Issue link: https://beckershealthcare.uberflip.com/i/808731
11 ASC MANAGEMENT HCA Gulf Coast Division Names Jim Brown chief development officer By Mary Rechtoris H ouston-based Hospital Corporation of America Gulf Coast Division selected Jim Brown to serve as chief development officer, effective Feb. 13, 2017, according to Yahoo! Finance. Here are five key notes: 1. As chief development officer, Mr. Brown will work with HCA's leadership team on the division's various developmental initiatives aimed at improv- ing and expanding healthcare programs through- out south Texas and Houston. 2. Mr. Brown was the senior vice president/CEO of ambulatory services for Houston-based Memorial Hermann Health System before taking on HCA's chief development officer position. 3. Within Memorial Hermann Health System, he held roles including the health system's orthope- dic service line executive and CEO of Memorial Hermann Sugar Land (Texas) Hospital. 4. Mr. Brown was also the COO of Doctors Hos- pital of Dallas and COO at Lea Regional Medical Center in Hobbs, N.M. 5. He is a fellow in the American College of Health- 7 Core Thoughts on Great Leadership By Scott Becker, Publisher of Becker's Healthcare, and Tamara Rosin W hen we think about leadership, we think of seven things. 1. A leader must be passionate, engaged and excited. It doesn't mean that he or she needs to be rah-rah or that he or she has to micromanage. 2. A leader's greatest impor- tance is often building teams and setting direction. A great leader is known by the fact that he or she has developed the next level of leadership. There is nothing worse than a leader who has left the cupboard bare in terms of the next level of leadership. 3. A great leader must set clear goals and clear directions for a company. 4. We believe that great manag- ers don't micromanage. They have a very clear idea of what is going on and they have a clear sense and a finger on the pulse. They know what is going on but they don't micromanage. They often use what is called loose tight management. In essence they are very loose with terrific people where they need to be, but tight in making sure things actually get done. 5. We find and we are a believer in this concept taken from an old Adrian Gostick book "leaders praise often." They use the con- cept that no one is invisible. This means that when somebody does something well they are recognized for it in some way. 6. Great leaders are not afraid to make hard personnel deci- sions. This doesn't mean that they quickly fire people, but they are very cautious in allow- ing bad people to fester in their organization. 7. A great leader is emotion- ally mature. Most people know each day which leader is "show- ing up." I.e., leaders' moods and behavior is consistent and predictable. A great leader pos- sesses high emotional intel- ligence and is able to temper these things well. n Physician Burnout Up 25%+ in 4 Years: 6 Findings By Mary Rechtoris P hysician burnout totaled 51 percent this year, with reported cases increasing by more than 25 percent over the last four years, Med- scape reports. In the "Medscape Lifestyle Report 2017: Race and Ethnicity, Bias and Burnout," Medscape polled more than 14,000 physicians spanning more than 30 specialties. Here are six findings: 1. Emergency medicine physicians reported the highest burnout rate amongst practicing physicians at 59 percent, with obstetrics and gyne- cology providers trailing closely behind at 56 percent. 2. Family medicine, internal medicine and infectious disease providers all reported burnout rates of 55 percent. 3. When rating burnout's severity, urologists reported the highest se- verity rate. Urologists rated their severity at 4.6 on a seven-point scale, with seven meaning, "It is so severe that I am thinking of leaving medi- cine altogether." 4. e primary driver for burnout amongst responding physicians was "performing too many bureaucratic tasks," followed by "spending too many hours at work." 5. Burnout rates were highest in the Northwest (54 percent) and lowest in the West (49 percent). e Southwest had a 53 percent burnout rate while South Central had a 52 percent burnout rate. e Southeast and North Central regions both had 50 percent burnout rates. Medscape notes there is likely minimal correlation between regional compensation and burnout, as North Central had the highest average compensation based on the "2016 Medscape Physician Compensation Report." 6. e report indicated some correlation between race/ethnicity and burnout, with physicians identifying as Chinese having a 56 percent burnout rate. ose identifying as other Asian had a 53 percent burn- out rate. Vietnamese and white/Caucasian ethnic groups had a 52 per- cent burnout rate. Respondents who identified as Asian Indian had the lowest reported burnout rate (46 percent). n