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Physician learning must evolve as industry transforms
Editor’s Note: This column was provided by the Doctors Company, the exclusively endorsed medical malpractice carrier for the Society of Hospital Medicine. Neither SHM nor Frontline Medical Communications was involved in its production.
In medical school, students are trained on skills that will make them better future physicians, team members, and care givers. It’s a curious thing: Once we make headway into our medical careers and our days are filled with patient visits and paperwork, we rarely have the opportunity to assess our skill sets in the same way, despite the fact that new technologies and approaches to treatment have emerged since many of us attended medical school.
That’s why I was so excited when I had the chance to participate in three standardized patient encounters training scenarios designed for me and my 22 hospitalist colleagues to improve our communication skills; this training was funded by a grant from the Doctors Company Foundation. A standardized patient encounter is essentially a live simulation in a clinical setting with trained actors.
To start the simulation, a physician is given a short prompt about the patient scenario. They may also be provided with some basic information, such as a diagnosis or a relevant imaging study, prior to entering the room. Once the testing center provides a signal, physicians are allowed to enter the room. An introduction of our role on the medical team is provided, and a discussion ensues. The actors provide relevant history, incorporate true emotional response to questioning, and display any behavioral or physical prompts that a real patient would. This allows physicians to react in real time to the needs of the patient. The use of standardized patients can also be adapted to desired testing scenarios, which might deal with issues like communication, clinical reasoning, or establishing a differential diagnosis.
Like many hospitals, we have a program in place aimed at assessing how we educate students and younger physicians. But Mount Sinai is the first hospital in New York that has established a program designed specifically to assess and address some of the unique communication challenges we face as hospitalists to improve patient care.
As hospitalists, we’ve never met patients or families before beginning conversations at critical points of care. It takes sensitivity and particular thoughtfulness to create rapport and share substantial information with a patient even without having a prior relationship.
During the training, my colleagues and I each encountered three different standardized patients in key scenarios: one at daily rounds, one upset over a missed diagnosis, and one at discharge, when the potential for errors and miscommunication is greatest. We were videotaped during the encounters for our personal review, and we received direct feedback afterward from the patient.
We discovered that we as physicians have become great at taking care of patients, but we also discovered that we don’t have enough opportunities to investigate which elements of our day-to-day communication need adjustment – or what good behaviors need reinforcing.
It was extremely helpful to be able to watch the videos and ask ourselves, “Do I use medical jargon that’s hard for the patient to understand? Do I say things that aren’t warm and welcoming to the patient?” Then, by adding in patient feedback, we learned how we performed across core domains, such as treating patients with courtesy and respect, using listening skills, and explaining complex topics in an understandable way.
Strengthening these individual communication skills is paramount to improving patient comprehension, which in turn can improve patient follow-though on discharge instructions and reduce risk of readmission. And as educators, our takeaways from the training can empower others in the health care system at large to better communicate with their patients.
Mount Sinai is proud to spearhead this innovative training effort in New York. In fact, since the initial date of the training, the three modules have expanded into a program run by the Morchand Center for Clinical Competence at the Icahn School of Medicine at Mount Sinai. So far, the Morchand Center has adapted the standardized patient methodology used for hospitalists to train 1,845 additional residents in various specialties across New York.
Nationwide, the entire medical community stands to benefit from continuous physician learning and the partnerships that facilitate it, such as the Doctors Company, which make trainings like this possible. At a time of tremendous change for health care, having a well-trained physician workforce is more important than ever before. Our patients deserve to be cared for by physicians whose knowledge evolves alongside the transformation of care delivery.
Physician learning must keep pace with our industry’s transformation. By setting the bar higher for what patients should expect on a patient communication level, we increase patient safety, raise levels of patient satisfaction, and drive quality care – no matter what the future of health care delivery looks like.
Dr. Barna is an associate residency program director for inpatient medicine in the Division of Hospital Medicine/Samuel Bronfman Department of Medicine in the Icahn School of Medicine at Mount Sinai, New York.
Editor’s Note: This column was provided by the Doctors Company, the exclusively endorsed medical malpractice carrier for the Society of Hospital Medicine. Neither SHM nor Frontline Medical Communications was involved in its production.
In medical school, students are trained on skills that will make them better future physicians, team members, and care givers. It’s a curious thing: Once we make headway into our medical careers and our days are filled with patient visits and paperwork, we rarely have the opportunity to assess our skill sets in the same way, despite the fact that new technologies and approaches to treatment have emerged since many of us attended medical school.
That’s why I was so excited when I had the chance to participate in three standardized patient encounters training scenarios designed for me and my 22 hospitalist colleagues to improve our communication skills; this training was funded by a grant from the Doctors Company Foundation. A standardized patient encounter is essentially a live simulation in a clinical setting with trained actors.
To start the simulation, a physician is given a short prompt about the patient scenario. They may also be provided with some basic information, such as a diagnosis or a relevant imaging study, prior to entering the room. Once the testing center provides a signal, physicians are allowed to enter the room. An introduction of our role on the medical team is provided, and a discussion ensues. The actors provide relevant history, incorporate true emotional response to questioning, and display any behavioral or physical prompts that a real patient would. This allows physicians to react in real time to the needs of the patient. The use of standardized patients can also be adapted to desired testing scenarios, which might deal with issues like communication, clinical reasoning, or establishing a differential diagnosis.
Like many hospitals, we have a program in place aimed at assessing how we educate students and younger physicians. But Mount Sinai is the first hospital in New York that has established a program designed specifically to assess and address some of the unique communication challenges we face as hospitalists to improve patient care.
As hospitalists, we’ve never met patients or families before beginning conversations at critical points of care. It takes sensitivity and particular thoughtfulness to create rapport and share substantial information with a patient even without having a prior relationship.
During the training, my colleagues and I each encountered three different standardized patients in key scenarios: one at daily rounds, one upset over a missed diagnosis, and one at discharge, when the potential for errors and miscommunication is greatest. We were videotaped during the encounters for our personal review, and we received direct feedback afterward from the patient.
We discovered that we as physicians have become great at taking care of patients, but we also discovered that we don’t have enough opportunities to investigate which elements of our day-to-day communication need adjustment – or what good behaviors need reinforcing.
