In most hospitals, the medical staff organization is supported by one or more medical staff professionals (MSPs). These individuals may be called by different titles, but their key responsibilities relate to supporting the work of the hospital and medical staff organization related to credentialing and privileging; which encompasses a lot of functions including development of practitioner profiles that provide information about competency of granted privileges, management of medical staff governance meetings, etc.
Although MSPs interact at some point with most of the members of the medical staff organization, individuals granted clinical privileges and many individuals who work for the organization; key relationships are with elected and appointed medical staff leaders. Since medical staff leaders are subject to periodic change (particularly in organizations where leaders are elected – which is still how the majority of medical staff leaders find themselves in a leadership position), MSPs are learning to work with a wide variety of personalities, as well as with leaders who may or may not be well-prepared for their new position. MSPs want all medical staff leaders to be successful – because the success of medical staff leadership contributes to their success and to the overall success of the entire healthcare organization. MSPs usually are quite passionate about the impact that the work of the medical staff organization has upon patient safety – they want to be part of your success.
What do MSPs have to say about what it takes to be a successful leader? Here is advice to medical staff leaders that I have gathered during my 30 years of work with healthcare organizations:
Many medical staff leaders attend various conferences to learn about their roles and responsibilities and how to be successful as a medical staff leader. Education about roles and responsibilities is critical – whether it means attending a seminar, having an internal orientation program, or reading material targeted towards medical staff leaders. All of these things can help a medical staff leader avoid being a mediocre or poor leader.
It is very sad when a Medical Staff President says that his/her goal for the year is to just get through the term of office without having a hearing or any “black marks” from the Joint Commissioner from CMS. I’m currently working with a medical staff organization where the legacy of the current leaders will be the design and implementation of a robust criteria-based privileging system. Which legacy is going to give a medical staff leader the most satisfaction and be most important to excellent patient care? You be the judge.
Hoping that a problem (such as a disruptive physician, a lack of performance data to be used for evaluation of competency of physicians, etc.) will just go away or will be solved without any intervention is not a viable solution. These problems never just go away.
As a medical staff leader, you need to complete your records on time, adhere to medical staff and hospital policies and procedures, etc. in order to be a credible leader. I remember the time when the Chief of Staff at my hospital talked to the medical staff (at the urging of hospital administration) about wearing professional attire while in the hospital. The Chief of Staff was wearing what could only be described as clothing appropriate for the beach –not in the hospital (where the meeting was being held, by the way). As he spoke, there were loud snickers from the physicians who were attending the meeting and the message was lost.
Have a standing weekly meeting with the director of the medical staff office. This should be rather obvious as most staff in the medical staff office want to provide support and services to make doing your job more manageable. Meet them halfway and they will almost always do what it takes to help make your term of office a success.
Members of the medical staff organization, the board, hospital administration and patients depend upon medical staff leaders to take a stand on issues that promote patient care and patient safety. Don’t back down on issues that are vitally important to excellent patient care.
Don’t rewrite the bylaws, redesign an application, revise privilege forms, etc. These are potential projects that need to be addressed; however, your job is to make sure that the project gets initiated and is well-supported by the appropriate resources. It isn’t your job to do everything yourself.
Run an efficient and effective medical executive committee (or other committee(s) that you may chair). If you are the President/Chief of Staff, the MEC is typically attended by a large number of individuals, including representation from the medical staff organization as well as executive management. Outcomes of MEC meetings are critical to the functioning of the entire organization and ultimately, to patient care. Your management of this meeting is extremely visible and says a lot about your leadership abilities. Ask for help if you need training on effective meeting leadership.
There are many changes occurring in medical staff organizations across the country. You’ll hear about them if you attend some conferences. Virtual meetings, restructuring the credentialing decision-making process, re-tooling the medical staff committee structure, etc., are things that you will hear about. The medical staff office may be in the process of making the credentialing and privileging process electronic. Don’t stand in the way of progress that will be beneficial to the hospital and medical staff organization. Just make sure that initiatives are well-thought out, resourced, and achievable. Don’t allow the medical staff organization to take on too many projects at once. Too many projects will probably impact the success of some of them.
Based upon your experience during your term as a medical staff leader, you may decide that you’d like to take on other leadership roles, including some type of administrative position. Almost all of the physician consultants that I’ve worked with over the years started as a medical staff leader. There are a lot of possibilities. The point here is to benefit from your experience as a medical staff leader by using the knowledge that you gained to propel you to your next professional goal.