Physician leadership - thoughts from a physician executive
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May 2014
Physician and Health Care Executive Leadership
M Wagner, MD FACP
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2
Tufts Medical Center and the Floating Hospital for Children
➤Tufts Medical Center Founded in 1796
350 bed full service medical center
Located in downtown Boston
Primary teaching hospital for Tufts University School of Medicine
44 GME programs with >400 residents and fellows • Tufts Medical Center
Physicians Organization (Tufts MCPO)
– Academic multispecialty group practice
– >500 physicians organized into 17 clinical departments
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Disclosures/Bias
➤Executive Leadership of Tufts Medical Center and Floating Hospital for Children
➤Physician: Internal Medicine with focus on hospital medicine
➤Personality type INTJ
Strategic, Achiever, Analytical, Self Assurance, Deliberative
➤Experiences Non-profit academic medicine
For profit physician practice management
Venture capital back healthcare start-ups
Managed care
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Objectives
➤What do you want to work on?
➤Who are you?
➤What do you need to learn and experience?
➤How do you create value for your organization?
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“You've got to be very careful if you don't know where you are going, because you might not get there.”
Yogi Berra
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Three questions
➤Describe a moment in which you came to a realization about your career or work?
➤Tell me how you have brought value to the organization you work for?
➤Standing at the end of your career, what do you want to accomplish or be known for?
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What do you want to achieve?
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Who are you?
➤Which personality inventory is the best to use? All of them – with a grain of salt
Interpret for yourself what it means
Interaction Other You
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Conflict: Thomas-Kilmann Model
Co
nce
rn fo
r m
y n
ee
ds
Concern for other’s needs
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“The SPEED of Trust” by Stephen M.R. Covey
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2 X 2 box of competencies
Analytical - Math - Statistics - Data manipulation - Funds flow
Communication - Presentation - Written - Graphical - Listening
Organizational - Project management - Time management - Delegation and follow-thru - Attention to detail
Human interaction - Conflict management - Respect - Humility - Firm, Frank and Friendly
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2 X 2 box of competencies
Analytical - Math - Statistics - Data manipulation - Funds flow
Communication - Presentation - Written - Graphical - Listening
Organizational - Project management - Time management - Delegation and follow-thru - Attention to detail
Human interaction - Conflict management - Respect - Humility - Firm, Frank and Friendly
Strategic
- Organizational behavior
- Relationships/dependencies
- Market dynamics
- Value positioning
- Creating framework/context
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Inflection Point
December 2013
Inflection
Point
time
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The Basic Value Proposition
14
Value =
Quality
Cost
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Value Driven Healthcare
15
Quality Core Measures, safety
goals, HEDIS ambulatory
measures
Time Capacity, wait
times, LOS, TAT
Satisfaction Patient, Staff,
Provider
Financial Revenue, expenses,
capital
Value
Driven
Care
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My framework
Pe
rso
na
l
Clarity
Engagement
Objectivity
Transparency
Ph
ys
icia
n l
ea
de
rsh
ip
Recruit and retain best physician talent
Clinical – financial integration
Integration with community
Org
an
iza
tio
na
l Safety
Accessible
Patient Centric
Glo
ba
l Improved healthcare for the individual
Improved healthcare for the population
Bending the cost curve
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Possible areas for career focus
➤ Quality and patient safety
➤ Patient experience
➤ Medical informatics
➤ Population based care
➤ Private equity and venture capital
➤ Physician practice management
➤ Public policy
➤ Research, discovery and intellectual property
➤ Individualized or personalized medical care
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Thanks…
“I just want to thank everyone who made this day necessary.”
Yogi Berra