Blog2017-09-04T16:09:10+00:00

Jordan Search Consultants Blog

The ever-changing landscape of the healthcare industry can be a difficult one to navigate. To help you stay in-the-know, Jordan Search Consultants’ Founder and CEO, Kathy Jordan, posts twice a month about a range of healthcare and higher education topics. Some subjects she frequently touches on include recruitment, organizational culture, candidate sourcing, population health, integrated care, physician leadership, and much more.

Want Kathy to answer a question you have or address a topic you’ve been wondering about? Email her here.

Taking a Moment to Celebrate 15 Years

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It all started with a mission.

After serving as an executive in healthcare recruitment for over two decades, Kathy Jordan felt compelled to go out on her own. Her driving mission: facilitating access to top-tier healthcare providers throughout the country, no matter how small or remote the community or location. She wanted equitable healthcare access, and she wanted to be a small part of that.

In 2003, Jordan Search Consultants was founded with just two team members and was located in one of the St. Louis Economic Development Partnership’s incubator spaces. Through strategic mergers and acquisitions, the company has grown to 17 team members who serve healthcare organizations across the country. In fact, to accommodate our continued growth, we will be expanding our office space next year.

“Fifteen years in business is significant,” said Jordan. “The exceptional team that we’ve assembled at JSC impresses me day-in and day-out with their hard work and devotion. We all care deeply about what we do and find tremendous enjoyment in our jobs. Our ability to make a meaningful impact in the healthcare industry and assist our continuously growing roster of amazing clients is inspiring. We celebrate this milestone, but also the mission that fuels us.”

In the beginning, JSC only offered physician recruitment services. Today, our service offerings also include recruiting for healthcare executives and academic leadership positions for a nationwide client base. In addition to recruiting for mid to dense population centers, we have also made it a point to focus on providing first-rate recruiting services for rural communities, which often struggle to fill healthcare provider positions.

To celebrate our anniversary milestone, JSC will be making several donations throughout the year to healthcare related causes and initiatives about which the team is passionate. In addition, our annual staff retreat will include a celebration and a review of the company’s timeline and history to commemorate the anniversary.

 

What your Healthcare Recruitment Partner Should Be Asking

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Clients are often surprised at the questions we ask during on-site visits to learn more about their organization, the departments for which they are recruiting, and their past recruitment experiences. At Jordan Search Consultants, we feel it is crucial to gather comprehensive information about our clients’ organizations in order to recruit candidates that will be a good fit and remain long-term. Below is a partial list of questions we ask—and questions your recruitment partner should be asking—in order to recruit effectively.

Questions About Culture

  • How would leaders and employees (both past and present) describe the culture of the organization?
  • What is your turnover rate and why do those who leave go?
  • How do you define teamwork?
  • What is working well in the department and in the organization as a whole?
  • What is not working well?
  • What kinds of changes are taking place and why?
  • Can we interview other employees and stakeholders who will be interacting with the placed candidate?

Questions About Strategy

  • Will you share the history of the department, both negative and positive?
  • What are the growth goals for the department and the organization?
  • Are you recruiting a change agent or a stabilizer—and why?
  • What 3-5 candidate skill sets/qualifications are most important to you for this position?
  • Can you describe the personality characteristics of the professional who will succeed long-term in this position?

Questions about Process & Incentives

  • What is your process for onboarding?
  • How do you train and mentor leaders?
  • How do you invest in your employees?
  • How do you encourage work-life balance?
  • How would you describe the community in which the organization resides?
  • How do you ensure that spouses, significant others, and families acclimate effectively to the community?

Finding the Right Fit

After a healthcare recruitment firm understands your culture, strategy, and process, they are equipped to create a customized recruitment approach for your organization’s particular needs. Ultimately, recruitment is about partnership. You must be comfortable with the firm you choose, and the firm must be willing to invest the time to learn not just about your position(s), but about the organization and culture as a whole. The best recruitment partners are those who fully understand your needs, are focused on your long-term success, and care as much about finding the right people for the job as you do.

Looking for a partner that checks all of these boxes? Let’s talk.

