I recently wrote a guest post on the changing demographics of American physicians. I crafted it as an open letter to organizational leaders, who need to understand and respond to the shifting needs of these physicians if we are to have a healthy physician workforce in the years to come.
Dear Healthcare Leaders, Board Members, and Interested Others:
You may have noticed a recent trend in your human capital. If you haven't, here's the upshot: Your physician workforce is changing.
And to guide your organization, you'll need to understand those changes — and shift your priorities accordingly. As a physician and author dedicated to helping my clinician colleagues thrive, I'm here to help.
Here's how your workforce is evolving...
Read the rest of the post here!
On a sunny day in July, I dutifully ensconced myself at my desk and connected to a half-day National Academy of Medicine conference on burnout. All the speakers were interesting, but my ears really perked up toward the end of the event, when Jo Shapiro, MD, director of the Center for Professionalism and Peer Support and Chief of the Division of Otolaryngology in the Department of Surgery at the Brigham and Women’s Hospital in Boston and an Associate Professor of Otolaryngology at Harvard Medical School, spoke about the connection between leadership and physician well-being.
Her comments resonated with questions I’ve been contemplated a lot lately: What role do leaders have in addressing burnout among their physicians? And how do we compel them to do so, when they have so many conflicting priorities? Too often, leaders don’t seem to grasp the importance and severity of burnout, especially among their physicians. Most of the physicians with burnout whom I’ve interviewed describe little if any effective action from leaders to address the underlying causes of burnout.
I contacted Shapiro, who generously agreed to a phone interview. Here’s a recap of our conversation.
In this post, I want to share a cool idea used at Mission Health in North Carolina. I recently interviewed Dr. Ron Paulus, CEO of the health system. Three years ago the organization launched “Immersion Day,” when board members leave their corporate meeting rooms to shadow the doctors and nurses in their hospitals. Journalists and legislators are also invited to join. They don scrubs, go through an orientation, sign privacy forms, and spend 9 to 12 hours behind the scenes watching frontline clinicians in their everyday work. They gain insights they could never have gained otherwise. According to Dr. Paulus, Immersion Day helps each side learn how the other thinks. For many board members, it's the first time they've been at the front lines of care. For many physicians, it's the first time they've met a member of the board. (The health system has a second program, appropriately named "Walk a Mile," for senior executives.)