospitalists and the addition of intensivists to our Critical Care Unit, the level of acuity of the patients we care for

Carol Naranjo, MD

As an active member of the medical staff for almost 13 years, I have had the privilege of servingin a variety of positions and committees: the first Trauma Director; past member of the Nurse-Physician Relationship Committee; past member of the Critical Care Committee; former Chiefof the Department of Surgery; and currently, member of the PHO QualityAssurance/Performance Improvement Committee, member of the Credentialing Committee, andco-Clinical Director of the Breast Center at Beverly at Danvers. I have also had the good fortuneof becoming a partner, officer, and trustee of the oldest surgical private practice group supportingNortheast Health System.

In this time, I have welcomed our third CEO and witnessed numerous changes toadministration, hospital staffing and medical staff leadership. These transitions have created theneeded expansion and improvement of infrastructure at Northeast Health System. However,

while it has given the medical staff improved resources and physical plant, at times it has also overshadowed the physicians andcaregivers that have faithfully and dutifully supported this institution.The tumultuous times that have befallen and threatened the community hospital model is a harbinger of what may undermine

our statewide healthcare delivery system as we know it, and by extension, impact policy on a national level. Conversely, theinstability of the national economy has trickled down to the community hospital resulting in the unfortunate struggle foreconomic survival, pitting academia against the community hospital, department against department, practice against practice,and doctor against doctor. This is unsustainable.The medical staff and we, as individual practitioners, are most vulnerable to these economic pressures. It is imperative that we

have a strong voice and one with a willingness to speak up, fight for and fairly represent the interests of, not only the privatepractice physicians, but all physicians, regardless of specialty. More importantly, we must realize that decisions we make oragree to as a medical staff, whether under the duress of time pressure, apathy, or political correctness, will affect oursustainability and ability to attract and retain new physicians in this competitive environment. We need a Medical StaffPresident that will not only fight for the physicians of today, but especially for the physicians of tomorrow.I would like to offer my candidacy for President of the Medical Staff at Northeast Health System as that voice. Thank you for

your consideration.

supporting our strong teamwork ethos and quality of practice. These issues simultaneously coexist in the face of increasingscrutiny from payors, patients and the government regarding quality and cost effectiveness. We need a leader who is capable ofmanaging these varied and complex issues, has extensive experience in these matters, thinks outside the box, will stand up foryour interests effectively in the face of these stressors, and who will be sensitive to the needs of each and every individualphysician.I care deeply about keeping appropriate local care local. My four children were born at Beverly Hospital, and we receive our

care here. I have always treated each of my medical staff colleagues with the greatest respect. I ask for your vote, and I thankyou for your consideration. Please feel free to call my cell with any questions or concerns: (508) 641-8778.

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Candidate for Medical Staff President:

Candidate for Medical Staff President:

7

has increased and the quality of care delivered has improved. We have excellent support from our staff medical and surgicalsubspecialists. We have continued to deliver excellent care in a cost-effective manner despite increasing challenges.At the same time, these are days of great uncertainty. With the passage of federal healthcare reform, there will be significant

changes in the way health care is delivered, and practitioners reimbursed, as millions of additional patients flow into thehealthcare system. This will present challenges to us as individual practitioners, to the hospital which provides the infrastructureneeded to support the delivery of care, and to the medical staff as a whole as we broaden the expertise needed to care forincreasing numbers of patients. In order to meet these challenges effectively, we as a medical staff need leadership with bothadministrative experience and knowledge of the day-to-day demands of clinical practice. As a board-certified internist,pulmonologist and sleep medicine physician, I treat patients and make clinical decisions every day, both in my office and in thehospital. I believe that my 26 years of clinical experience and 10 years of administrative experience as Chief of Medicine makeme well-qualified for the position of President of the Medical Staff. I would appreciate your support and look forward tocontinued service to the medical community.

The Balance of Nominees Running for Office:

Candidate for Vice President: Candidate for Secretary/Treasurer:

Addison Gilbert HospitalRepresentative -Less Than Five Years On Staff:

Beverly Hospital Representative -Less Than Five Years On Staff:

Addison Gilbert HospitalRepresentative -Greater Than Five Years On Staff:

Beverly Hospital Representative -Greater Than Five Years On Staff:

David E. Schwartz, MD Steven A. Gillespie, MD

Lindsay F. Pearce, MD Vincent P. Meoli, MD Demetrius P. Rizos, DO Katrina L. Sanders, MD

Thomas S. Pearce, MD Edward Splaine, MD David O. Danis, MD Timothy R. Kelliher, MD Steven Krendel, MD

Although I only arrived at NHC inOctober 2009, I have had theopportunity to work closely withthe Medical Staff ExecutiveCommittee and its electedleadership. In this regard, I havebeen impressed with theircollaborative and deliberativeapproach to consensus-buildingand problem-solving. They

recognize the importance of not only knowing what to do,but also, how to do it. In other words, they haveembraced the leadership axiom that the shortest distancebetween two points is not always a straight line.

55TozerRoad,Beverly,MA01915

FIRST-CLASSU.S.POSTAGE

PAIDNatick,MA

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The Importance of Physician LeadershipA message from Ken Hanover

Kenneth HanoverPresident and CEOWelcometotheSpring2010issueofMedicalStaffFocus.

•PediatricUltrasoundClinicOpens•ATributetoDr.JonathanSchreiber,theonlytwo-termmedicalstaffpresident

•MAP:AdvancingInitiatives,ImprovingCare

•The2010CandidatesforMedicalStaffOfficersandExecutiveCommittee

FOCUS FOCUSMedicalStaff MedicalStaffNEWSFORTHEMEDICALSTAFFOF

NORTHEASTHOSPITALCORPORATION

M E D I C A L S TA F F F O C U S ~ NEWS FOR THE MED ICAL STAFF OF NORTHEAST HOSP I TAL CORPORAT ION

Such an approach often conflicts with the moreautocratic-oriented training embedded in the curriculaof many medical schools. However, the collaborativeprocess to leadership and decision-making fosters alevel of trust and respect among those who mustfollow – and, without followership, there can be noleadership.As members of the medical staff consider electionsfor their future leader, please be assured of mycontinued commitment to decision-making throughcollaboration, transparency, and mutual respect. Thisapproach is essential for a climate of trust to prevail –a key ingredient for our future success in workingtogether.