Drazen/doctor and business
By Tony Stajduhar
President, Jackson Physician Search
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It's an interesting question, and one that we talk about frequently in physician recruiting: Should doctors run healthcare organizations? Over the years, we have placed hundreds of physicians in leadership, from medical directors to Chief Medical Officers. Most of the time, we are placing physicians in roles where they can gain the skills they need to become physician leaders. It's especially satisfying to make a match between a physician and an organization looking to identify a leader to bring their patient-facing experience and unique insights to the task of improving patient care by shaping policy.
Physicians make great leaders because they bring a blend of clinical expertise and administrative acumen that leads to business success. And they often bring particular insights that lead to better patient outcomes. According to Definitive Healthcare, the most common medical specialties for physician executives are family medicine and internal medicine.
Most of the physician executive roles we recruit for are in patient-facing organizations, like medical practices and hospitals, but other times, physician leadership is desired in a nonclinical setting, such as a pharmaceutical company. While hiring a physician executive has numerous advantages, it is true that effective leadership also requires complementary management and leadership skills. Identifying the right pool of candidates who possess both skill sets means finding someone who can communicate effectively, manage teams, and navigate complex financial and regulatory landscapes.
Bridging the Gap
Accomplished physician executives possess a deep understanding of medical practice that, when combined with business know-how, means they can align clinical operations with the broader goals of the organization. They can effectively communicate with both medical staff and executive leadership, ensuring that decisions are made with a comprehensive understanding of the clinical implications.
By involving physician executives in strategic planning and decision-making, healthcare organizations can tap into their invaluable insights. These leaders can provide a realistic perspective on new initiatives, evaluate their impact on patient care, and identify potential pitfalls. Ideally, they foster a collaborative environment where clinical and administrative teams work together toward a shared vision.
Improving Operations and Outcomes
Physician executives can analyze complex healthcare systems to identify areas for improvement and implement evidence-based practices that enhance both efficiency and quality. They can leverage clinical expertise to streamline processes, reduce waste, and optimize resource allocation.
Even better, physician executives bring a patient-centered approach to organizational decision-making. By championing patient-centric initiatives, they can positively impact patient satisfaction and outcomes. Integrating clinical and administrative perspectives under their leadership drives a culture of continuous improvement and fosters a patient-centric environment.
Nurturing Physician Engagement and Retention
Physician executives play a crucial role in fostering physician engagement and retention within organizations — something that is a top priority given chronic shortages and persistent burnout. They have personally experienced the demands of clinical practice, and this allows them to cultivate a supportive environment that promotes physician well-being and job satisfaction.
By involving physician executives in the recruitment and onboarding process, organizations can expect a seamless transition for new physicians. Offering valuable insights into the professional needs and aspirations of their peers, they help match candidates with the right organizational culture and opportunities for growth. Moreover, physician executives act as advocates for physicians, ensuring their voices are heard and concerns are addressed.
Finding the Right Executive Is Sometimes Challenging
To minimize the risk of a lengthy search, healthcare organizations should spend ample time upfront thoroughly defining the position, ideal candidate profile, and search process.
Gain Consensus
The difference between a successful search and a failed one often comes down to not gaining consensus with all stakeholders before the job is posted. Whether there are two leaders or an entire search committee involved in the process, Lewis Carroll's famous quote from Alice in Wonderland says it all, "If you don't know where you're going, any road will take you there."
Before posting a job ad, define the scope of the position, as well as the competencies and previous work experience a candidate needs. Physician executives are physicians first. They, too, are part of the growing physician shortage and candidates aren't plentiful. When a strong candidate is presented, misalignment among stakeholders can slow the search process at best, or result in the candidate losing interest at worst.
You Get What You Pay For
When identifying the compensation range for the position, reference market data. But because the demands of the role can vary widely depending on the organization's size, scope, and goals, it's important to be flexible. One of the best recruiters I know says you shouldn't expect to buy a Ferrari on a Fiat budget.
Consider the Level of Urgency
Whether the search is conducted in-house or with the help of a recruitment firm, be realistic about the timeline. When physician executive searches share the same process as non-physician executive searches, the timeline can extend beyond a year to allow for initial and final candidate slates and multiple rounds of interviews. By adapting the process to a rolling slate of qualified and interested candidates, organizations can begin interviewing much quicker.
The key to strong candidate acquisition is to go where the physician executives are. Online physician job boards, social media, and email campaigns are essential in today's digital recruitment world, but organizations may have more success networking with their physician staff or with another organization that has extensive access to physicians.
Seal the Deal
When a physician executive candidate is identified as a strong fit, act quickly. Schedule interviews with key stakeholders at the candidate's convenience, even if that means moving other meetings. Clearly identifying and communicating the search process upfront helps to set expectations. This means providing timely feedback after interviews, scheduling follow-ups, as well as presenting and negotiating the offer.
Physician Executives Can Catalyze Healthcare Organizations
Whether you're working in healthcare or another industry, it's easy to make the same hires you've already made. If you're looking for fresh perspectives, expand your search beyond your usual circles, and you may encounter the change in leadership you're looking to achieve.
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