G RO WING [ PHYSIC IA N] LEA D ERS… A N UPDA T E M A RK HERTLING , D BA LTG , US A RM Y ( RETIRED )
Mark Hertling, DBA LTG, US Army (Retired)
A G EN DA REV IEW THE BA C KG RO UN D W HA T SO M E HO SP ITA LS D O O UR C O URSE O BJEC TIV ES& EXEC UTIO N REC EN T RESEA RC H & RELA TED M ETRIC S
Where It All Started
The C EO / C MO to ME (2014): WE WANT O UR DO C T O RS T O BE INC LUDED IN DEC ISIO N- MA KING … A ND WE WA NT T HEM T O LEA D MULT I- EA MS ! DISC IPLINA RY T
MY E ARL Y BF O: PHYSI CI ANS AR E L IKE SOL DI E RS
• Code of ethics and prescribed set of values • Unmatched knowledge , skills , attributes and competence Bo th Ha ve • Prescribed standards , with a requirement to discipline and dismiss those who do not adhere to the professions standard's and behaviors Profe ssiona l Re quire me nts • Constant training and education in prescribed skills, values, knowledge and attributes (SVKA’s) • A prescribed function within a society which cannot be performed by others because it requires unique leadership
But the re a re C ha lle ng e s… • Doctors live by a CODE OF ETHICS , but no prescribed VALUES. • Doctors are required to have unmatched COMPETENCE in a BODY OF SKILLS, KNOWLEDGE, VALUES & ATTRIBUTES, but there is desire for increasingly lower associated costs of medicine, with more served, in an era of increased technological advancement. • The Healthcare Profession has STANDARDS that must be reinforced, but they vary and there are different approaches on how to discipline (and dismiss) professionals who do not adhere to prescribed procedures, norms and behaviors. • There is a requirement for CONSTANT TRAINING AND EDUCATION in SKA’s (but currently more emphasis is on the science than the art in healthcare) • Doctors have a UNIQUE RESPONSIBILITY which cannot be performed by others in society, yet they are 1/3 of the healthcare INTER PROFESSIONAL BODY…AND OTHERS ARE INTERFERING IN WHILE DRIVING HEALTHCARE IN COMPETING DIRECTIONS.
“ C O ULD YO U DESIG N AND EXEC UTE A C O URSE PART-TIME? ” “ TRUST ME, THIS WILL BEC O ME THE MO ST IMPO RTANT THING YO U DO HERE!”
FIRST CLASS, 2014 CLASS OF 2019
How Is Healthcare Tackling Physician Leader Development?
TOP 50 NON-PROFIT HOSPITALS IN U.S. (“Top” Defined by “Number of Beds,” Range: 2478-830) W HA T Letter to CEO asking for Survey Participation, with request for SO M E Leader Development Point of Contact HO SPITA LS Participation: D O … 16 (32%) committed to sharing information 11 (22%) admitted to not having any leadership program 1 (2%) unwilling to share information about their program 22 (44%) did not respond to query Hertling, Dennis, Bartlett (2018). Approaches to Physician Leadership Training at Top NonProfit Hospitals. Physician Leader Journal, November 2018
Various types of people in charge of Healthcare Leader Development: W HA T • Within Organizations: HR, COO, Chief of Org Eff/Leadership, CMO • 2 of 16 use Consultants SO M E • 5 have ”fly away” programs, 4 of those for physicians only HO SP ITA LS D O … Spectrum of “Start of Program” from “just now” to 12 years running. Average was 3.1 years in operation Length of Leader Development Program Varies: Medium Course Time: 32 Hrs Course Length: Span of 3-18 Months Range: 1 hr/week-5 hrs/month-1 weekend/qtr Mean: 9.4 months, Medium 9 Months
11 of 16 hospitals reported they had “ programs for physicians :” • Four conducted by external consultants, apart from executive program So m e • Four send physicians on available “fly-away” programs C ritic a l • Three hospitals recently designed initiatives specifically for physicians • Two of those three were ”interprofessional” programs Fin d in g s • Two “supported” physicians pursuing MBA/MHA not part of a program Re g a rd in g P ro g ra m s For physician attendee selection: • Five programs had attendees personally selected by CEO, COO, CMO • Two took recommendations from Exec Med Staff • One selects from recommendations received from Med Group • One holds formal boards to select from volunteers (an annual program) • Two…didn’t know how physicians were selected Cost per physician: • Range from $1,100 (estimated) to $20,000 (”fly-away”)* • Cost of MBA/MHA “dependent” on school • Average estimated cost from programs: $5,937/physician
“What are your Objectives for the Program?” • 4 of 16 hospitals could provide stated course objectives O t h e r • 2 of those 4 reflected extensive Admin-CMO coordination C ritic a l • 1 of those 2 had completed path from resident-CMO requirements • Disconnects between Program Objectives and CEO/CMO desires Fin d in g s Re g a rd in g “How are you measuring program effectiveness?” P ro g ra m s • 7 used post-training surveys (5 were email “thoughts on the course”) • 2 used physician/employee engagement score metrics and comments • 1 was attempting to use HCAPCS scores • 1 was continuously using pre-post course survey quantitative growth comparison metrics and qualitative input from physicians/peers Q the CEOs/CMOs: “Is Your Program Worth It?”