It was extremely helpful to be able to watch the videos and ask ourselves, “Do I use medical jargon that’s hard for the patient to understand? Do I say things that aren’t warm and welcoming to the patient?” Then, by adding in patient feedback, we learned how we performed across core domains, such as treating patients with courtesy and respect, using listening skills, and explaining complex topics in an understandable way.
Strengthening these individual communication skills is paramount to improving patient comprehension, which in turn can improve patient follow-though on discharge instructions and reduce risk of readmission. And as educators, our takeaways from the training can empower others in the health care system at large to better communicate with their patients.
Mount Sinai is proud to spearhead this innovative training effort in New York. In fact, since the initial date of the training, the three modules have expanded into a program run by the Morchand Center for Clinical Competence at the Icahn School of Medicine at Mount Sinai. So far, the Morchand Center has adapted the standardized patient methodology used for hospitalists to train 1,845 additional residents in various specialties across New York.
Nationwide, the entire medical community stands to benefit from continuous physician learning and the partnerships that facilitate it, such as the Doctors Company, which make trainings like this possible. At a time of tremendous change for health care, having a well-trained physician workforce is more important than ever before. Our patients deserve to be cared for by physicians whose knowledge evolves alongside the transformation of care delivery.
Physician learning must keep pace with our industry’s transformation. By setting the bar higher for what patients should expect on a patient communication level, we increase patient safety, raise levels of patient satisfaction, and drive quality care – no matter what the future of health care delivery looks like.
Dr. Barna is an associate residency program director for inpatient medicine in the Division of Hospital Medicine/Samuel Bronfman Department of Medicine in the Icahn School of Medicine at Mount Sinai, New York.
Editor’s Note: This column was provided by the Doctors Company, the exclusively endorsed medical malpractice carrier for the Society of Hospital Medicine. Neither SHM nor Frontline Medical Communications was involved in its production.
In medical school, students are trained on skills that will make them better future physicians, team members, and care givers. It’s a curious thing: Once we make headway into our medical careers and our days are filled with patient visits and paperwork, we rarely have the opportunity to assess our skill sets in the same way, despite the fact that new technologies and approaches to treatment have emerged since many of us attended medical school.
That’s why I was so excited when I had the chance to participate in three standardized patient encounters training scenarios designed for me and my 22 hospitalist colleagues to improve our communication skills; this training was funded by a grant from the Doctors Company Foundation. A standardized patient encounter is essentially a live simulation in a clinical setting with trained actors.
To start the simulation, a physician is given a short prompt about the patient scenario. They may also be provided with some basic information, such as a diagnosis or a relevant imaging study, prior to entering the room. Once the testing center provides a signal, physicians are allowed to enter the room. An introduction of our role on the medical team is provided, and a discussion ensues. The actors provide relevant history, incorporate true emotional response to questioning, and display any behavioral or physical prompts that a real patient would. This allows physicians to react in real time to the needs of the patient. The use of standardized patients can also be adapted to desired testing scenarios, which might deal with issues like communication, clinical reasoning, or establishing a differential diagnosis.
Like many hospitals, we have a program in place aimed at assessing how we educate students and younger physicians. But Mount Sinai is the first hospital in New York that has established a program designed specifically to assess and address some of the unique communication challenges we face as hospitalists to improve patient care.
As hospitalists, we’ve never met patients or families before beginning conversations at critical points of care. It takes sensitivity and particular thoughtfulness to create rapport and share substantial information with a patient even without having a prior relationship.
During the training, my colleagues and I each encountered three different standardized patients in key scenarios: one at daily rounds, one upset over a missed diagnosis, and one at discharge, when the potential for errors and miscommunication is greatest. We were videotaped during the encounters for our personal review, and we received direct feedback afterward from the patient.
We discovered that we as physicians have become great at taking care of patients, but we also discovered that we don’t have enough opportunities to investigate which elements of our day-to-day communication need adjustment – or what good behaviors need reinforcing.
It was extremely helpful to be able to watch the videos and ask ourselves, “Do I use medical jargon that’s hard for the patient to understand? Do I say things that aren’t warm and welcoming to the patient?” Then, by adding in patient feedback, we learned how we performed across core domains, such as treating patients with courtesy and respect, using listening skills, and explaining complex topics in an understandable way.
Strengthening these individual communication skills is paramount to improving patient comprehension, which in turn can improve patient follow-though on discharge instructions and reduce risk of readmission. And as educators, our takeaways from the training can empower others in the health care system at large to better communicate with their patients.
Mount Sinai is proud to spearhead this innovative training effort in New York. In fact, since the initial date of the training, the three modules have expanded into a program run by the Morchand Center for Clinical Competence at the Icahn School of Medicine at Mount Sinai. So far, the Morchand Center has adapted the standardized patient methodology used for hospitalists to train 1,845 additional residents in various specialties across New York.
Nationwide, the entire medical community stands to benefit from continuous physician learning and the partnerships that facilitate it, such as the Doctors Company, which make trainings like this possible. At a time of tremendous change for health care, having a well-trained physician workforce is more important than ever before. Our patients deserve to be cared for by physicians whose knowledge evolves alongside the transformation of care delivery.
Physician learning must keep pace with our industry’s transformation. By setting the bar higher for what patients should expect on a patient communication level, we increase patient safety, raise levels of patient satisfaction, and drive quality care – no matter what the future of health care delivery looks like.
Dr. Barna is an associate residency program director for inpatient medicine in the Division of Hospital Medicine/Samuel Bronfman Department of Medicine in the Icahn School of Medicine at Mount Sinai, New York.
Hospitalist movers and shakers – May 2018
Dr. Lenchus serves as the Society of Hospital Medicine’s Public Policy Committee chair. He is noted for his work as a clinician, hospital administrator, educator, and researcher.
J. Kevin Shushtari, MD, FHM, recently was named chief medical officer at the New Britain (Conn.) Hospital for Special Care, where he will focus on managing the medical staff, admissions, credentials, infection prevention, and clinical affiliations.
Tianzhong Yang, MD, has been selected as the new long-term care medical director for Van Dyk Healthcare in Montclair, N.J. Dr. Yang began his career 3 decades ago in China and has been a hospitalist at Hackensack University Medical Center Mountainside, also in Montclair, since 2013.