 

What Residents and Fellows Need to Know About the Job Search

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Embarking on a job search is intimidating for anyone; for residents in the highly competitive world of healthcare, however, this milestone seems extra daunting. Below, we share some recruiter insider tips to help you navigate this critical journey

The search: 

  • Leverage Your Network: You’ve likely made key contacts at your places of education and training. Find out what your mentors and professors have been hearing about openings within their various spheres of influence.
  • Accept Complimentary Professional Help: Many reputable healthcare recruitment firms (Jordan Search Consultants included) will help residents with their job search at no cost. Why? It is to our advantage to vet qualified candidates on behalf of our client organizations.
  • Location Due: You can’t really know all about a place after a brief tour and a few hours of conversation. Dig deep into potential locations by asking locals when they came and why they stay. In addition, be open to areas surrounding your top locations.
  • Get Social: Many residents have not had time to establish a presence on social media. Now is the time to beef up your LinkedIn profile and begin connecting with HR managers, department chairs, and others at your top-choice healthcare organizations.

The interview:

  • The Greatest Weakness Question: Knowing your own limitations is a big part of being able to learn and grow as a leader. Answer with an area that you are already actively improving or reference an attribute that isn’t essential in the position for which you are applying.
  • The “Tell Me About Yourself” Question: While you’re telling your story, this is a great opportunity to show humility and also talk about the key people who have helped you along the way. Today’s healthcare organizations are seeking leaders who know how to build trusting relationships, demonstrate empathy, and are willing to humble themselves for the sake of their team.
  • The Why Did You Choose This Profession” Question: Interviewers are looking for motivations. Tell a story about what got you intrigued with this type of medicine. This is an opportunity to show emotion and humanity, as well as demonstrate propensity for the specialty.
  • The “Why should we hire you” Question: Provide three examples of how you are unique, without making it all about you. It is always a plus to demonstrate that you are a creative and innovative leader through real stories and experiences.

Remember, interviewers are looking for humility, emotional intelligence, and compassion. Your resume lists everything else. Be honest, let your personality shine, and use stories and examples whenever possible in your responses. Additionally, be sure to do thorough research; when the interviewer asks you if you have any questions, this is another opportunity to stand out and showcase your in-depth knowledge of the department or organization. Prepare, practice, and then relax! You’ve got this!

For more information on Jordan Search Consultants’ Career Placement Solutions FREE Service for residents and fellows, please contact Kathy Jordan at [email protected].

 

Welcome to Galen Roberts, our newest employee!

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We’re happy to announce the hiring of Galen Roberts, the newest member of the Jordan Search Consultants’ team. As a Search Consultant, Galen will conduct and manage nationwide search assignments.

We had a Q&A session with Galen to help you get to know him a little better.

Q. Why did you choose a career in recruitment?

A. I really enjoy the relationship-building aspect of recruiting. I respect and appreciate the trust clients place in me, and my work ethic revolves around honoring and retaining that trust. I’ve successfully recruited a significant number of healthcare providers for a wide variety of positions in both urban and rural locations, and for a range of time parameters, from contingent needs to locum tenens (short-term) service to long-term placements. I derive a lot of satisfaction from successful placements, particularly the ones that were especially challenging. It feels great to do the type of work that benefits everyone involved.

Q. Why did you choose JSC?

A. I first became interested in JSC because of their outstanding reputation in the healthcare recruitment industry. After I met everyone in person, I knew I wanted to work here. I like the personality of the company, and JSC is very family-friendly, which is something I was looking for. One of the most important and appealing characteristics of JSC is that everyone works together as a team to provide the best possible service and results for our clients. I’m very impressed with the depth of recruiting knowledge here. Plus, the access to extensive sourcing methods is invaluable. The fact that JSC is such an outstanding and successful organization can undoubtedly be traced to the leadership skills and guidance of Kathy Jordan. I’m excited to be part of her team.

Q. What do you enjoy most about your job?

A. I’m acutely aware that finding the right employee for a position is vitally important in a healthcare setting. I put a lot of time and effort into finding qualified candidates who will be a good long-term fit for organizations. It’s a bit like being an investigator, gathering and sorting through different information to figure out the whole picture and then finding that right candidate. It’s immensely rewarding when all that hard work pays off with a placement.

Q. What are your favorite pastimes?

A. Going to my son’s baseball games and school events is at the top of my list. I also enjoy going to concerts and taking in live music. And to soak in the peace and quiet of the great outdoors, I like to head out of the city for some camping, usually by a river so I can float or kayak.

Q. What’s a fun fact that most don’t know about you?

A. I was the drum major for the marching band when I attended Emporia State University in Kansas.

Q. What do you bring to JSC?

A. I bring in-depth healthcare recruiting experience and a proven track record of successful placements for a wide variety of positions. And because I’ve worked as an in-house recruiter for a healthcare facility, I have first-hand knowledge of what JSC clients need and how to best serve them. I’m able to build genuine relationships with clients because I truly care about helping them find the right person for the position—their search for the right providers is as personal to me as it is to them.