Now… What’s Your Assessment of Physician Leader Development?
The He a lthc a re Le a d e rship C ha lle ng e What kind of leaders do we have…what kind do we want? What are the leadership attribut utes and c competencies we desire? What influence t technique wi will w work i k in h healthcare? How do we better develop diverse Healthcare Teams? Who are on the teams ms? How do we improve communication a and i information e exchange? What are the roles of formal al v versus i infor ormal al leaders in healthcare? How do these leaders contribute to ‘improving t ng the o organization’?
L e ade rship is the art o f unde r standing mo tivatio ns, T RANSF ORMAT I ONAL influe nc ing pe o ple , building te ams and c o mmunic ating pur po se in o r de r to L e a de rship ac c o mplish state d go als while impr o ving the o r ganizatio n and c o ntr ibuting to its c ultur e
PHYSICIAN L E ADE R COURSE OBJE CT IVE S AL L OF • Understand leader attributes & competencies & various influence techniques T HAT • Enhance leadership & management skills DRIVE S • Understand how to build teams , and lead up • Positively contribute to population health and the desired culture of the organization and the community • Strengthen the healthcare leadership network
ADVE NT HE AT L H PHYSICIAN L E ADE R COURSE E XE CUT ION • Objective-based course design • Physician participants are volunteers E XE CUT ION: • Sessions meet once per month for Six Months “A WAY” • Five-hour monthly seminars • Readings, Exercises, LSAs, Panels • A 1 ½ day off-site exercise (the “staff ride”) • Chatham House Rules; one excused absence • Interprofessional mix (35-10-5)
C o u rse A p p ro a c h
L e sson 1& 2 : Knowing Your se lf T he Pro fe ssio n F o ur Circ le Mo de L e a de rship Attrib ute s a nd Co mpe te nc ie s Se lf Asse ssme nt (MBT I ), Physic ia ns a s pa rt o f the pro fe ssio n Applic a tio n o f pe rso na l a nd pro fe ssio na l va lue s He a lthc a re Culture BOOKS ‘ L e a de rship Se c re ts o f Attila T he Hun’ ‘ F ro m Va lue s to Ac tio n’ o r ‘ Be c o ming a L e a de r o f Cha ra c te r’ L SA: L e sso n 1: “Ob se rve & Re po rt o n Attrib ute s/ Co mpe te nc ie s” L e sso n 2: “Va lue s”
2 OF 3 KEYS TO LEADING ATTRIBUTES WHO T HE L E ADE R IS COMPETENCIES WHAT T HE L E ADE R DOE S
ATTRIBUTES WHAT DO YOU KNOW, WHAT KIND OF PE RSON ARE YOU? AND HOW DO YOU SE E T HE WORL D? HOW DO OT HE RS SE E YOU? COMPETENCIES HOW DO YOU GE NE RAT E T RUST BE T WE E N INDIVIDUAL S & WIT HIN T E AMS? HOW DO YOU BUIL D YOUR T E AMS? HOW DO YOU MAKE ST UF F HAPPE N!
L e sson 3 & 4 Dyadic L e ade r ship- - ‘L E ADING OT HE RS’ (to inc lude ‘L E ADING UP’) T he influe nc e Mo de l I nflue nc e T e c hniq ue s a nd the Art o f I nflue nc e Co mmunic a tio n me tho ds L e a ding yo ur “b o ss” BOOKS ‘ 21 I rre futa b le L a ws o f L e a de rship’ ‘ L e a ding Up: Ho w to L e a d Yo ur Bo ss So Yo u Bo th Win’ L SA: O L sn 3: Ob se rving va rio us influe nc e te c hniq ue s; Co a c hing , Co unse ling a nd Me nto ring T e c hniq ue s L sn 4: Ob se rva tio ns o f yo ur le a de rship fro m yo ur te a m
THE INFLUENCE MODEL (THE 3D KEY) ION INFLUENCE PURPOSE MOTIV IVATIO T he individua l’ s re a so n fo r do ing Ho w the L e a de r - o r no t do ing - influe nc e s T he “T a sk” fro m so me thing … a nd o the rs, a nd ho w the le a de r o r the the ir a sso c ia te d the le a de r o rg a niza tio n le ve l o f c o mmunic a te s e nthusia sm to the g o a l o r ta sk c o ntrib ute
Recommend
More recommend
