Leading Healthcare in the AI Era: People strategies to ensure tech investments deliver

Rising staff turnover has made it increasingly challenging for healthcare organizations to provide high-quality care that’s also cost-efficient, equitable, and culturally aligned. Additionally, this has led to financial strain, given the need to bring in high-cost, temporary clinicians and devote substantial resources to ongoing recruitment efforts. While there is no quick fix for many of these underlying issues, a growing number of top healthcare executives are looking to leadership development for solutions. Yet measuring the impact of these programs is a challenge, and the feedback on program effectiveness is largely concerning. For healthcare leaders to reverse current industry trends, they need leadership development programs that truly allow their people to “level up.” Those strategically investing in such efforts find that they can better engage and maintain a high-performing, diverse, and multi-generational workforce. This, in turn, leads to improved clinical, operational, and financial results. In this whitepaper, the advisors at FMG Leading share best practices around designing and implementing high-engagement healthcare leader development programs that make a meaningful difference - and drive measurable results. You’ll learn the keys to a successful program design and how to avoid the most common missteps, while reading true stories of successful program implementations that created award-winning outcomes.

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With all the upheaval and uncertainty in the healthcare industry, strong leadership has never been more important – especially leaders who are also physicians. In fact, several studies have shown that physicians with leadership and management skills can be better suited to lead healthcare organizations than business professionals. Unfortunately, there’s an acute lack of physicians with the right skills, experiences and mindsets to take on those roles. they can grow into leaders but the transition is fraught with barriers. In this paper, we examine the forces that have made it essential for healthcare institutions to employ many more physicians in key leadership positions. We then explain three common leadership deficits of physicians who are put in place to manage complex businesses or large numbers of people, and how those deficits can be turned into strengths: Inability to manage and develop other leaders. Specific skill-building and developmental feedback can help doctors learn about management responsibilities such as delegating and managing others. Poor relationship management skills. Personality typing tools and 360° assessments are powerful ways to show leaders how their actions and behaviors affect others. Lack of strategic perspective. Some companies create specialized programs to expose promising physicians to more complex aspects of running a business. Finally, we show how several healthcare organizations have built development pipelines that move physicians through five levels of leadership. Among others, they include Sound Physicians and Benevis (a provider of services to dental practices across the U.S.), and how these leadership development programs have helped their institutions generate strong performance in an uncertain and highly competitive healthcare marketplace.

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Rising staff turnover has made it increasingly challenging for healthcare organizations to provide high-quality care that’s also cost-efficient, equitable, and culturally aligned. Additionally, this has led to financial strain, given the need to bring in high-cost, temporary clinicians and devote substantial resources to ongoing recruitment efforts. While there is no quick fix for many of these underlying issues, a growing number of top healthcare executives are looking to leadership development for solutions. Yet measuring the impact of these programs is a challenge, and the feedback on program effectiveness is largely concerning. For healthcare leaders to reverse current industry trends, they need leadership development programs that truly allow their people to “level up.” Those strategically investing in such efforts find that they can better engage and maintain a high-performing, diverse, and multi-generational workforce. This, in turn, leads to improved clinical, operational, and financial results. In this whitepaper, the advisors at FMG Leading share best practices around designing and implementing high-engagement healthcare leader development programs that make a meaningful difference - and drive measurable results. You’ll learn the keys to a successful program design and how to avoid the most common missteps, while reading true stories of successful program implementations that created award-winning outcomes.

Download Content »