For Healthcare recruitment services, contact Jordan Search Consultants at 866-750-7231 or email us.

How is Telehealth Impacting Healthcare Recruitment?

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The technological developments of the last two decades have transformed the ways we connect and communicate with each other, and the healthcare industry has been significantly altered by this evolution. Today, it is possible for a physician to provide patient care without being in the same room or even the same region. Telehealth, also known as telemedicine, is an umbrella term for telecommunication technology that allows physicians to engage in patient consultation and monitoring from afar, makes patient data accessible to any authorized user regardless of their location, and allows healthcare providers to collaborate with peers and specialists remotely.

Three examples of telehealth technology:

  1. Live Video Conferencing allows physicians to provide remote consultation services to a patient or discuss their case with a medical specialist.
  2. Remote Patient Monitoring (RPM) involves monitoring and recording a patient’s health with an electronic device and transmitting the information to a healthcare provider for review.
  3. Store-and-Forward (SAF) technologies are saved asset collections that can be shared among authorized users. These electronic patient records can include x-rays, photos, and clinician notes.

The growing use of telehealth technology

Adoption of electronic health records (EHRs) in hospitals has increased dramatically over the last decade, due to the HITECH Act of 2009. In 2015, 84% of surveyed hospitals employed at least a basic electronic health record system, an exponential increase from just 9% in 2008. Researchers are testing how remote patient monitoring (RPM) can improve post-event patient outcomes and decrease hospital readmissions. And Mercy Virtual Care Center, launched in 2015, is a facility devoted entirely to virtual healthcare. Located just west of St. Louis, Mercy Virtual provides a broad range of services to physicians, healthcare facilities, and patients across the country.

This care model is especially beneficial to rural and underserved communities who lack convenient geographical access to healthcare establishments and providers.

Leveraging telehealth for recruitment

At its best, telehealth offers valuable services to underserved, isolated populations that would otherwise have limited or no access to medical care. It can positively affect time-critical decisions to improve patient care and outcome. But it also begs a question for healthcare organizations: What does telehealth’s industry disruption mean for recruitment and retention?

Enabling healthcare providers to collaborate remotely on patient treatment is a win-win for everyone. Patients receive access to quality, timely medical care. Providers are able to share expertise and make better treatment decisions. Increasing a provider’s ability to exceptionally care for their patients will lead to higher job satisfaction and retention. Advanced telehealth capabilities can also help recruit top providers interested in exploring this mode of patient care.

On the other hand, research shows that physicians believe in telehealth’s ability to improve access to healthcare and continuity, but that it’s not always easy to implement. Issues such as inadequate training, reimbursement issues, or even frustrating tech experiences can lower satisfaction with or be a barrier to telehealth procedures. It’s important not just to recruit tech-ready healthcare professionals, but to have rigorous training programs and high-quality telehealth applications ready to go once they arrive.

Organizations must be strategic in managing the challenges and benefits of telehealth systems in ways that serve the needs of both healthcare providers and patients. In the healthcare industry’s highly competitive marketplace, those who achieve that balance will have an edge in retaining current employees as well as recruiting new hires.

For more information on physician recruitment, contact Jordan Search Consultants at 866-750-7231 or email us.

Welcome to Laura Perry, our newest employee!

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We’re happy to announce the hiring of Laura Perry, the newest member of the Jordan Search Consultants’ team. In her Search Consultant role, Laura will focus on recruiting professionals to help provide coordinated care for patients living with chronic illness.

We had a Q&A session with Laura to help you get to know her a little better. Here are her answers:

Q: Why did you choose a career in recruitment?

A: My career path has included recruitment positions at all levels and in a range of industries. I first started at Remedy Staffing as an administrative assistant, and then became a Staffing Coordinator. My next job was with Ajilon Finance/Accountants On Call, where I worked my way up from a Recruiting Assistant to a Branch Manager. After that I was a Regional Manager for Ridgemont Resources, a recruiting firm focused on pharmacy professionals. Although the industries changed – from general staffing to finance to pharmaceuticals – my love for working in recruitment has never wavered. Helping people find jobs is tremendously satisfying.

Q: Why did you choose JSC?

