Adam Solomon, MD, chief medical officer for MemorialCare Medical Foundation in Fountain Valley, Calif., provided a few key thoughts on physician leadership and advice for the next generation of physician leaders:
Although it is often said that “all physicians are natural leaders,” I have found the skills that enable physicians to advance in complex healthcare organizations are not that common. Of four primary skills that contribute to the success of an emerging physician leader, the first is the ability to listen. Doctors often grow accustomed to giving orders and expecting them to simply be followed. Some even chafe when another professional points out an unintentional error. When working in a team of professionals from different backgrounds, it is essential that doctors listen carefully to what others have to say and avoid being defensive. Sometimes the most appropriate response is a genuine "thank you for your input."
A second essential skill for physician leaders is the converse; the ability to communicate clearly. As many physicians will take time to explain diagnoses and options to patients in layman’s language, doctors need to extend that skill to business colleagues. That doesn't mean they need to "dumb down" their points. It is actually more difficult to explain a complex concept to another person in a simple, straight-forward way, without them feeling patronized, than to use convoluted language or jargon. In my experience, the lack of ability to speak to individuals and groups in a plain and easily understood manner is the greatest stumbling block to advancement in larger health systems.
Another talent doctors have that doesn’t always translate into business is their tendency to be natural problem solvers. The challenge is that they often focus only on the dilemma at hand instead of the bigger picture that led to the issue in the first place. Transitioning to a process-thinking mindset is a third skill emerging physician leaders need to learn. While helping address the current quandary, it’s important to also assist the team members in assessing how the concern developed in the first place and if there is a process that could be implemented to either prevent recurrences in the future or help identify them earlier. It is just over the past several years, for example, that doctors are realizing that having standard protocols for the majority of situations and only deviating for specific exceptions results in the best patient outcomes over time. High-functioning businesses have known for a while to be the best way to avoid doing the same work over and over.
A fourth, but possibly most important skill for new physician leaders to demonstrate in order to advance in an executive role, is to show initiative. If you identify a need or an enhancement that can improve outcomes or workload, don’t wait for someone to ask you to act. Take the initiative to do something about it. To be successful at this skill, you need to be able to demonstrate the other skills noted above. Understand processes, listen to others to understand their roles and interests and clearly articulate your concerns and thoughts on how and why things can or should be revised. Then you need to do something about it without being asked.
Aside from strong clinical judgment, all these skills are attributes that differentiate a great physician from an average one. They can be practiced while caring for patients and honed while participating in committees and serving on boards. Physicians that are able to demonstrate these skills on a consistent basis are the ones with unlimited career options who will advance quickly in any healthcare organization.