Did you miss it? We had 200 hospital and physician leaders join our webinar panel discussion this week, New Physician Expectations - Ensuring Career Satisfaction and Organizational Success. It was an interesting and provocative discussion. Becker’s Hospital Review will make it available for viewing shortly. We’ll keep you posted.
Dr. Sam Agnew, President of Global Trauma Solutions, is a nationally recognized Orthopaedic Trauma surgeon and co-author of the Orthopaedic Academy’s Primer on Physician Employment. Dr. Michael Rose is the VP of Surgical Services and serves on both the Board of Trustees and Physician Development Committee for McLeod Health in Florence South Carolina. We covered a variety of topics from the point of view of both hospitals and physicians.
A few notes on three of the important issues discussed:
1) There is still a place for private practice physicians.
According to Dr. Agnew, there is still a place for traditional, independent physician practices in today's healthcare environment. However, the changing nature of the industry demands that physicians engage with practices in new ways in order to make their organizations successful.
"If you're going to be a private practitioner, the expectation is that you can't just be a ghost and operate quietly within the system. You have to be a positive, contributing member of some sort of team or operation," Dr. Agnew said.
2) Physicians can find career success and satisfaction as an employee.
“It is definitely still possible for physicians to find a stable, satisfying practice setting as an employee. When the practice's overall delivery is good, it includes benefits for the physician and the organization. Most of the synergy that comes from the relationship is when there is personal satisfaction for the physicians and alignment with the practice or organization's enterprise. The physician must look critically at the value system of the organization they are contemplating joining and determine if they fit," Dr. Rose said.
When the objectives of the organization overlap with those of the potential new physician, then there can be a rewarding relationship. If they don't overlap, the relationship could be a struggle, he explained.
3) Physician “leadership” has changed.
"Physicians and organizations have to be adaptable and nimble," Dr. Agnew said. "They can't be rigid in their beliefs. A 'my way or the highway' approach won't work. We as physicians have to be accepting of both objective and subjective criticism."
By creating honest and transparent metrics for criticism and determining a need for improvement, and encouraging physicians to be accepting of these metrics when they are reported, organizations can develop systems that accommodate a need for change without physicians' negative responses or egos getting in the way, Dr. Agnew suggested.
The overall theme was that we need to take a more deliberate approach to positioning physicians for success, within the overall framework of the hospital’s goals and mission – in a new era of accountable care.
For instance, more of our clients are using Select Assessment for Executives to select and develop hospital senior leaders. We’ve also started using the new Select Assessment for Physicians, the first behavioral assessment designed specifically to assess the behavioral competencies required for success as a physician in today’s healthcare system.
While you are waiting to see the archived presentation, itself, please see our free white paper: