Physician Leadership2017-01-20T18:03:58+00:00

Project Description

Clinical Management Solutions from OR Efficiencies

Physician Leadership Development

The OR Efficiencies team of consultants brings clients identified opportunities to make program change and assists in implementing successful change. However, if a hospital’s leadership team is not capable of sustaining change, programs will regress after the consultant leaves regardless of the capabilities and successes of the consultant.

While the consultant is guiding change, implementation projects are generally filled with staff and physician energy and excitement. Unfortunately, without an effective leadership team to maintain program focus and determine priorities, it does not take long for effectively implemented change to become derailed by higher priorities or a lack of acceptance from others.

The cost of changes that fail (or then the regression of success) goes far beyond financial cost or foregone revenue. When changes fail and programs regress in organizations, employees and physicians begin to lose trust in the leadership of the organization. They become frustrated, cynical, and begin to give up. Employees and physicians often turn into chronic complainers which make the chances of future change efforts even less likely to succeed.

A critical element of successful change management is the ability of physician leaders, in any hospital program, to identify opportunities and to effectively influence peers as to the need for change – either of programs, processes or individual physician’s behavior. An effective leadership development program can be worth significant value to a hospital since a physician leader’s ability to lead others and drive change is vital to a hospitals continued success.

Most leaders struggle in this area getting bogged down in obstacles and an inability to form strong relationships that often derail many change processes. It is the emotionally intelligent leader that can manage through obstacles and create support for change. In this highly impactful program physician leaders will learn how to use emotional intelligence to be more effective leaders and drivers of change.

OR Efficiencies helps to develop Physician Leaders who are responsible for influencing others and driving change within their groups and the hospitals they work in. This will typically include Department Chairs, Section Chiefs, Medical Executive Committee Members, Vice President of Medical Affairs.

A modified program is available to mentor and develop non-physician directors of a hospital’s clinical service-lines (OR; Labor & Delivery; Emergency Department; etc.)

This is a 6 month leadership program. Participants would meet once a month as a group. These will be half-day sessions. Each participant will also take part in three individual coaching sessions.
Each participant will take a series of assessments to help them to better understand themselves and understand how others see them. The assessments will be used to help each participant develop a personalized leadership development plan in which they will outline development goals for themselves. The assessments include:

  • Myers Briggs personality style
  • EQ-I Emotional Intelligence assessment
  • 360 Evaluation
  • Conflict styles assessment
Each participant will receive three one-on-one coaching sessions. The first session will be used to help them review feedback from their assessments and to set goals. The second will take place about halfway through the program to assess progress and the third will take place at the end of the program to evaluate changes.
During this process each participant will set and begin working towards achieving a goal that will have a positive impact on the practice. By doing this they will not just be learning about leadership but will also be using what they learn to successfully create positive change within the organization.

Group Sessions: Typical Program Curriculm

Self Awareness -The Foundation of Great Leadership

Understanding who you are, what motivates you, how others see you is critical to being a successful leader. Leaders who lack self awareness are typically difficult to work with, and lack influence with their peers.

In this workshop we will review feedback from the assessments and look at how participants can use this information to make changes in their leadership style.

Self Management – Creating and Achieving Goals and Objectives

Most people know what needs to be done but only a leader knows how to make things happen. In these two sessions participants will learn advanced self management techniques such as: developing optimism, being resilient when faced with obstacles, assertiveness, and self motivation.

During this period participants will set and begin working towards achieving one “impactful” organizational goal.

Building Relationships – How to Influence Others

In most physicians groups each physician acts as their own independent business owner. It can be a challenge to bring together different opinions and agendas and lead a group in a unified direction. In this section the focus will be on how to improve peer relationships and create alignment within the group.

The focus of these sessions will be on using alignment and empathy as strategies to influence other’s behavior. During this period participants will practice these techniques within their own group.

Strategic Management: Becoming a Strategic Leader

Most physicians are taught to think tactically not strategically. Yet a true physician leader will know where a practice needs to head and can see and communicate a way to get there. They understand the forces at play and keep their eye on the bigger picture.

During this period we will look at strategic tools such as systems thinking to help the physician leaders develop a strategic vision for their practice. They will also begin using these tools to help them achieve their “impact” goal.

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Other Services Offered By OR Efficiencies. . .

