Becker's Hospital Review

Save the date! Becker's Hospital Review 6th Annual Meeting — May 7-9, 2015 — Chicago. Please call 800-417-2035 to register. 16 Here are 10 of the smartest things people in healthcare do. Invest in data analytics. Data is foundational for progress and innova- tion. If there is no record of the way things were or are, innovators can't begin to understand how to move forward. Currently the healthcare indus- try is talking a lot about the triple aim, this idea put forth by the Institute for Healthcare Improvement outlining three key points that will better the industry: improving patient experience, bettering population health and re- ducing the cost of care. But talking about the triple aim isn't enough. Leaders in healthcare, whether physicians or not, need to embody and commit to this new standard, which starts with data and data analytics. "The initiatives at the center of the triple aim are the same initiatives health- care is focused on today," says Marilyn Palmer, DO, vice president of phy- sician services with executive search firm B. E. Smith. "Healthcare needs trained and experienced leaders to navigate these changes." Refine skill sets and non-clinical acumen. In recent years, physicians have increasingly expanded their knowledge bases beyond lectures at medi- cal school and experiences in residency. Physician leaders are enrolling in new programs and classes to gain a broader base of knowledge outside the clinical realm. One such example is the rise of the MD/MBA degree. A recent report in The Atlantic indicates the number of MD/MBA programs in the United States rose from six to 25 in just 20 years. This may be unsurprising given how physicians are gaining traction in leadership roles, whether in the C-suite as CMOs or as physicians-turned-executives who turn in scrubs for suits. Kathy Noland, PhD, vice president of senior executive search at B. E. Smith, says many of her clients are seeking leaders, physician or otherwise, with a comprehensive skill set to lead organizations into an uncertain future. This skill set requires but is not limited to strong communication and team fa- cilitation skills, technology expertise and clinical and analytical knowledge for population health management. "Additionally, our clients are seeking, especially with physician leaders, financial acumen and an understanding of healthcare reimbursement," Dr. Noland says. "Additional skill sets include calculated risk taking, innovation and understanding intergenerational dif- ferences now that there are four generations of leadership in organizations." Healthcare leaders are asked to wear many hats these days, and given the current path of the industry, it is unlikely that they will return to their siloed areas of expertise any time soon. Volunteer to be involved in strategic initiatives. Stepping up in times of need not only demonstrates commitment to an organization, but it also allows — or forces — individuals to gain new skills. "Volunteering for key projects can put [new leaders] in the center of operational and strategic ini- tiatives and [underline their] commitment to building their skill repertoire and staying current on a national level," says Dr. Noland. Such strategic initiatives may include implementing health IT projects, as- sessing current and future needs, developing physician-integration plans or spearheading population health projects. Additionally, Dr. Palmer suggests new leaders identify mentors within their organizations who are well experienced and respected. "These mentors can help new and future leaders grow by developing and strengthening the skills needed to motivate people and move the organization forward." She adds this dual commitment, both personally and professionally, is a key trait that will help leaders continue to grow. Join professional organizations. Being smart relative to a particular industry is contingent upon a commitment to lifelong learning. Healthcare is constantly changing. Educational institutions and personal mentors may not always be able to keep up with the evolving landscape, but professional organizations offer a forum for members to discuss and debate the ideas and challenges they face. Dr. Noland says professional associations such as the American Association of Physician Leadership and the American College of Healthcare Executives provide continued development and leadership support. Dr. Palmer adds that these groups provide valuable training and leadership development, which is essential in some leadership transitions. She says many younger leaders are proactively joining these associations to develop leadership skills before they move into executive positions. Embody a team-based approach. Administrative differences are only going to become barriers to progress in the healthcare industry. Not only can all stakeholders in healthcare stand to learn from one another, but a team approach ensures any issues are addressed thoroughly and comprehensively. The divide between clinicians and non-clinicians also has to dissolve, sug- gests Igor Belokrinitsky, vice president of consulting firm Strategy&, espe- cially when tackling and understanding changes coming about in the evolv- ing landscape. "It's not just the physicians getting together discussing journal articles," Mr. Belokrinitsky says. "It's the entire department talking about a new pathway for treating cancer. The good news is you don't have to do it alone." Mr. Belokrinitsky says Strategy& often hosts workshops facilitating discus- sions between physicians, nurses, medical technicians and administrators around one table, and the questions and conversations largely lead to new insights about how they can provide better care. The team-based approach also allows for grassroots change to occur. When employees feel as though they are part of a team and know they are being heard and respected, they may feel like they have more of a stake in the matter and be the force to initiate change. "Very often people know the right thing to do but have a hard time getting someone to listen to them or have a hard time building business cases," Mr. Belokrinitsky says. "It's just a matter of creating an environment where peo- ple are comfortable sharing ideas." Be uncompromisingly obsessive about waste. Mr. Belokrinitsky says this is a crucial characteristic for any professional success in healthcare. "Every time we have waste in the health system, it results in a worse experi- ence for everybody; worse quality and safety and higher costs," he says. "If we really want to be compassionate and patient-centric, a major part of that is being considerate about how much this is going to cost the patient, the employers, the community and the taxpayers who are picking up the rest of the tab." Waste turns into reduced value, and value is cementing itself as the backbone of the healthcare industry. Those in healthcare who foresee themselves re- maining in the industry are tasked with making value the number one priori- ty. Once they do so, the commitment will spread throughout an organization. 10 Smartest Things People in Healthcare Do (continued from cover) "If we really want to be compassionate and patient-centric, a major part of that is being considerate about how much this is going to cost the patient, the employers, the community and the taxpayers who are picking up the rest of the tab." — Igor Belokrinitsky, Vice President of Strategy&

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