Tip 6: How physicians are improving patient value

Recap of last week:

If you didn't happen to see last weeks interview with the editor of iProtean, she asked me to connect the dots between the current physician shortage and the challenging issue of physician leadership. I shared that my experience working with hospital communities across the country quickly made it clear that the related causes of the shortage are manageable at the "front line" level, and are acutely related to the need for Physician Leaders.

Intro: 

I don't know how you would react, but when I saw the graphic of The Hulk dressed in scrubs at the top of a recent Bloomberg article, "Doctors Without Boundaries," I didn't see it as much of an exaggeration. Everyone from Bloomberg to JD Powers (article: Patient Satisfaction Influenced More by Hospital Staff than by the Hospital Facilities) is writing about how human factors are the biggest influence on patient satisfaction and care.  All of these articles and studies are simply highlighting the symptoms of a widespread problem. Over the years, my experience with client hospital systems has helped me to uncover the single root cause of the problem: a deficit in physician leadership, and more importantly, a working definition of what being a physician leader means.

The last few months I've been sharing tips that have direct implications for how to design a collaborative leadership infrastructure with physicians, and the costly issues associated with this challenge. Business as usual (relying on the traditional carrot and sticks approach to improved physician involvement), isn't getting us anywhere. We need a more sustainable, solution oriented approach to the problem.  And we need to understand how to get our biggest influencers, physicians, to lead the way to improving patient care.

Tip 6: 

I hear from many organizations investing in a variety of physician leadership programs that aren't producing results. Not because their approaches are ineffective, but because they lack relevancy for most physicians. To achieve relevancy and engagement, you must clearly illustrate that the sole purpose of physician leadership is to generate patient value. When you frame physician leadership as the single most important effective way to increase patient value, your physicians will listen. And along with connecting physician leadership to patient care, when you further (and simply) define physician leadership as coaching, buy-in becomes almost immediate. Let me explain.

First, let's accept that all roads lead to Rome. All of the challenges you face: the prospects of a physician shortage, recruiting and retaining talent, creating a safe culture, improving patient experience, poor alignment, disruptive behavior, lack of physician engagement and accountability... they all share a common denominator/root cause, and that's the need for a physician coaching culture. Notice that I'm substituting coaching for leadership. Engaging your physicians in a coaching role is not only a practical, relevant approach to leadership, it offers a more definitive and actionable expectation of how we can improve team performance and generate real value for the patient. Feedback from physicians in my client hospitals tell me the "coaching" is much more tangible than "leadership," and tying the benefits of coaching to "What matters most to patients," seals the deal. If you'd like more clarity on the theme of coaching, check out some of our past issues where we provide road tested insights on physician's as coaches.

Secondly, most of your medical staff has different philosophies on leadership, it's purpose, objectives and expected outcomes. Take the time to identify the impact physician leadership (coaching) can have on improving the patient experience, satisfaction and quality. It's the only way to generate buy-in and sustained involvement from all your physicians. By beginning with a relevant definition, you're opening the door to designing a physician leadership culture that will most effectively improve patient care - and when physicians realize that, leadership will become a valuable aspiration that all of your physicians will seek to attain.

Feel free to join me on Facebook to further this conversation - I'd be happy to visit with you about how you'd see your organization implement a role description.

Visit the Patient Driven Leadership Site.

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Congratulations to the Montana Hospital Associationstaff for a successful Patient Driven Leadership Champions for Quality Conference. I look forward to continuing to collaborate with many  physicians and clinical leaders that are working tirelessly to improve quality not only in their communities but throughout the state.



Billing's MT session video coming soon! For those of you who would like to learn more about our statewide Patient Driven Leadership program we will soon have the entire video uploaded to thanks to the Billing's Clinic for making this video production possible.

Visit the Coach+Leader Blog.

Tip 5: Confronting The Physician Shortage

In the last Coach Leader we talked about designing our roles as coaches so that a physician's role evolves to best meet the needs of patients and staff. In the hospitals that we're working with that currently subscribe to our "role design" approach, physicians are becoming more engaged as they almost immediately see the benefits of coaching as a tool to improve care and the patient experience.

When the editor of iProtean recently asked me about the impending physician shortage based on a recent article in The New York Times, we talked about physician role design as a preventative measure we can take to substantially reduce the effects of this shortage. The following interview speaks to the real connection between role design and this impending crisis in the context of reworking or evolving the roles of physicians into physician coaches, and how it directly impacts the shortage. It's easy to see how physician coaching results in giving our patients what matters most to them, while improving conditions for physician leadership and team performance.

