Health Administration & Physician Leadership

Transcription

1 Health Administration & Physician Leadership 1

2 The future of health care isn t something you predict, it is something you create. Physician leaders need to embrace the turbulent environment and help shape the future of health. 2

3 Presentation Objectives Provide insight regarding current administrative structures Overview of current administrative roles To understand the role of hospital administrators in today s environment Physician Leadership 3

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6 This is the mathematical equation for that same worm hole. Others have said this must represent the decision making process of health care administrators/leaders. I hope by the end of little discussion you will view health administration and physician leaders differently. 6

7 Health Authorities VCH, FHA, VIHA, NHA, IHA PHSA First Nations Health Authority 7

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11 VP Medicine HAMAC Chair Physician Leaders Traditional Roles Chief Medical Health Officer Program Medical Leads Department/Division Heads Directors of Research Undergraduate/Post-graduate Directors Committee Chairs EHS Medical Control 11

12 CEO COO Physician Leaders Alternate Roles Deputy Minister/Minister of Health Specialized Practice niches 12

13 Physician Leadership Central to organizational success Increasing importance placed on physicians as leaders Increased need for highly skilled physician leaders at all levels of health care 13

14 Leadership Leadership is the art of accomplishing more than the science of management says is possible. Colin Powell Giving people clarity of direction and a sense of purpose are central to strong leadership. Jim Collins Good to Great 14

15 Leadership Leadership is a serving relationship with others that inspires their growth and makes the surroundings a better place. 15

16 Typical View of Physician Leaders Not doing real work How hard can it be You are one of them; a suit 16

17 Job Others WANT filled Physicians acknowledge the legitimacy of empowered leaders as critical influences on hospital operations Organization leaders try to actively engage & empowered physician leaders On the other hand, few want to do the roles, but everyone one wants someone in the role. READ SLIDE 17

18 Perspectives Physician Perspective Administrator Perspective Since administration Physicians don t seems to have little understand the impact of understanding and their choices on costs. appreciation for our They also don t patients needs, we understand the need to physicians must continue accumulate capital in to resist all this change order to be a long-term and protect what little financially viable resources we have left. community resource. We administrators must control the physicians to the best of our ability. 18

19 Clinicians vs Leaders Physician Clinicians Physician Leaders Doers 1:1 interactions Reactive philosophy Receive immediate gratification Deciders Value autonomy Independent Practice advocate Identify with profession Planner & designer 1:N interactions Proactive philosophy Delayed gratification Delegators Value collaboration Participative Organizational advocate Identify with organization 19

20 A Real Job Clear role descriptions Engage physicians to improve the delivery of health care Authority and accountability Dedicate time to the role 20

21 Physicians as Leaders: Challenges Medical school and clinical practice may not provide physicians with essential skill sets for successful careers in management Team building, communication, negotiation, planning, consensus, dispute resolution 21

22 Physicians as Leaders: Challenges Management Accountability - Two Hats conflict as department head vs hospital manager Credibility with Senior Executives 22

23 Physician Leader Accountability To the patient To the system 23

24 Accountability to the Patient 24

25 Accountability to the System Quality of care and patient safety Patient satisfaction Clinical outcomes 25

26 Accountability to the System Resource Utilization Length of Stay Expected Date of Discharge (EDD) Necessity of Admission (NOA) Evidence-based Practice Guidelines Clinical Pathways Case Costing Benchmarking vs. Best Practice? 26

27 Leaders: Key Competencies Honesty Integrity Credibility Decisiveness Passion Hard work 27

28 Leaders: Key Competencies A paradoxical mix of personal humility (modesty) and professional will and commitment (to both work and family!) Attribute success to others look in the mirror to attribute blame for things that don t go well 28

29 Leaders: Key Competencies Great leaders are great simplifiers 29

30 Physicians as Leaders: What does it take to excel? 1. Start early 2. Accumulate credentials in both management and leadership 3. Prioritize 4. Commitment Ken Tremblay, Hospital Quarterly

31 Remember Leadership is the exercise of influence to improve our individual and collective capacity to work together to achieve a constructive purpose The more sophisticated our leadership behaviour, and the more artistic i.e., its ability to adjust to context the greater the potential for engagement with others 31

32 Moving Forward The opportunities for physicians to lead change and define the future of health care have never been greater. As complex issues continue to shape our evolving health system, physicians will play a greater role in leading and managing the system. A sustainable health system committed to high standards will not be realized without strong physician leadership. 32

33 Thank you! 33