Dr. Yang has been an instructor at Brigham and Women’s Hospital in Boston, specializing in anesthesiology. At Van Dyk, he will work with the nursing staff to help patients recover their independence outside of the hospital setting.
Brent W. Burkey, MD, SFHM, a longtime hospitalist at the Cleveland Clinic, has been named the president of Fisher-Titus Medical Center in Norwalk, Ohio. Dr. Burkey has been the chief medical officer at the Cleveland Clinic’s Avon, Ohio, location the past 2 years. He helped the clinic open the Avon hospital in 2016 when he served as vice president of medical affairs.
Dr. Burkey has been a clinical hospitalist since 2004, and he has a master’s degree in business administration from Cleveland State University. He will run all hospital and medical center operations at Fisher-Titus, including quality and safety.
Dr. Maiona has extensive experience as a practicing hospital physician and as an executive. Most recently, he served as national medical director for TeamHealth of Knoxville, Tenn. He also has been an instructor at Tufts University and Harvard Medical School, both in Boston.
Tom Cummins, MD, has been appointed chief medical officer at Bon Secours St. Francis Health System in Greenville, S.C. Dr. Cummins comes to Bon Secours from Catholic Health Initiatives St. Vincent, Arkansas, where he was senior vice president and CMO; he also first served as a hospitalist within that system.
At Bon Secours, Dr. Cummins will oversee the regional health system’s 11 facilities, including St. Francis Downtown in Judson, S.C., and St. Francis Eastside in Greenville.
BUSINESS MOVES
The South Korean government recently announced that it has given permission for all general hospitals that use integrated nursing care to take part in a hospitalist system.
The Korean hospitalist program is a pilot in which those physicians provide all medical care for inpatients. It was adopted in September 2016, and 15 hospitals take part in the program. Prior to the recent ruling, those facilities with integrated nursing services were not eligible for the hospitalist program.
Surgical Affiliates (Sacramento, Calif.), a provider of surgical hospitalist services, has announced a partnership with Regional Medical Center in San Jose, Calif. The surgical hospitalists will assist and support local providers, providing 24/7 access to RMC of San Jose, a Level II trauma center.
Dr. Lenchus serves as the Society of Hospital Medicine’s Public Policy Committee chair. He is noted for his work as a clinician, hospital administrator, educator, and researcher.
J. Kevin Shushtari, MD, FHM, recently was named chief medical officer at the New Britain (Conn.) Hospital for Special Care, where he will focus on managing the medical staff, admissions, credentials, infection prevention, and clinical affiliations.
Tianzhong Yang, MD, has been selected as the new long-term care medical director for Van Dyk Healthcare in Montclair, N.J. Dr. Yang began his career 3 decades ago in China and has been a hospitalist at Hackensack University Medical Center Mountainside, also in Montclair, since 2013.
Dr. Yang has been an instructor at Brigham and Women’s Hospital in Boston, specializing in anesthesiology. At Van Dyk, he will work with the nursing staff to help patients recover their independence outside of the hospital setting.
Brent W. Burkey, MD, SFHM, a longtime hospitalist at the Cleveland Clinic, has been named the president of Fisher-Titus Medical Center in Norwalk, Ohio. Dr. Burkey has been the chief medical officer at the Cleveland Clinic’s Avon, Ohio, location the past 2 years. He helped the clinic open the Avon hospital in 2016 when he served as vice president of medical affairs.
Dr. Burkey has been a clinical hospitalist since 2004, and he has a master’s degree in business administration from Cleveland State University. He will run all hospital and medical center operations at Fisher-Titus, including quality and safety.
Dr. Maiona has extensive experience as a practicing hospital physician and as an executive. Most recently, he served as national medical director for TeamHealth of Knoxville, Tenn. He also has been an instructor at Tufts University and Harvard Medical School, both in Boston.
Tom Cummins, MD, has been appointed chief medical officer at Bon Secours St. Francis Health System in Greenville, S.C. Dr. Cummins comes to Bon Secours from Catholic Health Initiatives St. Vincent, Arkansas, where he was senior vice president and CMO; he also first served as a hospitalist within that system.
At Bon Secours, Dr. Cummins will oversee the regional health system’s 11 facilities, including St. Francis Downtown in Judson, S.C., and St. Francis Eastside in Greenville.
BUSINESS MOVES
The South Korean government recently announced that it has given permission for all general hospitals that use integrated nursing care to take part in a hospitalist system.
The Korean hospitalist program is a pilot in which those physicians provide all medical care for inpatients. It was adopted in September 2016, and 15 hospitals take part in the program. Prior to the recent ruling, those facilities with integrated nursing services were not eligible for the hospitalist program.
Surgical Affiliates (Sacramento, Calif.), a provider of surgical hospitalist services, has announced a partnership with Regional Medical Center in San Jose, Calif. The surgical hospitalists will assist and support local providers, providing 24/7 access to RMC of San Jose, a Level II trauma center.
Dr. Lenchus serves as the Society of Hospital Medicine’s Public Policy Committee chair. He is noted for his work as a clinician, hospital administrator, educator, and researcher.
J. Kevin Shushtari, MD, FHM, recently was named chief medical officer at the New Britain (Conn.) Hospital for Special Care, where he will focus on managing the medical staff, admissions, credentials, infection prevention, and clinical affiliations.
Tianzhong Yang, MD, has been selected as the new long-term care medical director for Van Dyk Healthcare in Montclair, N.J. Dr. Yang began his career 3 decades ago in China and has been a hospitalist at Hackensack University Medical Center Mountainside, also in Montclair, since 2013.
Dr. Yang has been an instructor at Brigham and Women’s Hospital in Boston, specializing in anesthesiology. At Van Dyk, he will work with the nursing staff to help patients recover their independence outside of the hospital setting.
Brent W. Burkey, MD, SFHM, a longtime hospitalist at the Cleveland Clinic, has been named the president of Fisher-Titus Medical Center in Norwalk, Ohio. Dr. Burkey has been the chief medical officer at the Cleveland Clinic’s Avon, Ohio, location the past 2 years. He helped the clinic open the Avon hospital in 2016 when he served as vice president of medical affairs.