As the federal and state governments continue to implement the provisions of the Affordable Care Act, experts express concerns about the lack of physicians to care for the expanded pool of patients.  "The Association of American Medical Colleges estimates that in 2015 the country will have 62,900 fewer doctors than needed.  And that number will more than double by 2025, as the expansion of insurance coverage and the aging of baby boomers drive up demand for care.  Even without the health care law, the shortfall of doctors in 2025 would still exceed 100,000." (The New York Times, July 29, 2012.)

Health experts, including many who support the law, say there is little that the government or the medical profession will be able to do to close the gap by 2014, when the law begins extending coverage to about 30 million Americans.

The shortage has been described as an invisible problem; that is, patients still get care, but the process is often slow and difficult.  An additional concern is the lack of experienced physician leaders to manage the implications of the shortage over both the short and long term.

We asked Brian Wong, M.D., CEO of The Bedside Trust and iProtean expert, to provide his insight on the anticipated physician shortage and the importance of physician leaders.

iProtean: There is a lot of talk about boosting physician leadership programs to help hospitals leverage existing physician resources in a smarter way. What are some practical actions administrators and physician executives can do to prepare for the anticipated physician shortage?

Brian Wong, M.D.: My solution for this impending crisis is quite similar to the treatment plan that I have put into practice to prevent related symptoms such as poor physician relations, poor retention, disengagement, lack of physician collaboration, poor staff relations, etc.  Not only are these symptoms directly related to the shortage crisis, they carry substantial costs and impact care on a daily basis.

Allow me to rephrase your question in a more patient centered way:  "How can physicians contribute as leaders so that we have a greater impact on care without adding more to our workload?"  The answer to this "ultimate" question positions your physicians to stop these recurring symptoms in your hospital community, while also addressing the root causes of physician shortage in our industry that led to diminished capacity:  a deadly combination of early retirements, practice restrictions (closed panels), shortened hours, and non-direct patient care career changes.

To be successful at expanding physician capacity without increasing workload, we must design a physician's role so that it aligns with what matters most to patients, while creating the conditions for the team-oriented approach required as this shortage advances.  Organizations must be intentional when it comes to physician role design. Many of the hospitals that come to us for assistance seek improved physician involvement and higher levels of accountability to improve patient experience and care, but they lack the ability to clearly define and communicate the specific role physicians need to play.

iProtean:  Please clarify what implications physician role design has on physician leadership development and the specific issues it addresses for organizations.

Brian Wong, M.D.: Having spent over 30 years of my career as a physician and physician executive, my point of view on physician leadership may surprise you.  Most physicians did not get into medicine to become leaders and have a less than enthusiastic response to leadership training.  Role design is a practical and concrete solution for organizations that need more physician involvement but realize the constraints of leadership programs that require a year's worth of soft skill development and a binder full of initiatives.  Getting physicians to show up as leaders is possible when you connect their role with patient needs and what physicians are naturally good at.  It's a simple business case:  every physician has a coaching role.

Most of the physicians with whom I work are natural coaches.  Unfortunately for the patient, coaching is not often treated as an organizational practice and a part of the culture as it is in medical school.  So why did it stop?  Once outside the academic setting, nobody reminded us of this important role, and our collective coaching acumen deteriorated into what physicians themselves might call "disuse atrophy."  When physicians understand their primary focus includes fulfilling their organizational role as coaches, team performance improves dramatically and patients benefit.

One medical director I'm working with noted "When I ask my physicians to start thinking like a head coach of a team it gives them a specific role to play and the opportunity to set new standards for how we work as a team to benefit the patient."

Role design is not a new business concept, nor a complex solution to these common challenges.  The most innovative consumer-facing businesses outside of healthcare leverage cooperative infrastructure models (role design), as opposed to using our current institutional carrot and sticks approach for improved physician collaboration and capacity.  In the healthcare industry, we have not taken the requisite steps to design a cooperative infrastructure with our medical staff.  Instead, we have resorted to an array of initiatives that target only the symptoms resulting in overburdened, disengaged physicians; higher operational costs; and inferior patient experience and quality.

iProtean:  What advice would you give to a leadership team looking to begin addressing physician role design-related issues?

Brian Wong M.D.: Take time to help your team gain clarity on your current state, the costs your current state has on patient care, productivity, etc., and the results you require.  It's important to guide conversations based on what matters most to your patients rather than the "do more of this and less of this" approach I've seen all too often. Consider these three patient-driven points as your discussion guide:

• Patients expect us to work as teams.
• Patient-centered teams need a coach.
• Every physician has a coaching role.

These three tenets will provide the structure and focus for an initial discussion that will begin to better define the role physicians must play within your organization.

