must lead the way as healthcare moves towards new payment
and care delivery models say executives at the country’s largest health
systems. According to a report in Fierce Healthcare.
The industry needs more physician leaders to drive the
movement from volume to value, said Robert Pearl, M.D., chair of the Council of Accountable Physician Practices (CAPP) and executive director and CEO of the
Permanente Medical Group. Pearl was speaking at a physician leadership panel
discussion in District of Columbia.
on a roundtable discussion on healthcare leadership were Mark
Klau, M.D., assistant regional medical director for Southern California
Permanente Medical Group, Philip Oravetz, M.D., medical director for
accountable care at Ochsner Health System in southeast Louisiana, Lee Sacks,
M.D., CEO of Advocate Physician Partners in Illinois and Nicholas Wolter,
M.D., CEO of Billings Clinic in Montana.
Screening early in the recruitment
process is undertaken by both Oravetz and Klau when they note doctors who have
promise for a future leadership role. To this end, Ochsner, has four leadership
tiers that enable staff who are developing into leadership roles to move up the
career ladder; emerging, progressing, advanced and executive.
Succession planning is also recommended with leaders being encouraged to have a possible successor in place before leaving.
“Everybody kind of just progresses along,” said Oravetz. “It’s critical that we have a pipeline.”
Leadership development is also flagged
early on at the Permanente Group where potential leaders undertake a three-day
programme held over two months. These progress to advanced courses for doctors
moving into potential leadership roles. Ensuring that good candidates do not
get overlooked is critical for a good leadership programme.
CAPP offers a series of articles on physician leadership for healthcare
systems not yet cultivating potential leaders fully. The aim is to “translate
the experience of national leaders”.
Source: Fierce Healthcare
Image Credit: physicianleaders.org