We’ve got a problem.
While new technologies revolutionize the face of medicine, the human experience remains at the very heart of healthcare. That experience is fractured. Care is fragmented, isolated and cost intensive. Employees and providers lack the ability to fully engage in the care they seek to provide and due to the complexity, face increasing barriers to care and in many cases burn out and leave the practice of care and in many cases, the industry.
According to The Advisory Board 2014 study, only 32.6% of RNs are engaged in their work. That leaves over 67% not engaged.
A recent 2015 Medscape study shows 37% to 53% – over half – of physicians consider themselves “burned out.”
The business case for engaged providers and employees has been clear for more than a decade. Leaders know that engagement impacts the overall patient experience and ultimately the bottom line. Yet we continue to address each group within a silo using standardized measures that strip individualization and integration.
We continue to treat physicians not as the unique partners to the organization they are but instead they are ‘bucketed’ with other employees, as suppliers or in many cases they are not part of any intentional effort to assess overall commitment or connection to the organizational mission.
2007: Healthcare organizations of all sizes prioritized their development of physician leadership. Our founder led research into the topic during this period when the phrase ‘accidental leadership’ emerged as a way to define the most visionary, impactful physicians who were leading the industry.
2008-2014: We experience a financial crisis. The Affordable Care Act is announced and then implemented in stages. Healthcare leadership is more cautious than it was in ’07, but there is an emergence of visionary organizations who understand the role of physician-leaders and how they support physicians through training, engagement, well-being, development and the potential for innovative care experiences.
These visionary leaders understand the importance of commitment in a profession faced with shortages, burn-out and health issues related to stress. All of these directly cost the organization financially and indirectly in ways that affect patient care, quality of care and interpersonal relationships spanning the care continuum.
Yet a focus on physician leadership remains out of reach for the majority of community based healthcare systems, hospitals and groups to adopt. How can we develop meaningful models for change through existing complexity that fosters a focus on balancing the limited time, pressures and constraints while also empowering talent, innovation and well-being?
How we do this
We focus on one area of physician leadership – strategy, development and engagement, or all three across time. Examining all three requires a long term commitment. In any case, our work begins with a research-based assessment of strategic leadership in its current state to assess where success factors can best be integrated and linked to long-term business impact and achievement of mission.
1) Understanding through research.
2) Recommendation mapping to address key priorities.
3) Co-creation of intervention plans.
4) Assessments to set a baseline.
5) Integration that clearly links processes to organization purpose.
6) Tracking of impact and link to organizational performance.
7) Storytelling for learning across both organization and community.
What Sets us Apart
- Our focus on transferring knowledge, data, research and expertise to mobilize leaders to lead their own difference.
- Recommendations built on research – we always begin by gaining a detailed understanding of the situation.
- We have decades of experience with almost all types of leaders, even though our focus is on physician leadership.
- Our value focus is measurable impact: retention, innovation, performance including quality and health outcomes for all.