Dr. Burkey has been a clinical hospitalist since 2004, and he has a master’s degree in business administration from Cleveland State University. He will run all hospital and medical center operations at Fisher-Titus, including quality and safety.
Dr. Maiona has extensive experience as a practicing hospital physician and as an executive. Most recently, he served as national medical director for TeamHealth of Knoxville, Tenn. He also has been an instructor at Tufts University and Harvard Medical School, both in Boston.
Tom Cummins, MD, has been appointed chief medical officer at Bon Secours St. Francis Health System in Greenville, S.C. Dr. Cummins comes to Bon Secours from Catholic Health Initiatives St. Vincent, Arkansas, where he was senior vice president and CMO; he also first served as a hospitalist within that system.
At Bon Secours, Dr. Cummins will oversee the regional health system’s 11 facilities, including St. Francis Downtown in Judson, S.C., and St. Francis Eastside in Greenville.
BUSINESS MOVES
The South Korean government recently announced that it has given permission for all general hospitals that use integrated nursing care to take part in a hospitalist system.
The Korean hospitalist program is a pilot in which those physicians provide all medical care for inpatients. It was adopted in September 2016, and 15 hospitals take part in the program. Prior to the recent ruling, those facilities with integrated nursing services were not eligible for the hospitalist program.
Surgical Affiliates (Sacramento, Calif.), a provider of surgical hospitalist services, has announced a partnership with Regional Medical Center in San Jose, Calif. The surgical hospitalists will assist and support local providers, providing 24/7 access to RMC of San Jose, a Level II trauma center.
Closing the gender gap
It wasn’t something she planned to have happen but about 2 years ago, Vineet Arora, MD, MAPP, MHM, became what she calls an “accidental advocate” for gender parity in medicine.
“I was asked to review a paper around gender pay,” the University of Chicago Medical Center hospitalist said. “It was stunning to me just how different salaries were – between male and female physicians – even when the authors were attempting to control for various factors.”
That paper was published in the Journal of the American Medical Association (JAMA) in September 2016 by researchers at Harvard Medical School and Massachusetts General Hospital (MGH). It found that even after adjustment for age, experience, specialty, faculty rank, research productivity, and clinical revenue, female physicians at 24 public medical schools in 12 states earned nearly $20,000 less per year than their male colleagues.1
Dr. Arora wrote an editorial to accompany that 2016 paper in JAMA, and in September 2017, she and her colleague at the University of Chicago, Jeanne Farnan, MD, MHPE, coauthored another piece in Annals of Internal Medicine titled, “Inpatient Notes: Gender Equality in Hospital Medicine – Are We There Yet?”2
In the 2017 paper, Dr. Arora and Dr. Farnan assessed recent studies documenting inequity in regard to compensation, discrimination around child-rearing, and gender disparities in medical leadership. They also discussed strategies that might improve the future outlook for female physicians.
“As I approach mid-career, I see these issues affecting my career and my colleagues’ careers and I decided we need to be doing more work in this space,” said Dr. Arora.
Fueling the conversation
When asked whether he thinks his research inspired the current conversation around gender inequity in medicine, Anupam Bapu Jena, MD, PhD – lead author of the September 2016 gender pay paper – said that while he did not initiate it, his work “has fueled the conversation.” 
“This is an issue that has been going on in the scientific literature for at least 25-30 years,” said Dr. Jena, the Ruth L. Newhouse Associate Professor of Health Care Policy at Harvard Medical School and a physician in the department of medicine at MGH. “I am sure women in medicine have been feeling this since women entered medicine.”
Many female hospitalists hoped that, as a relatively new field, hospital medicine would avoid some of the time-worn challenges women in other specialties faced.
“The birth of hospital medicine held the promise that, as a new field, it would be immune to the ‘old boys’ club mentality that plagues established specialties,” Dr. Farnan and Dr. Arora wrote in their September 2017 Annals article. And yet, they continued, “gender disparities developed in the areas of leadership and academic productivity.”
A 2015 study in the Journal of Hospital Medicine found that just 16% of university hospital medicine divisions were led by women, and women made up just 28% of those physicians leading general internal medicine divisions. Meanwhile, female hospitalists gave just 26% of presentations at national meetings, were first authors on only 33% of publications, and were senior authors on only 21% of manuscripts.3
In addition, Dr. Farnan and Dr. Arora wrote in their review, another recent survey of female physicians – primarily internists – found that 36% reported discrimination based on pregnancy, maternity leave, or breastfeeding. This was – at least in part, Dr. Farnan said – because “physician-mothers were not present at the table when discussions were held about scheduling.”
And while hospitalists have relatively flexible schedules, they can be unforgiving when it comes to traditional child care arrangements, Dr. Arora said.
But, there is hope, particularly within the Society of Hospital Medicine, Dr. Arora and Dr. Farnan wrote. The organization has seen an increase in female leadership – including its president-elect Nasim Afsar, MD, MBA, SFHM – and a board of directors that is split evenly between men and women. Mentorship of junior women is also on the rise, which allows opportunities for senior female physicians to teach younger women how to better negotiate and advocate for themselves.
“I think it has to come from both sides. Leadership does need to recognize that women may be less aggressive in their negotiating skills,” said Dr. Farnan. “But I think there also needs to be some recognition by women that it is okay to ask for more money.”
But it isn’t all about money, she said. “It can be negotiating for anything important in career development, career opportunities, research opportunities.” This also extends to schedule flexibility, training and more.
Leadership in hospitalist groups can help, Dr. Arora and Dr. Farnan wrote in their Annals article, by providing schedule flexibility, support for training, and structured on-boarding for new faculty. Citing efforts in other specialties such as cardiology and general surgery, female hospitalists may benefit from negotiation skills training, structured mentorship, and education around personal and professional development.
However, both physicians recognize the challenges of implicit bias and stereotype threat that may confront many women. For example, women who exert more stereotypically “male” traits such as assertiveness and confidence may face a “harsh likability penalty because they are going against gender norms,” said Dr. Arora.
