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You can grow your influence and help your organization succeed by applying this one leadership concept.
You're already a leader in the exam room, but what about beyond?
The authors describe the challenge that physician leaders face in leading a workforce of four generational age-groups that each grew up in different socio-economic and political eras. The article suggests that to effectively lead, physician leaders must understand the differences between the generations and how best to attract, retain, and motivate individuals from each generation.
The author, who has long experience working for various large organizations after 14 years in private practice, offers advice for physicians on making the transition and functioning as part of a large organization with its own culture, history, politics, and ways of doing business.
Drawing on their experience with a project designed to improve diabetes care in 40 small clinics, the authors emphasize the value and explain the principles of "inclusive leadership" -- the leadership style that involves encouraging all members of the group to speak up, especially those in the group that would not usually have their voices heard, and using this whole-group input as the basis for leadership.
Physicians who have been instrumental in making Grand Junction, CO, one of the lowest cost health care marketplaces in the country offer the secrets of Grand Junction's success.
The article draws on the experiences of practices in the TransforMed National Demonstration Project and explains the changes they have made to become more patient centered.
This article describes how one medical group transformed itself from good to great through steps like creating organizational goals, measuring and reporting physician performance and training physicians.
The author describes strategies that both participants and leaders can use to make meetings more efficient and effective.
The article explains how blame, accusation and finger-pointing can doom quality improvement efforts, and it offers tips for fostering a "blame-free" culture within a medical practice so that physicians and employees can learn from mistakes and pursue quality improvement.