A: There is so much to like about Jordan Search Consultants. I appreciate that it’s a woman-owned business. Kathy Jordan is great, as is the rest of the team. After working from home as a freelancer, I was ready to be back in an office environment, especially one with such a tight-knit and welcoming group. The location, the people, the work – it was all a perfect fit for me.

Q: What do you enjoy most about your job?

A: I love that this position enables me to contribute to making people’s lives better. I genuinely enjoy aiding professionals in their job search, and I get to connect them with a population that is in great need of their services. I’m able to help make a real difference.

Q: What are your favorite pastimes?

A: My most important pastime is spending quality time with my kids. With six children, there is no end to the activities we get into! If we’re not zipping along on scooters or skateboards together, we’re likely enjoying water sports like paddle boarding or fishing. On Sundays, we always do something from our “Family Adventures Bucket List.” Everyone gets to add to the list, and we take turns picking out the day’s adventure.

Q: What’s a fun fact that most don’t know about you?

A: I was always a swimmer, but when I got to college, my school did not have a women’s swim team. I didn’t let that stop me. Instead, I walked on and swam for the Bradley University men’s swim team!

Q: What do you bring to JSC?

A: I have always enjoyed rising to a challenge, working hard, and mastering new skills. I’m very good at what I do, and I have fun doing it. I look forward to using my abilities to expand JSC’s impact on the healthcare industry, connecting talented professionals with the people who need them most.

For more information recruitment services from Jordan Search Consultants, call 866-750-7231 or email us.

Every company has a reason for being. Here’s ours.

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Jordan Search Consultants: Our Story

Written by Founder & CEO, Kathy Jordan 

I was always interested in healthcare. In fact, at several times throughout my life, I considered going back to school to become a physician. The timing was never right; first as a marketing executive for a utility company and then as a mother of two young children. So, I started doing some research—how could I become involved in healthcare, but use my marketing and sales skill sets? The answer was physician recruitment.

After over a decade working at two of the largest healthcare recruiting firms in the nation, I realized I wanted to provide top-tier service to healthcare organizations throughout the U.S., no matter where they were located. I was dedicated to premium client service and had (and still have) a soft spot in my heart for rural communities.

Why? The obstacles faced by healthcare providers and patients in rural areas are vastly different than those in urban areas. Economic factors, cultural and social differences, educational shortcomings, lack of recognition by legislators, and the sheer isolation of living in remote areas all conspire to create healthcare disparities. The patient-to- primary care physician ratio in rural areas is only 39.8 physicians per 100,000 people, compared to 53.3 physicians per 100,000 in urban areas.

This uneven distribution of physicians has a clear impact on the health of the population, and I wanted to do something about it. Thus, Jordan Search Consultants was born.

Back in 2003, I knew what type of company I wanted to create—a resource for healthcare organizations that they could truly count on to help strategically solve recruitment and retention challenges.

Today, I’m proud to say that vision hasn’t wavered. Whether Jordan Search Consultants is providing healthcare professionals with fulfilling jobs, communities in need with top shelf clinicians, or my fellow big-hearted recruitment professionals with the opportunity to make a difference, our reason for being is clear. We are here to help.

For more information on physician recruitment, executive search, or higher education recruiting, contact Jordan Search Consultants at 866-750-7231 or email us.

DOs and MDs to Share Accreditation by 2020: A Move Towards Equality

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For years, there was an unfounded stereotype surrounding Doctors of Osteopathic Medicine (DOs). It was wrongly assumed that because DOs emphasize a whole-person approach to treatment and care, receive musculoskeletal training known as osteopathic manipulative treatment (OMT), and often practice hands-on healing, that they were closer to chiropractors than Medical Doctors (MDs). Perhaps the biggest perpetrator of the stereotype? The fact that DOs and MDs were accredited by two different governing bodies.

However, it has always been the case that DOs, just like MDs, fulfill internships and residency training in all the standard medical specialties. Just like MDs, DOs can prescribe medication and perform surgeries in all 50 states.

In a move toward equality, by 2020 the American Osteopathic Association (AOA), American Association of Colleges of Osteopathic Medicine (AACOM), and the Accreditation Council for Graduate Medical Education (ACGME) will transition to a single accreditation system for graduate medical education in the U.S. When fully implemented in July 2020, the new system will allow DOs to complete their residency and/or fellowship education in ACGME-accredited programs and demonstrate achievement of common competencies.

What does this mean?