Being taken seriously
Expectations around gender norms may also affect relationships female doctors have with their patients. In a June 2017 Washington Post editorial, Faye Reiff-Pasarew, MD, describes being objectified as “cute” and “adorable” and not being taken seriously by her patients.4
“I’d had a number of interactions with patients that upset me,” said Dr. Reiff-Pasarew, assistant professor of hospital medicine, director of the humanism in medicine program, and unit medical director at Icahn School of Medicine at Mount Sinai in New York City. “Later, I reflected upon them and realized that bias was a systemic problem. There needs to be a conversation amongst the broader medical community about the effect that these biases have on our patients and our practice.”
In her editorial, Dr. Reiff-Pasarew explained that when a female physician is written off as too young or is not recognized as a physician, it can delay necessary care. She also touches on the challenge of earning the trust of hospitalized patients.
“There’s a lot of evidence that the success of medical therapy is influenced by the context in which it is given, beyond mere adherence to a regimen or medication,” Dr. Reiff-Pasarew said, noting that it is a result of “the very powerful placebo effect.
“If patients don’t trust the care they are given, it can impact outcomes,” she added. “There is a lot to being a hospitalist that is diagnostic, such as finding the correct diagnosis and implementing the appropriate treatment. However, beyond that, a huge part of this role is to be a knowledgeable caregiver, someone who guides a patient through the experience of being ill in a complex medical system. This requires immense trust.”
Dr. Reiff-Pasarew also believes better mentoring and feedback opportunities would benefit female physicians and trainees. “I often see that equally knowledgeable female trainees and medical students are much more self-deprecating when presenting research,” she said. “They give disclaimers that they don’t know enough, while their male peers are more confident.”
She is quick, however, not to blame women, largely because the same social pressures that Dr. Arora and Dr. Farnan acknowledged may have molded their behaviors. “I meet with residents to talk explicitly about situations where they are treated inappropriately by patients or other staff,” Dr. Reiff-Pasarew said. “We discuss how they might react in those situations in the future and how they can process these challenges.”
Modern American culture equips men and women with “different essential skill sets,” Dr. Reiff-Pasarew noted, but she suggested men and women can learn from one another. “We should be teaching men to be more empathetic listeners, a skill that is generally taught to girls. Similarly, we need to teach women confidence, a skill predominantly taught to boys.”
Just as important, male clinicians should believe in and trust the experiences that women report having, Dr. Reiff-Pasarew said. “It’s very difficult to understand the subtleties of how people are treated differently in patient interactions if you’ve never been in that situation.”
Equal compensation for equal work
Ultimately, it is in the best interest of all physicians, their employers, and their patients to ensure female physicians are satisfied and fulfilled in their professions, said Dr. Jena, and that includes recognizing and rewarding their value.
“What I am trying to argue in my work is for equal pay – equal compensation for equal work,” Dr. Jena said. “Man or woman, it’s a good idea.”
Dr. Jena, who is also a faculty research fellow at the National Bureau of Economic Research, said that when the contributions of a group of people are systematically undervalued, “you run the risk of having those individuals invest less in their career.” In health care, he said, “if fewer women want to go into academic medicine because they know they are underpaid, what impact does it have on new ideas when you eliminate highly successful, intelligent people from a field?”
Dr. Jena and his colleagues authored a February 2017 study in JAMA Internal Medicine that showed hospitalized Medicare patients treated by female internists have lower 30-day mortality and readmissions rates compared with those treated by male internists, including hospitalists. This included millions of hospitalizations and accounted for myriad confounders.5
“Here is evidence that women may be doing a modestly better job than men in terms of outcomes,” Dr. Jena said. “If we are in the business of underpaying and underrewarding females, we are disincentivizing female physicians from entering the field, and in certain specialties female physicians see better patient outcomes.”
Dr. Arora and Dr. Farnan are optimistic that as more studies like those by Dr. Jena and colleagues are published – utilizing large data sets never before available, which account for many of the factors that have been used to justify pay and leadership disparities in the past – times will change for the better.
“There comes a time when everyone realizes a group has been wronged and it’s time to right it. I think now is the time for women. It’s tragic it’s come so late but I’m glad it’s here,” Dr. Arora said. “A lot of work is being done on the ground and in institutions to promote women leaders, to include women in search committees, and improve pay. These are always difficult discussions but now we can have transparency in salaries and we can we discuss them.”
However, Dr. Arora is also concerned about blowback, particularly as issues of sexual harassment of women in the workplace finally emerge from the shadows. “The blowback may be that more people tiptoe around women and are more cautious around them,” she said. “This could end up hurting women in the workplace. Something so deeply cemented like this doesn’t die easily and I think it requires culture change. I do think we’re on that journey and starting to see things change.”
But the real measure of that, said Dr. Farnan, is when these conversations are no longer taking place.
“We will know we’ve achieved what we want to achieve when we don’t have to discuss this anymore,” she said. “We will know we’ve achieved parity when we stop talking about it.”
References
1. Jena AB, Olenski AR, Blumenthal DM. Sex differences in physician salary in US public medical schools. JAMA Intern Med. 2016;176(9):1294-1304. doi: 10.1001/jamainternmed.2016.3284.
2. Farnan JM and Arora VM. Gender equality in hospital medicine – are we there yet? Ann Intern Med. 2017;167(6):HO2-HO3. doi: 10.7326/M17-2119.
3. Burden M, Frank MG, Keniston A, et al. Gender disparities in leadership and scholarly productivity of academic hospitalists. J Hosp Med 2015;8;481-5. doi: 10.1002/jhm.2340.
4. Reiff-Pasarew F. I’m a young, female doctor. Calling me ‘sweetie’ won’t help me save your life. Washington Post. Published June 29, 2017. Accessed Dec. 4, 2017.
5. Tsugawa Y, Jena AB, Figueroa JF, et al. Comparison of hospital mortality and readmission rates for Medicare patients treated by male vs female physicians. JAMA Intern Med. 2017;177(2):206-13. doi: 10.1001/jamainternmed.2016.7875.
It wasn’t something she planned to have happen but about 2 years ago, Vineet Arora, MD, MAPP, MHM, became what she calls an “accidental advocate” for gender parity in medicine.
“I was asked to review a paper around gender pay,” the University of Chicago Medical Center hospitalist said. “It was stunning to me just how different salaries were – between male and female physicians – even when the authors were attempting to control for various factors.”
