In Developing Physician Leaders for Successful Clinical Integration ($82, American College of Healthcare Executives), co-author Carson Dye shares with readers his vision for the future of physician leadership. He talked to Healthcare Finance News about his book and how it can guide health organizations in choosing and training physician leaders.
Q: Please give us a brief description of your book, and share with us what you think is its most important take away for readers.
[See also: Reading List: Fredric Tobis, 'The Healthcare Crisis: The Urgent Need for Physician Leadership']
A: To me, an important part (of the book) is the difference between management and leadership – and they really are quite different. We examine what does a clinically-integrated organization look like and how to select a physician leader. …
We are entering a time period that will have the most significant changes to the healthcare field since the Medicare/Medicaid act. We are seeing a major shift, from the fulcrum point being a payment-based system to the opposite … It’s an exciting time because physicians are taking center stage, because they are going to play the biggest role. … at center stage (of this transformation) will be the physicians, with many others in the chorus. For physicians, involvement is better than input and in the past it has just been tokenism. Physicians always need to be at the decision table and involved in policy decisions – their involvement needs to be ongoing rather than periodic.
Q: Given your emphasis on clinician leadership, how do you feel about joint MD/MBA programs?
A: I’m a firm believer in classroom training, but I am against the dual programs because it is contradictory. I want to know that my physician is solely dedicated to healthcare. However, I am certainly pro-later in life training.
Q: How should organizations be preparing clinicians for leadership?
A: Most leadership development takes place experientially – until you’ve made a hiring decision, it is abstract.
Organizations need to provide an opportunity for physicians to try things on a part-time basis – provide part-time leadership roles to physicians so they don’t have to make a choice.
When we do get physicians in to their first leadership position we need a much more formal training program by outside individuals who can play a neutral role.
Typically if you look at the hospital executive, they got into their first leadership role in their 20s, they had a mentor. Now most physician leaders don’t get into leadership until they’re in their 50s and they don’t have a mentor.
We need to not just view it as a transition, but as a long-term process. We need to be patient. ... They (physicians) need crucible experiences, it needs to be real life and there needs to be pressure – it has to take place on the job.
The answer isn’t a single clear answer; it has to be real life pressure.
Q: Is there anything else you would like readers to know about your book?
A: We have had a lot of good responses. The book sends a strong message, but it is critical that people take that message and apply it in reality and at the most senior level.