The first step in building a more cooperative infrastructure with your physicians begins with a few conversations. As the conversations build, consider a few of these road-tested questions that generate greater clarity and direction:

• When it comes to designing collaborative relationships with physicians, is our institution an enabler or an obstacle?
• Have we taken the steps to collaborate with our physician executives to develop a clear organizational definition of physician leadership?
• Has this definition been accepted, well communicated and appropriately vetted by the medical staff leadership?
• Do our physicians have an organizational role description that guides the type of physician involvement and teamwork we'd like to see in our community?
• How might a more clearly defined role description affect job satisfaction and fulfillment for current and future physicians?
• As we invest resources in physician leadership related activities, what are the expected outcomes; i.e., improved teamwork, improved staff relations, accountability to quality goals, etc.?
• How might a culture based on physician coaching affect your goal of better care, better experience and lower cost?
• What primary coaching capabilities and actions (formal and informal) can our physicians fulfill to have a greater impact on care daily?

Questions like these will help your organization begin to define role clarity for your physicians. If you are going to improve the capacity and contribution of your physicians you must create a coaching culture.  Being intentional about role design will retain and attract physicians, create a more collaborative environment and, most importantly, improve the patient experience and quality of care.

Feel free to join me on Facebook to further this conversation - I'd be happy to visit with you about how you'd see your organization implement a role description.

Visit the Patient Driven Leadership Site.

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Congratulations to the Montana Hospital Associationstaff for a successful Patient Driven Leadership Champions for Quality Conference. I look forward to continuing to collaborate with many  physicians and clinical leaders that are working tirelessly to improve quality not only in their communities but throughout the state.



View a video clip from the Billing's Montana session! To learn more about our statewide Patient Driven Leadership program and/or request a full length video please email your request to bedsidetrust@me.com.>>>

Visit the Coach+Leader Blog. 

Tip 4: Ultimate Question for a Healthcare Leader

The Coach Leader is a bi-monthly series of ready-to-use tips to assist you in developing a concrete leadership practice that has the most impact on improving patient care.  Why become a Coach Leader?

1. Patients expect us to work as teams.
2. Patient centered teams need a coach.
3. Every leader has a coaching role.

It's a straightforward point of view that focuses on best utilizing your time as a leader by emphasizing your role as a coach. As a Coach Leader, you'll gain the ability to mobilize your people into patient centered problem solving teams and have the most impact on improving care.

The Ultimate Question for a Healthcare Leader

Yesterday, I had an eye opening conversation with a medical director I admire. He'd read the initial Coach+Leader tips and called me to share that while the ideas sounded inspiring, he just couldn't do any more or ask any of his docs to either... his staff was already at capacity and suffering from initiative overload. Having felt it often, I understood that feeling of being overwhelmed, inefficient and fragmented. Knowing his frustration got me to thinking that there are some aspects of coaching and leadership that require more effort than others, there are also a good number of actions we can take that result in saved time, less rework, and greater efficiency.

This led me to the "The Ultimate Question": How can we contribute as leaders so that we have a greater impact on care without adding more to our workload?

While I can't promise you that there are not aspects of coaching that require skill development and practice, the most important aspects of coaching and leadership are more about how we show up... how we lead our staff, and eventually affect our community. It begins with identifying the leadership skill (coaching) that allows you to spend more time proactively leading your organization versus managing recurring problems. This is the first step toward having the most impact on improving patient care.

Here are a few highlights from the past 3 tips:

1. Start thinking like a Coach. Patients need us to work as teams. Patient centered teams need coaches. Every leader has a coaching role
2. Improve team performance by helping your team as a coach understand their role. Our organizational role must be based in patient values (T.R.U.S.T.E.D.)
3. Help to improve team problem solving by making it safe for your team to speak-up and share ideas. The measure of a team is how well they solve problems together.

Take a closer look at the short list above. These patient driven ideas depend on leaders being focused on how to show up to create the conditions needed to improve care, rather than how much of their "to do" lists they accomplish.  Improving care begins and ends with integrating a coaching mindset... which takes no additional work to do... and leads to less recurring problems to deal with.

Feel free to join me on Facebook to further this conversation - I'd be happy to visit with you about how you'd see your organization implement a role description.

Visit the Patient Driven Leadership site.

Tip 3: Reach for your whistle first... then your stethoscope.

The Coach Leader is a bi-monthly series of ready-to-use tips to assist you in developing a concrete leadership practice that has the most impact on improving patient care. Why become a Coach Leader?

1. Patients expect us to work as teams.
2. Patient centered teams need a coach.
3. Every leader has a coaching role.

It’s a straightforward point of view that focuses on best utilizing your time as a leader by emphasizing your role as a coach. As a Coach Leader, you’ll gain the ability to mobilize your people into patient centered problem solving teams and have the most impact on improving care.

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Reach for your whistle first... then your stethoscope.