That paper was published in the Journal of the American Medical Association (JAMA) in September 2016 by researchers at Harvard Medical School and Massachusetts General Hospital (MGH). It found that even after adjustment for age, experience, specialty, faculty rank, research productivity, and clinical revenue, female physicians at 24 public medical schools in 12 states earned nearly $20,000 less per year than their male colleagues.1
Dr. Arora wrote an editorial to accompany that 2016 paper in JAMA, and in September 2017, she and her colleague at the University of Chicago, Jeanne Farnan, MD, MHPE, coauthored another piece in Annals of Internal Medicine titled, “Inpatient Notes: Gender Equality in Hospital Medicine – Are We There Yet?”2
In the 2017 paper, Dr. Arora and Dr. Farnan assessed recent studies documenting inequity in regard to compensation, discrimination around child-rearing, and gender disparities in medical leadership. They also discussed strategies that might improve the future outlook for female physicians.
“As I approach mid-career, I see these issues affecting my career and my colleagues’ careers and I decided we need to be doing more work in this space,” said Dr. Arora.
Fueling the conversation
When asked whether he thinks his research inspired the current conversation around gender inequity in medicine, Anupam Bapu Jena, MD, PhD – lead author of the September 2016 gender pay paper – said that while he did not initiate it, his work “has fueled the conversation.”
“This is an issue that has been going on in the scientific literature for at least 25-30 years,” said Dr. Jena, the Ruth L. Newhouse Associate Professor of Health Care Policy at Harvard Medical School and a physician in the department of medicine at MGH. “I am sure women in medicine have been feeling this since women entered medicine.”
Many female hospitalists hoped that, as a relatively new field, hospital medicine would avoid some of the time-worn challenges women in other specialties faced.
“The birth of hospital medicine held the promise that, as a new field, it would be immune to the ‘old boys’ club mentality that plagues established specialties,” Dr. Farnan and Dr. Arora wrote in their September 2017 Annals article. And yet, they continued, “gender disparities developed in the areas of leadership and academic productivity.”
A 2015 study in the Journal of Hospital Medicine found that just 16% of university hospital medicine divisions were led by women, and women made up just 28% of those physicians leading general internal medicine divisions. Meanwhile, female hospitalists gave just 26% of presentations at national meetings, were first authors on only 33% of publications, and were senior authors on only 21% of manuscripts.3
In addition, Dr. Farnan and Dr. Arora wrote in their review, another recent survey of female physicians – primarily internists – found that 36% reported discrimination based on pregnancy, maternity leave, or breastfeeding. This was – at least in part, Dr. Farnan said – because “physician-mothers were not present at the table when discussions were held about scheduling.”
And while hospitalists have relatively flexible schedules, they can be unforgiving when it comes to traditional child care arrangements, Dr. Arora said.
But, there is hope, particularly within the Society of Hospital Medicine, Dr. Arora and Dr. Farnan wrote. The organization has seen an increase in female leadership – including its president-elect Nasim Afsar, MD, MBA, SFHM – and a board of directors that is split evenly between men and women. Mentorship of junior women is also on the rise, which allows opportunities for senior female physicians to teach younger women how to better negotiate and advocate for themselves.
“I think it has to come from both sides. Leadership does need to recognize that women may be less aggressive in their negotiating skills,” said Dr. Farnan. “But I think there also needs to be some recognition by women that it is okay to ask for more money.”
But it isn’t all about money, she said. “It can be negotiating for anything important in career development, career opportunities, research opportunities.” This also extends to schedule flexibility, training and more.
Leadership in hospitalist groups can help, Dr. Arora and Dr. Farnan wrote in their Annals article, by providing schedule flexibility, support for training, and structured on-boarding for new faculty. Citing efforts in other specialties such as cardiology and general surgery, female hospitalists may benefit from negotiation skills training, structured mentorship, and education around personal and professional development.
However, both physicians recognize the challenges of implicit bias and stereotype threat that may confront many women. For example, women who exert more stereotypically “male” traits such as assertiveness and confidence may face a “harsh likability penalty because they are going against gender norms,” said Dr. Arora.
Being taken seriously
Expectations around gender norms may also affect relationships female doctors have with their patients. In a June 2017 Washington Post editorial, Faye Reiff-Pasarew, MD, describes being objectified as “cute” and “adorable” and not being taken seriously by her patients.4
“I’d had a number of interactions with patients that upset me,” said Dr. Reiff-Pasarew, assistant professor of hospital medicine, director of the humanism in medicine program, and unit medical director at Icahn School of Medicine at Mount Sinai in New York City. “Later, I reflected upon them and realized that bias was a systemic problem. There needs to be a conversation amongst the broader medical community about the effect that these biases have on our patients and our practice.”
In her editorial, Dr. Reiff-Pasarew explained that when a female physician is written off as too young or is not recognized as a physician, it can delay necessary care. She also touches on the challenge of earning the trust of hospitalized patients.
“There’s a lot of evidence that the success of medical therapy is influenced by the context in which it is given, beyond mere adherence to a regimen or medication,” Dr. Reiff-Pasarew said, noting that it is a result of “the very powerful placebo effect.
“If patients don’t trust the care they are given, it can impact outcomes,” she added. “There is a lot to being a hospitalist that is diagnostic, such as finding the correct diagnosis and implementing the appropriate treatment. However, beyond that, a huge part of this role is to be a knowledgeable caregiver, someone who guides a patient through the experience of being ill in a complex medical system. This requires immense trust.”
Dr. Reiff-Pasarew also believes better mentoring and feedback opportunities would benefit female physicians and trainees. “I often see that equally knowledgeable female trainees and medical students are much more self-deprecating when presenting research,” she said. “They give disclaimers that they don’t know enough, while their male peers are more confident.”
She is quick, however, not to blame women, largely because the same social pressures that Dr. Arora and Dr. Farnan acknowledged may have molded their behaviors. “I meet with residents to talk explicitly about situations where they are treated inappropriately by patients or other staff,” Dr. Reiff-Pasarew said. “We discuss how they might react in those situations in the future and how they can process these challenges.”
Modern American culture equips men and women with “different essential skill sets,” Dr. Reiff-Pasarew noted, but she suggested men and women can learn from one another. “We should be teaching men to be more empathetic listeners, a skill that is generally taught to girls. Similarly, we need to teach women confidence, a skill predominantly taught to boys.”