DOs and MDs will now apply for residencies through a single match process beginning in 2020. This will eradicate the two separate systems with two separate deadlines. In addition, both of the licensing exams (United States Medical Licensing Exam—USMLE Step 1—taken by MDs and Comprehensive Medical Licensing Examination—COMLEX Level 1—taken by DOs) will be accepted for MDs and DOs (at most schools).

Why is this happening?

We need qualified physicians to meet increasing demand; we no longer have the “luxury” to discriminate based on stereotypes or preconceived notions. In 2017, the number of U.S. medical school senior registrants was 19,030; of those, 17,480 (94.3 %) matched to first-year positions. That same year, the number of U.S. osteopathic medical school applicants reached a record high of 5,000; of those, 2,933 (81.7%) matched to PGY-1 positions. The 2018 match also saw a significant increase in students and graduates of osteopathic medical schools. The numbers of DO medical school students and graduate students who applied were 4617 and 3771 respectively (out of 37,103 US and international applicants). 81.7% of DO applicants matched to a first-year position. Since 2014, the number of osteopathic medical school students applying in the match has increased by almost 70%.

As match numbers from the last two years indicate, DOs are increasingly competing, and then training, alongside MDs. The accreditation merger is the next logical step, a formality designed to improve the quality and requirements of medical education, and to ensure a consistent method of evaluating residencies for both DOs and MDs.

What does this mean for recruiting?

While there may have been a point in time where healthcare organizations would specify the need for an MD versus a DO, that time has passed. In fact, DO applicants often land positions over MD competitors in today’s aggressive marketplace simply because of the healthcare paradigm shift. In the era of population health and value-based healthcare, preventative healthcare strategies are paramount; DOs have been trained in holistic medicine and a disease prevention mindset. This often makes them great collaborators, team members, and patient advocates—all characteristics necessary to excel in today’s healthcare organizations. Especially with the accreditation merger, today’s healthcare organizations care less about the specific letters after your name and more about your ability to listen to, and partner with, colleagues and patients.

For candidate sourcing or executive recruitment, contact Jordan Search Consultants at 866-750-7231 or email us.

Wellness for Healthcare Providers: Why Taking Care of Those Who Take Care is Vitally Important

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Physician burnout as a term first gained popularity in 2016, when one NEJM Catalyst survey presented compelling evidence on the extent, prevalence, and consequences of burnout for healthcare delivery in the U.S. Of all executives, clinical leaders, and physicians surveyed, 96% agreed that burnout was a moderate to serious problem and 65% of respondents reported that at least a quarter of physicians in their immediate network were burned out.

What is Physician Burnout?

Physician burnout is characterized by the American Medical Association as a long-term stress reaction leading to depersonalization, including cynical or negative attitudes toward patients, emotional exhaustion, a feeling of decreased personal achievement, and a lack of empathy for patients.

According to Family Practices Management, the consequences of burnout include:

  • Lower patient satisfaction and care quality
  • Higher medical error rates and malpractice risk
  • Higher physician and staff turnover
  • Physician alcohol and drug abuse and addiction
  • Physician suicide

Needless to say, the effects of burnout can be detrimental to the individuals, their patients, and healthcare organizations as a whole. In fact, it is silently plaguing the healthcare industry.

Why Physicians Are High Risk of Burnout

There is a “myth of invulnerability” in the medical field perpetuated by an educational system and profession that rewards self-denial, determination, and exceptional job performance. Most healthcare providers have completed significant academic feats and grueling residencies, depriving themselves of food, water, sleep, and social interaction. This journey becomes a source of pride and the subject of “war stories” to tell younger residents when established. Much like the “I walked 10 miles to and from school” tales that we hear from older generations, older physicians consider number of nights spent in the call room or without sleep a badge of honor. Deprivation of basic human needs is thus reinforced.

The nature of medical training normalizes–if not encourages–a “service before self” mindset, wherein physicians essentially lose the ability to grant themselves self-care, even when it’s especially needed. As of late, medical schools are implementing programs designed to combat hose habits and promote a healthy work-life balance from residency.

But the problem continues after residency, as well. Physicians are tasked with an increasing amount of documentation through electronic health records, seeing more patients in less time, and increasing patient satisfaction scores. These stressors eventually take their toll—and the effects reach far beyond the provider to patients, staff, family members, and the community as a whole.

What Healthcare Organizations Are Doing About Physician Burnout

Physician burnout affects quality of care, effectiveness, efficiency, recruitment, and retention. Leading healthcare organizations are proactively creating a culture of wellness in their organizations because it makes good business sense.

