What makes a strong
hospitalist program? The most important determinant (my subjective
impression, mind you) is a team of happy, professionally satisfied
doctors. This results in lower turnover, less reliance on locum help
and less schedule chaos. But leadership has not paid enough
attention here.
I've been watching
the hospitalist movement for years as it has tried to mature. I've
listened closely to the conversations about leadership along the way.
The recurring theme has been a hard line approach to metrics. The
metrics are artificial and the approach mainly negative. If you
don't perform in a certain way you are talked to. One too many times
and consequences ensue. It becomes professionally deflating after a
while. I've heard more than one speaker at hospitalist meetings
imply that if you don't like that type of environment you might want
to find other work. Well, surprise, surprise, that's just what a lot
of hospitalists seem to be doing.
A recent article in Today's Hospitalist addresses this concern and cites a study of physicians at Mayo Clinic
showing a strong correlation between burnout and how they rate
their bosses. Numerous leadership attributes are listed which,
according to the study findings, are strong deterrents to burnout.
These have been missing from the conversation up to now.
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