Just as important, male clinicians should believe in and trust the experiences that women report having, Dr. Reiff-Pasarew said. “It’s very difficult to understand the subtleties of how people are treated differently in patient interactions if you’ve never been in that situation.”
Equal compensation for equal work
Ultimately, it is in the best interest of all physicians, their employers, and their patients to ensure female physicians are satisfied and fulfilled in their professions, said Dr. Jena, and that includes recognizing and rewarding their value.
“What I am trying to argue in my work is for equal pay – equal compensation for equal work,” Dr. Jena said. “Man or woman, it’s a good idea.”
Dr. Jena, who is also a faculty research fellow at the National Bureau of Economic Research, said that when the contributions of a group of people are systematically undervalued, “you run the risk of having those individuals invest less in their career.” In health care, he said, “if fewer women want to go into academic medicine because they know they are underpaid, what impact does it have on new ideas when you eliminate highly successful, intelligent people from a field?”
Dr. Jena and his colleagues authored a February 2017 study in JAMA Internal Medicine that showed hospitalized Medicare patients treated by female internists have lower 30-day mortality and readmissions rates compared with those treated by male internists, including hospitalists. This included millions of hospitalizations and accounted for myriad confounders.5
“Here is evidence that women may be doing a modestly better job than men in terms of outcomes,” Dr. Jena said. “If we are in the business of underpaying and underrewarding females, we are disincentivizing female physicians from entering the field, and in certain specialties female physicians see better patient outcomes.”
Dr. Arora and Dr. Farnan are optimistic that as more studies like those by Dr. Jena and colleagues are published – utilizing large data sets never before available, which account for many of the factors that have been used to justify pay and leadership disparities in the past – times will change for the better.
“There comes a time when everyone realizes a group has been wronged and it’s time to right it. I think now is the time for women. It’s tragic it’s come so late but I’m glad it’s here,” Dr. Arora said. “A lot of work is being done on the ground and in institutions to promote women leaders, to include women in search committees, and improve pay. These are always difficult discussions but now we can have transparency in salaries and we can we discuss them.”
However, Dr. Arora is also concerned about blowback, particularly as issues of sexual harassment of women in the workplace finally emerge from the shadows. “The blowback may be that more people tiptoe around women and are more cautious around them,” she said. “This could end up hurting women in the workplace. Something so deeply cemented like this doesn’t die easily and I think it requires culture change. I do think we’re on that journey and starting to see things change.”
But the real measure of that, said Dr. Farnan, is when these conversations are no longer taking place.
“We will know we’ve achieved what we want to achieve when we don’t have to discuss this anymore,” she said. “We will know we’ve achieved parity when we stop talking about it.”
References
1. Jena AB, Olenski AR, Blumenthal DM. Sex differences in physician salary in US public medical schools. JAMA Intern Med. 2016;176(9):1294-1304. doi: 10.1001/jamainternmed.2016.3284.
2. Farnan JM and Arora VM. Gender equality in hospital medicine – are we there yet? Ann Intern Med. 2017;167(6):HO2-HO3. doi: 10.7326/M17-2119.
3. Burden M, Frank MG, Keniston A, et al. Gender disparities in leadership and scholarly productivity of academic hospitalists. J Hosp Med 2015;8;481-5. doi: 10.1002/jhm.2340.
4. Reiff-Pasarew F. I’m a young, female doctor. Calling me ‘sweetie’ won’t help me save your life. Washington Post. Published June 29, 2017. Accessed Dec. 4, 2017.
5. Tsugawa Y, Jena AB, Figueroa JF, et al. Comparison of hospital mortality and readmission rates for Medicare patients treated by male vs female physicians. JAMA Intern Med. 2017;177(2):206-13. doi: 10.1001/jamainternmed.2016.7875.
It wasn’t something she planned to have happen but about 2 years ago, Vineet Arora, MD, MAPP, MHM, became what she calls an “accidental advocate” for gender parity in medicine.
“I was asked to review a paper around gender pay,” the University of Chicago Medical Center hospitalist said. “It was stunning to me just how different salaries were – between male and female physicians – even when the authors were attempting to control for various factors.”
That paper was published in the Journal of the American Medical Association (JAMA) in September 2016 by researchers at Harvard Medical School and Massachusetts General Hospital (MGH). It found that even after adjustment for age, experience, specialty, faculty rank, research productivity, and clinical revenue, female physicians at 24 public medical schools in 12 states earned nearly $20,000 less per year than their male colleagues.1
Dr. Arora wrote an editorial to accompany that 2016 paper in JAMA, and in September 2017, she and her colleague at the University of Chicago, Jeanne Farnan, MD, MHPE, coauthored another piece in Annals of Internal Medicine titled, “Inpatient Notes: Gender Equality in Hospital Medicine – Are We There Yet?”2
In the 2017 paper, Dr. Arora and Dr. Farnan assessed recent studies documenting inequity in regard to compensation, discrimination around child-rearing, and gender disparities in medical leadership. They also discussed strategies that might improve the future outlook for female physicians.
“As I approach mid-career, I see these issues affecting my career and my colleagues’ careers and I decided we need to be doing more work in this space,” said Dr. Arora.
Fueling the conversation
When asked whether he thinks his research inspired the current conversation around gender inequity in medicine, Anupam Bapu Jena, MD, PhD – lead author of the September 2016 gender pay paper – said that while he did not initiate it, his work “has fueled the conversation.”
“This is an issue that has been going on in the scientific literature for at least 25-30 years,” said Dr. Jena, the Ruth L. Newhouse Associate Professor of Health Care Policy at Harvard Medical School and a physician in the department of medicine at MGH. “I am sure women in medicine have been feeling this since women entered medicine.”
Many female hospitalists hoped that, as a relatively new field, hospital medicine would avoid some of the time-worn challenges women in other specialties faced.
“The birth of hospital medicine held the promise that, as a new field, it would be immune to the ‘old boys’ club mentality that plagues established specialties,” Dr. Farnan and Dr. Arora wrote in their September 2017 Annals article. And yet, they continued, “gender disparities developed in the areas of leadership and academic productivity.”