Below are some ways that innovative organizations can cultivate physician well-being:

  • Improve the usability of Electronic Medical Records (EMRs). Making these tools easier to use decreases the time spent on clerical work and allows physicians to spend more time doing the work that’s especially meaningful to them.
  • Encourage self-care. Create a culture of leadership wherein physicians are expected to attend to their own wellness. Impose limitations on hours worked (and enforce them), provide convenient access to low-cost or free healthy food, on-site exercise facilities, and convenient places to rest.
  • Ask and ask often. Establish wellness as a quality indicator for your organization and distribute an annual wellness survey. By measuring and focusing heavily on provider wellness, the beginning stages of a burnout can be recognized early.
  • Engage wellness ambassadors. Assign a group to regularly meet, discuss, and measure provider wellness, brainstorm wellness initiatives, and model positive wellness behavior.

Creating programs, processes, and a culture of awareness and action around the severe physician burnout epidemic will help to mitigate it. Today, physician wellbeing initiatives are more than just added benefits; they are paramount to recruiting and retaining top talent.

Interested in learning more about how a comprehensive physician burnout prevention and mitigation program can provide your organization with a competitive advantage? Contact us or call 866-750-7231 for a free consultation.

 

Are you Ready for Your Inevitable Role as a Physician Leader?

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In today’s ever-changing healthcare environment there has never been a greater need for innovative physician leaders. However, the definition of a physician leader has changed. It used to be defined as the required stop a business-minded or administratively-savvy physician took on her way towards retirement. No longer. Today’s organizations are recruiting physicians of all ages with leadership competencies because it is required—not solely for aspiring C-suite individuals or those who wish to serve on a committee, but for everyone.

Clinical and operative competencies are no longer enough in the era of population health; physicians are required to lead staff, care teams, community initiatives, and more. They are required to collaborate, inspire consensus, negotiate, facilitate, and connect stakeholders. How can today’s residents and new physicians better prepare themselves to serve and contribute in this new era?

The Problem: Not Preparing Physicians for Leadership Roles

Medical school and residency do not prepare physicians for leadership positions. Yet, physicians make exceptional leaders. A Harvard Business Review article noted that physician-run hospitals top the U.S. News and World Report Rankings and earn 25% higher quality scores than non-physician run hospitals.

David Nash, MD, MBA and Founding Dean of the Jefferson College of Population Health says that physicians must seek out other opportunities to hone these skillsets—skillsets that include flexibility, a deep understanding of organizational culture, management content expertise, diplomacy, and interest in healthcare improvement. Without getting an MBA or a certification through the American Association for Physician Leadership, how can new physicians garner these essential and required leadership skills?

The Solution: Physician Leadership Training Program

According to a December 2017 Harvard Business Review article, increasing numbers of organizations have formalized a leadership training program that moves physicians through five levels of leadership. They move from individual practitioner to leader of a medical group, program, or academic medical center to market leader where they are responsible for a business segment or region. The final two stages include serving as a group leader or chief medical officer for a corporation or chair of an AMC faculty department, and finally an enterprise leader, such as CEO.

In addition, others who know defined leadership roles are in their future pursue a business, leadership, or management degree. Residents and physicians who are unsure about a formalized leadership position, but are aware of the increasing importance of leadership skills, can develop leadership competencies by:

  • Joining a Team: Committees and groups that emphasize collaborative brainstorming and participatory decision-making help to shift the autonomy mindset inherent to physicians.
  • Committing to Lifelong Learning: Leaders must be educated about the change they are tasked with managing.
  • Seeking Out Leadership Opportunities: Sitting on a strategic planning committee, running for a leadership position, or applying for a seat on the board of a school or charity will help with listening, collaborating, and strategic thinking.
  • Finding Ways to Make a Meaningful Impact: Consider getting involved in projects, programs, committees, and organizations to help teams work to create bottom-line change.
  • Becoming a Resource: Aspiring physician leaders must be visionary, with a comprehensive knowledge of healthcare’s evolution. They can do this by listening to mentors, colleagues, and co-workers to learn more about the implications of the always-evolving healthcare system.

Innovative healthcare organizations are always seeking smart, clinically competent physicians. But now more than ever, physicians must bring their expertise, experience, and unique perspective to the forefront of leadership. Healthcare today requires innovative, interdisciplinary physician leaders who will envision and shape the future of the business of medicine. Are you ready?

For physician recruitment services, contact Jordan Search Consultants at 886-750-7231 or email us.