In the last issue, I shared an everyday example of a physician helping colleagues defuse an argument that was impeding patient care. Some of you responded to the posting with surprise that a physician would readily approach the situation from a coaching perspective, with the goal of improving patient centered teamwork. It turns out, that most of the executives, nurses and docs I work with are natural coaches... when they learn to switch their primary focus from getting their individual jobs done, to fulfilling their organizational role as coaches.

Design your coaching role: One physician executive wrote to me, “I think my job would be much easier if all of my 160 physician’s acted like coaches of a team.” She wanted to know how an organization like hers could attract physicians with a coaching mindset. So I shared some of my last week's experience in Montana facilitating a quality collaborative. I had the opportunity to ask a series of questions to a number of physicians, nurses and executives, including, “Where would you be today without coaching?” The ensuing discussing led us back to the beginning... to medical school, nursing school or grad school, where we all realized that the most effective teachers/mentors, were the ones who delivered as coaches. The 100+ Montana leaders continued by validating the overt benefits of coaching - including improved metrics on physician staff relationships, reduced re-work, and a culture of teamwork emerged... which all translated to improved care... not to mention the savings of significant dollars that we lose every day from poor organizational performance. Unfortunately, most of the hospitals they all ended up in didn't emphasize coaching at all. Instead, everything revolved around their jobs. Now that they've become aware of the significant benefits of coaching, beginning with improving patient care, they're making role design (emphasizing their organizational role as coaches), their first priority. It helps that we all inherently know how to coach - we just have to decide to do it... again!

Getting serious about Role Design: Coaches know that building a highly functioning team is a deliberate process. We have systems in place for hiring and evaluations (job description), we have checklists for safety, and process improvement, but we don't have equivalent processes in place for what it takes to understand our roles as coaches... our "role description."

When our clients and audiences realize they can design organizational roles, everything changes. Leaders in Montana understood that they must make this happen throughout their organizations. They realized that designing and implementing a role description is the key to improving patient care.

Feel free to join me on Facebook to further this conversation - I'd be happy to visit with you about how you'd see your organization implement a role description.
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Congratulations to the Montana Hospital Association staff for a successful Patient Driven Leadership Champions for Quality Conference. I look forward to continuing to collaborate with many physicians and clinical leaders that are working tirelessly to improve quality not only in their communities but throughout the state.

Billing's MT session video coming soon! For those of you who would like to learn more about our statewide Patient Driven Leadership program we will soon have the entire video uploaded to Thanks to The Billing's Clinic for making this video production possible.

 Visit the Patient Driven Leadership site.

Tip 2: Let's move the conversation forward...

In our first issue, we outlined the business case for all healthcare leaders to take on the role of Coach+Leader:

1.  Patients expect us to work as teams.
2.  Patient centered teams need a coach.
3.  Every leader must have a coaching role.

While many of you noted the simplicity of these points and the clear purpose it offered, a number of you asked us to get a little more definitive about what being a Coach+Leader actually feels like and accomplishes. 

Tip 2:  Let's move the conversation forward...

When we as executives, physicians and nurse leaders focus on our role as coaches, we help our teams solve problems together more effectively, which directly impacts care. And it all begins with acting like a coach.

Think of a coach who had an impact on you? What attributes did he or she demonstrate that you now admire? The positive approach "your" coach shared with you plays an even more important role in the ultimate team sport, healthcare. On the field, good coaches know how to help their team perform at optimum levels, but in healthcare, working at optimum levels hinges on our ability to solve problems together as teams. And as leaders, it's our primary objective to direct our people toward that end.

In healthcare, although it begins with leaders, I've seen the tremendous gains made when physicians begin to treat all of their relationships as coaching opportunities. Here's an example of a "coachable moment". A client recently reported that one of their physicians defused a disruptive conversation between a fellow physician and a staff member by showing him his T.R.U.S.T.E.D. card as an informal reminder. By referring to this coaching tool, he prompted his colleagues to think about their organizational role as a Patient Centered Problem Solving Team, prompting the conversation to shift toward, "What matters most to their patients?"

Bottom line: Coach+Leaders improve team performance by helping everyone understand their role. To request a Coach+Leader card simply reply to this email and visit us on Facebook to share your thoughts.

Visit the Patient Driven Leadership site.

Tip 1: Start thinking as a Coach Leader

Tip 1:  Start thinking as a Coach Leader

1.  Patients expect us to work as teams.
2.  Patient centered teams need a coach.
3.  Every leader must have a coaching role.

So many of our clients tell me that before we started working together, they saw themselves as an executive, administrator, a physician, a nurse etc. Most of them defined themselves by their job descriptions. They shared that their first step to becoming a Coach Leader was to realize that along with their job, they have a role to perform... and that role is to be a coach to everyone they work with.

Begin to think: “I need to approach every conversation as a coach because it is the most effective way to lead.” Coaches help their teams solve problems together.

Visit the Patient Driven Leadership site.