There’s been a lot of talk over the past few years about the need to bring clinicians into the C-suite — and for good reason. Clinicians who serve in leadership positions report higher levels of job satisfaction, and their hospitals benefit from increased patient satisfaction (though the data on quality of care is murkier.) While the number of physicians in CEO roles has barely budged over the past decade, holding steady at around 5%, a greater number of hospitals and health systems are bringing doctors and nurses into other top leadership roles. It’s perhaps unsurprising then that the theme of physician leadership is front and center this week at the American College of Healthcare Executives’ annual meeting. Clinician leadership is always a hot topic on LinkedIn. So let’s talk about it this week. What opportunities exist for clinicians interested in leadership positions? What’s the best way to transition into leadership from a clinical role? And how can health systems encourage clinicians to take advantage of those opportunities? Tagging some of the #ACHECongress speakers and members of our #healthcareonLinkedIn community to weigh in. Alen Voskanian, MD, MBA, FAAHPM, FACHE, Christopher Dussel MD, MBA, FACEP, CPE, FACHE, Dawn Zell Wright, JD, MBA, FACHE, SPHR, Pradipta Komanduri, FACHE, Linda Komnick, Chia-Shing Yang MD FACP FHM, Jay Bhatt, Anne Pendo, Lily Jung Henson, MD, MMM, FAAN, FACHE, Patrice M. Weiss, M.D., Robert Higgins and Amir Jaffer.
Hi Beth we just covered this on Saturday! https://www.linkedin.com/pulse/rupaul-runs-amazing-meeting-graham-walker-md-yvqdc/
Thank you, Beth Kutscher, for including me in the conversation. I agree wholeheartedly. In fact, while it may be largely unpopular, unconventional, and perhaps a bit controversial, I am of the opinion it’s time we reimagine the entirety of the C-Suite DNA and paths to C-Suite attainment across the whole of healthcare. Healhcare needs, the delivery and payor models, and our heigtened awareness on the shortage of critical resources are driving urgency in ways never before experienced. The speed of these drivers feels insurmountable at times. Why, then, do we continue pulling from a somewhat antiquated C-Suite model that arguably was most successful 20 to 40 years ago? That is not to say those in the C-Suite who are non-clinicians are no longer relevant. In fact, I’m blessed to know and experience incredible C-Suite leadership. It is to say, however, we would benefit from an infusion of non-traditional leadership across the entire healthcare delivery spectrum, starting with clinicians in the C-Suite.
Clinicians in executive leadership roles have the innate ability to relate all business decisions back to the impact on patient care and staff satisfaction. Understanding that there is a patient at the end of the that budget decision, workflow design, or SOP is something I often see executives without a clinical background struggle with. The best way to transition into leadership is to strategically broaden your lens and increase your involvement various levels of the healthcare organization. Participate in multidisciplinary forums which further your knowledge of management, compliance, finance, ancillary services, informatics, supply chain, etc. This begins your name being mentioned in new rooms and for new opportunities. Be humble! Not all projects or teams will be exciting to you, but they are providing knowledge and opening doors. The other piece of advice for a clinician looking to be successful in executive leadership is to understand a strong knowledge of the business of healthcare is critical. Continued studies in business or administration as well as training in effective leadership skills will suit you well. An organization that has leaders who possess the ability to blend their clinical skills and experience with business and leadership knowledge are positioned for success!
Thanks Beth Kutscher for tagging me in an important conversation! Clinicians have a wide range of leadership opportunities beyond traditional roles like Chief Medical Officer and Chief Quality Officer. They can make significant contributions in operational and strategic positions, leveraging their clinical expertise to drive innovation and improvement in healthcare and by putting patients and employees first. Transitioning from clinical to leadership roles requires a focus on developing skills in management, communication, and strategic thinking. Health systems can encourage clinicians by providing mentorship, leadership training programs, and clear pathways for career advancement.
Thank you, Beth Kutscher, for tagging me. I wholeheartedly agree with your perspective on the crucial role of physicians in the C-Suite. I've shared some valuable advice for physicians interested in leadership roles in this post: https://www.linkedin.com/posts/alenvoskanianmd_healthcareonlinkedin-litrendingtopics-ache-activity-7178146624462839809-0cip?utm_source=share&utm_medium=member_desktop
Transitioning from Doctor of Physical Therapy to Chief Operating Officer has been a challenging journey, yet one I would gladly embark on again. There's a pressing need for a cultural shift within both corporate environments and healthcare sectors to recognize the invaluable contribution of dynamic clinicians in unconventional roles. While progress is evident, it's clear that this transformation requires more time and effort than initially anticipated.
I've seen and talked to a lot of clinicians taking up C-level roles, and they're amazing! I'd like to believe their firsthand experiences are what drive patient-centric improvements and operational excellence.
Valuable conversation. Today, efforts to expand and accelerate clinician leadership opportunities by healthcare organizations are not sufficient. I am including health systems, health plans, healthcare technology and consulting companies. There is clear value when clinicians get skills in business areas and drive needed change. I am confident about our industry getting the right mix of clinician and non clinician leadership that puts patients and staff first.
As a business owner and surgeon/physician, I cannot agree enough with the concept of us being more involved. However, only 1-2% of people,much less physicians, are either,B/M ENTJ, or Enneagram 8s, natural born leaders. Therefore, it is rather like putting a square peg in a round hole. You end up with either dissatisfied physicians or patients, or your outcomes are less than desirable. Narcissist and other personality disorders frequently apply for, and are mistakenly accepted to these positions, resulting innacclaim.and wealth for themselves at the expense of the general welfare. It is for this reason, that appropriate leaders should be encouraged, but not the population in general, IMHO. LWB
CEO & Co-Founder at CardioOne
1yAs a physician CEO, I am a huge fan of my fellow clinicians serving in C-suite roles both in hospitals and other healthcare settings. I will say that it was a challenge for me to advance into these roles as I was often pinned into the CMO role. I do know that many of my colleagues have struggled with similar perceptions. I like to share that I was a business person who happened to be a doctor not a doctor trying to be a business person. Would love to hear from others who have made the transition and how we can help move the needle here to help strong clinical leader move into these roles.