05 ss - transformational physician leadership
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Transcript of 05 ss - transformational physician leadership
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AGENDA
1. Definition
2. Transformational leadership
3. LEADERSHIP – Simply stated
4. Physician leadership in era of Healthcare reform
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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
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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
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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!
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✚ 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
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✚ 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
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✚ 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
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✚ 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
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✚ 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
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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
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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
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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
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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.