Client Testimonials

  • My hospitals department of anesthesiology was falling apart due to stresses of the operating room.

    My hospitals department of anesthesiology was falling apart due to stresses of the operating room.

    We lost a number of doctors and I feared losing my CRNAs because of our issues. Jerry personally assisted me to bring stability to the anesthesiology program and his team improved OR efficiencies and general operations so that now we're able to recruit and retain highly skilled anesthesia staff.
    CEO - major Mid-Atlantic healthcare system

  • The consulting team assisted our surgeons to realize that they must be part of developing solutions, not simply to expect administration to provide them a perfect world.

    The consulting team assisted our surgeons to realize that they must be part of developing solutions, not simply to expect administration to provide them a perfect world.

    Now our surgeons and anesthesiologists are actively engaged, police themselves and have a higher level of satisfaction with our ORs being much more efficient.
    Surgeon and OR Committee Chair - major Northeastern medical center

  • The hospital CEO and the dean made it my responsibility to fix the OR without holding any other parties accountable.

    The hospital CEO and the dean made it my responsibility to fix the OR without holding any other parties accountable.

    Our anesthesiology program was greatly in deficit due to the staffing costs associated with a terribly inefficient OR. I was losing faculty and could not recruit to our program due to the imbalance of work-load and compensation package. Jerry brought facts and education. He assisted in mediating our relationships and educated us on how to move forward. The assistance Jerry provided me and my program assisted me not only to improve our present situation and be successful in my position but also to move on in my own career.
    Department of Anesthesiology Chair - then serving at a mid-Atlantic University program having moved on to Department Chair at a prestigious Southwestern University.

  • I moved to another CEO position and didn’t realize the disrepair our OR program was in until after I started.

    I moved to another CEO position and didn’t realize the disrepair our OR program was in until after I started.

    I lost the contact information and spent hours tracking them down after nearly ten years. They were there for me and assisted me through another difficult situation.
    CEO - Northeastern community medical center

  • Jerry assisted me to bring stability to the anesthesiology program and his team improved OR efficiencies and general operations. . .

    Jerry assisted me to bring stability to the anesthesiology program and his team improved OR efficiencies and general operations. . .

    My hospitals department of anesthesiology was falling apart due to stresses of the operating room. We lost a number of doctors and I feared losing my CRNAs because of our issues. "Jerry assisted me to bring stability to the anesthesiology program and his team improved OR efficiencies and general operations so that now we're able to recruit and retain highly skilled anesthesia staff."
    CEO - major Mid-Atlantic healthcare system

  • Jerry Ippolito’s team assisted our surgeons to realize that they must be part of developing solutions,

    Jerry Ippolito’s team assisted our surgeons to realize that they must be part of developing solutions,

    not simply to expect administration to provide them a perfect world. Now our surgeons and anesthesiologists are actively engaged, police themselves and have a higher level of satisfaction with our ORs being much more efficient.
    Surgeon and OR Committee Chair - major Northeastern medical center

  • Jerry, the services and education you provided my department and administration proved to be invaluable in resolving differences and developing solutions.

    Jerry, the services and education you provided my department and administration proved to be invaluable in resolving differences and developing solutions.

    Before we started the engagement I thought my anesthesiology department was going to implode; you spread oil on troubled waters.
    Highly published Chair of Anesthesiology - Midwestern University Hospital System

  • Our surgeons wanted to develop their own ASC until Ippolito and his team showed us that a community hospital OR can be as efficient as a surgery center.

    Our surgeons wanted to develop their own ASC until Ippolito and his team showed us that a community hospital OR can be as efficient as a surgery center.

    Surgeon satisfaction improved and the surgeons continued to support the hospital.
    Chief Nursing Officer - rural Midwestern community hospital

  • Their team made me feel good and part of the solution. . .

    Their team made me feel good and part of the solution. . .

    and never threatened in my position. I learned a lot and value the experience. I feel like we're friends.
    Director of Surgical Services - major Northeastern medical center

  • “I’ve worked with Jerry Ippolito for over fifteen years. . .

    “I’ve worked with Jerry Ippolito for over fifteen years. . .

    Not only has he always been there to guide me through challenging situations, but he is a person of the highest integrity I've met in the business world.
    Exec VP Operations - major Midwestern medical center