Course Descriptions | Physician Leadership Academy

Course Descriptions

You're Not Just a Doctor Anymore: Physician as Leader, Influencer, and Communicator

Faculty: Kevin E. O'Connor, CSP

The requirements of those around us, of our organization, and the entire healthcare system is requiring a new kind of attention from its physicians--to come to the front as leaders, influential leaders. In this interactive, content rich, skills oriented, and entertaining seminar, physicians will have an opportunity to get a birds eye view of what makes today's physician leaders unique, what makes them effective, and what makes what they do significant to others, to their organization, and to our entire healthcare system. Sometimes the physician leader will be required to make a difficult decision, to listen ever more closely, to reach out to others, and to enlist the cooperation of those who are sometimes not very cooperative. All of these skills can be learned.

Please join us for a spirited session devoted physician as influencer, as leader, and as communicator. You may have already noticed it in your practice and your hospital, with patients and with are not just a doctor anymore!

Participant Outcomes:

  • A common vocabulary of leadership, change, and influence
  • An opportunity to openly discuss leadership successes and near successes
  • A way to forge a leader identity that focuses on outcomes
  • Strategies to use immediately with others at your site

Effective Meetings, Leadership Skills, and Communication Styles

 Faculty: Allison S. Linney, MBA

Conducting a meeting is generally the first thing colleagues see you do. If you can't run a meeting well, your strength as a leader is questioned. Physician leaders must learn how to control those who talk too much and get information from those who talk too little. This course will provide the ability to determine what topics should be discussed in and outside of the meeting and allow the participant to:

  • Learn the communication style of others in order to influence them.
  • Decide what kinds of meetings to have and when.
  • Use a technique that identifies problems and solutions.
  • Remain calm and professional in emotionally charged situations.
  • Give effective feedback.
  • Each participant will complete a Myers-Briggs Type Indicator assessment as part of this course.

From Autonomy to Teamwork

Faculty: Barry R. Silbaugh, MD, MS, FACPE

Physicians are trained to be autonomous in their thinking and actions. But health care is a "team sport," requiring the ability to be both a team member, and sometimes a team leader. The skills required to produce highly reliable care involve understanding how each individual human being makes mistakes, how we can be accountable to ourselves and others for minimizing the opportunity for mistakes, and how to influence others to change when patient safety is at stake. This course:

Gives an overview of system contributions to highly reliable care, including how good decisions are made.
Outlines the principles of highly reliable organizations.

Demonstrates the connections between system leadership goals and what happens at the patient care interface - and how those goals must be translated into specific individual and team behaviors at the front lines.

Describes strengths of physicians that contributed to success in pre-medical and medical training - but which can become liabilities when teamwork is required.

Integrated Health Systems: Drivers, Designs & Strategies

Faculty: Daniel Zismer, PhD

U.S. healthcare market dynamics will challenge the traditional models of health care delivery. These pressures are likely to encourage more provider-side consolidation: physicians and hospitals. Alternatively, physicians consolidate to form larger clinical care and business models and compete directly for markets and revenue. This course is designed to provide an introduction to design, management and strategy of integrated health systems.

Integrated Health Systems: Physician Engagement

Faculty: Stephen Beeson, MD

For system integration to work, physicians must support and engage in a collaborative organizational structure and culture. Physician behavior must be consistent with the vision and values of the organization. Physician and administrative leadership must be tightly coupled moving in a unified direction. Diverse cultures and philosophies need to unify to create a "shared agenda."

  • Examine systems that earn physician loyalty.
  • Create effective and accountable leadership structures.
  • Train physicians to execute an organizational vision.
  • Manage difficult physician behavior.

Integrated Health Systems: Clinical Integration

Faculty: Brian J. Silverstein, MD

Implementing clinical integration will be the cornerstone of operational and clinical improvements in the next decade. As the healthcare delivery model evolves physician leaders will need to know how competing market dynamics, technological advancements, greater customization; and the demand for quality will drive clinical integration. This course will explore key trends, developments, and guidelines which will to help shape clinical practice in the future.

  • Describe the elements of various clinical integration models e.g. employment, foundation, medical home and accountable care organizations.
  • Examine critical success factors, payment methods and co-management agreements.
  • Explore case studies which illustrate clinical integration models.

Strategic Planning and Marketing

Faculty: Eric Berkowitz, PhD

This course will enable participants to understand key marketing concepts and strategies for use in health care organizations. Issues such as target markets, competitive advantage, differential advantage, marketing mix, relationship marketing, and branding will be addressed, through exploration of:

  • The needs of the marketplace and how to respond to them.
  • What is really going on in the health care marketplace.
  • How patients make choices among organizations and physicians make decisions about referrals.
  • Marketing Applications: Physician Recruitment, Launching New Programs and Services, Referral Patterns and Patient Loyalty.
  • Organizational positioning. Identifying trends and forecasts for new opportunities.
  • Strategic planning to capture market share.
  • The role of the marketplace in building strategic plans.
  • Ways to determine what's needed and what's wanted.
  • How to respond to local market demands while staying aware of needs of the entire organization.
  • Your organization's differential advantage in the marketplace.
  • Strategies for market research, advertising and pricing.
  • Controlling the flow of patients.
  • Gaining bargaining power in contract negotiations.

Managing Physician Performance

Faculty: William F. "Marty" Martin, PsyD, MPH

This course will provide a road map to managing the performance of healthcare providers, as well as improve practical skills.

  • Human behavior in organizations - theory and reality of eliciting desired behaviors.
  • Establishing standards of behavior and performance - defining, measuring, interpreting and applying various instruments and methods.
  • Managing conflict - giving formal and informal feedback to different types of individuals in different situations.
  • Creating systems for reinforcing performance improvement.
  • Managing disruptive behavior and marginal performers.
  • What to do when behavior improves, and step by step analysis and discussion of what to do if it doesn't.
  • Dealing with clinician impairment for the good of the individual and organization.
  • The costs of doing nothing.

Techniques of Financial Decision Making

Faculty: Steven Finkler, PhD, CPA

The ability to apply financial principles and concepts to decision making is critical for the physician executive, but is often a mystifying blend of mechanical calculation and confusing theories. This course provides the knowledge and skills to turn the mysteries into tools you can use to shape your organization's strategic future. The focus is on operations and investment, and the integration of financial principles into those areas. The basic principles of finance will be taught along with the mechanical skills of manipulating financial tools, giving each participant a thorough understanding of the key areas required to both build and grow a fiscally healthy organization. Specifics include:

  • Really using financial and accounting statements.
  • Budgeting and cost management that makes sense.
  • Productivity and performance enhancement.
  • Risks and returns within your organization and in capital markets.
  • Practical investments for short and long term goals.
  • Creating value for your organization in the competitive marketplace.

Three Faces of Quality

Faculty: Harry L. Leider, MD, MBA, FACPE and Ed Walker, MD, MHA

Because of their unique roles in patient care, physicians must be leaders in the area of performance improvement. Understand your role in supporting high quality health care. Discover how to design and implement systems that drive better patient and business outcomes. Apply real-world concepts to improve quality at your organization.

  • See what you, as a physician leader, need to guide your team in the support of high quality health care
  • Learn performance improvement tools you can use to deliver higher quality health care and ensure patient safety
  • Gain a better understanding of how a culture of high reliability can help your organization prevent, detect and mitigate errors, using examples from commercial aviation
  • Outline a plan for returning to your home institution and initiating quality improvement efforts
  • Influencing physician behavior to improve quality and cost-effectiveness