Julius and Augustus Caesar. Queen Elizabeth. Nelson Mandela. As far as we know, none received management classes, training days, or personal coaching. Mere mortals like the rest of us, however, usually benefit from the resources provided by Practice and Leadership Development. As the eight-year-old program evolves and expands, its offerings have similarly grown to include communications, work-life balance, and proficiency courses across myriad fronts. They’re all survival tools in an ever more complex health care scene.
“What makes some people innate leaders, clearly charismatic and inspiring? That’s not a question we can easily answer,” Sara Faulkner, MD, says. “We do know we can fine-tune key management skills in people who don’t come by them naturally.” Faulkner has served as the medial director for PLD since its start.
Empathy lies at the heart of communicating successfully and influencing others. Ironically, that quality isn't part of every doctor’s profile. “Physicians don’t automatically grasp what patients expect of them emotionally,” Faulkner explains. “PLD offers a variety of sessions to address that imbalance. Again, the reasons for clinical distance aren’t easy to gauge. “Do some doctors become desensitized over time? Or does reserve typify many drawn to practice medicine in the first place?”
Among the topics covered in PLD classes is end-of-life discussion.
The ability to make oneself understood by co-workers and colleagues is also critical and PLD provides a range of courses addressing workplace communication. “Difficult conversations are unavoidable. Handling them competently is important. Otherwise we risk eroding the trust upon which good teamwork is built,” Faulkner says.
Collaborating with others rather than dominating them describes Faulkner’s attitude about leadership generally. “My ideas were greatly influenced by Seattle's Leadership Tomorrow program. They include modeling behavior for others, removing barriers to their success, and working together so that patients get the care they need.”
Adjusting to the dual roles of physician and business colleague is just one of the aims of the Associate Program, which debuted four years ago. Led by Maureen Haley, the three-year series acquaints new physicians with the mission and leadership of GHP, and the business strategies and culture of GHC.
Haley’s own background in international affairs—which includes a stint as a faculty member at a Japanese university—helps her explain the two worlds to one another, and also an individual’s role within them. The program has revitalized her own passion for cultural competency in the practice of medicine.
In addition to learning the ropes, the new physicians also gain insight about whether or not they are likely to fit at GHP over the long haul. That’s a level of depth and support not often seen in medical groups, leaders stress.
Haley is quick to add that the Associates Program is no boot camp, turning raw recruits into stellar performers. “I am usually in awe of the caliber of physicians we recruit and excited about the promise and potential they bring to all of us.”
Yet another attribute of PLD is the burgeoning Recognition program, led by Rosemary Ryan. In addition to annual awards celebrating clinical achievement, this area includes weekend retreats held not only for staff but their families as well.
Putting on twice-yearly events at the Alderbrook and Coeur d’Alene resorts is a picnic for the participants but not the hardy organizer, Ryan admits. “I am usually somewhat tired by Sunday evening! But I can honestly say the appreciation and obvious enjoyment of the families makes the effort completely worth it.”
Other members of PLD include Cecilia Runkle, PhD; Michelle Anderson; and Lindsay Williamson.
The skills and education provided by PLD aren’t just intended to instill business polish among hard-working clinicians, Faulkner says. “I really believe the physician voice is essential to fixing what’s wrong with the American health care system. It’s up to us to preserve the sacred trust that exists between caregivers and patients. To do that we have to become more adroit than ever before at communicating our messages. And we need to acknowledge that in some ways we have been part of the problem.”