A 2015 study in the Journal of Hospital Medicine found that just 16% of university hospital medicine divisions were led by women, and women made up just 28% of those physicians leading general internal medicine divisions. Meanwhile, female hospitalists gave just 26% of presentations at national meetings, were first authors on only 33% of publications, and were senior authors on only 21% of manuscripts.3
In addition, Dr. Farnan and Dr. Arora wrote in their review, another recent survey of female physicians – primarily internists – found that 36% reported discrimination based on pregnancy, maternity leave, or breastfeeding. This was – at least in part, Dr. Farnan said – because “physician-mothers were not present at the table when discussions were held about scheduling.”
And while hospitalists have relatively flexible schedules, they can be unforgiving when it comes to traditional child care arrangements, Dr. Arora said.
But, there is hope, particularly within the Society of Hospital Medicine, Dr. Arora and Dr. Farnan wrote. The organization has seen an increase in female leadership – including its president-elect Nasim Afsar, MD, MBA, SFHM – and a board of directors that is split evenly between men and women. Mentorship of junior women is also on the rise, which allows opportunities for senior female physicians to teach younger women how to better negotiate and advocate for themselves.
“I think it has to come from both sides. Leadership does need to recognize that women may be less aggressive in their negotiating skills,” said Dr. Farnan. “But I think there also needs to be some recognition by women that it is okay to ask for more money.”
But it isn’t all about money, she said. “It can be negotiating for anything important in career development, career opportunities, research opportunities.” This also extends to schedule flexibility, training and more.
Leadership in hospitalist groups can help, Dr. Arora and Dr. Farnan wrote in their Annals article, by providing schedule flexibility, support for training, and structured on-boarding for new faculty. Citing efforts in other specialties such as cardiology and general surgery, female hospitalists may benefit from negotiation skills training, structured mentorship, and education around personal and professional development.
However, both physicians recognize the challenges of implicit bias and stereotype threat that may confront many women. For example, women who exert more stereotypically “male” traits such as assertiveness and confidence may face a “harsh likability penalty because they are going against gender norms,” said Dr. Arora.
Being taken seriously
Expectations around gender norms may also affect relationships female doctors have with their patients. In a June 2017 Washington Post editorial, Faye Reiff-Pasarew, MD, describes being objectified as “cute” and “adorable” and not being taken seriously by her patients.4
“I’d had a number of interactions with patients that upset me,” said Dr. Reiff-Pasarew, assistant professor of hospital medicine, director of the humanism in medicine program, and unit medical director at Icahn School of Medicine at Mount Sinai in New York City. “Later, I reflected upon them and realized that bias was a systemic problem. There needs to be a conversation amongst the broader medical community about the effect that these biases have on our patients and our practice.”
In her editorial, Dr. Reiff-Pasarew explained that when a female physician is written off as too young or is not recognized as a physician, it can delay necessary care. She also touches on the challenge of earning the trust of hospitalized patients.
“There’s a lot of evidence that the success of medical therapy is influenced by the context in which it is given, beyond mere adherence to a regimen or medication,” Dr. Reiff-Pasarew said, noting that it is a result of “the very powerful placebo effect.
“If patients don’t trust the care they are given, it can impact outcomes,” she added. “There is a lot to being a hospitalist that is diagnostic, such as finding the correct diagnosis and implementing the appropriate treatment. However, beyond that, a huge part of this role is to be a knowledgeable caregiver, someone who guides a patient through the experience of being ill in a complex medical system. This requires immense trust.”
Dr. Reiff-Pasarew also believes better mentoring and feedback opportunities would benefit female physicians and trainees. “I often see that equally knowledgeable female trainees and medical students are much more self-deprecating when presenting research,” she said. “They give disclaimers that they don’t know enough, while their male peers are more confident.”
She is quick, however, not to blame women, largely because the same social pressures that Dr. Arora and Dr. Farnan acknowledged may have molded their behaviors. “I meet with residents to talk explicitly about situations where they are treated inappropriately by patients or other staff,” Dr. Reiff-Pasarew said. “We discuss how they might react in those situations in the future and how they can process these challenges.”
Modern American culture equips men and women with “different essential skill sets,” Dr. Reiff-Pasarew noted, but she suggested men and women can learn from one another. “We should be teaching men to be more empathetic listeners, a skill that is generally taught to girls. Similarly, we need to teach women confidence, a skill predominantly taught to boys.”
Just as important, male clinicians should believe in and trust the experiences that women report having, Dr. Reiff-Pasarew said. “It’s very difficult to understand the subtleties of how people are treated differently in patient interactions if you’ve never been in that situation.”
Equal compensation for equal work
Ultimately, it is in the best interest of all physicians, their employers, and their patients to ensure female physicians are satisfied and fulfilled in their professions, said Dr. Jena, and that includes recognizing and rewarding their value.
“What I am trying to argue in my work is for equal pay – equal compensation for equal work,” Dr. Jena said. “Man or woman, it’s a good idea.”
Dr. Jena, who is also a faculty research fellow at the National Bureau of Economic Research, said that when the contributions of a group of people are systematically undervalued, “you run the risk of having those individuals invest less in their career.” In health care, he said, “if fewer women want to go into academic medicine because they know they are underpaid, what impact does it have on new ideas when you eliminate highly successful, intelligent people from a field?”
Dr. Jena and his colleagues authored a February 2017 study in JAMA Internal Medicine that showed hospitalized Medicare patients treated by female internists have lower 30-day mortality and readmissions rates compared with those treated by male internists, including hospitalists. This included millions of hospitalizations and accounted for myriad confounders.5
“Here is evidence that women may be doing a modestly better job than men in terms of outcomes,” Dr. Jena said. “If we are in the business of underpaying and underrewarding females, we are disincentivizing female physicians from entering the field, and in certain specialties female physicians see better patient outcomes.”
Dr. Arora and Dr. Farnan are optimistic that as more studies like those by Dr. Jena and colleagues are published – utilizing large data sets never before available, which account for many of the factors that have been used to justify pay and leadership disparities in the past – times will change for the better.
“There comes a time when everyone realizes a group has been wronged and it’s time to right it. I think now is the time for women. It’s tragic it’s come so late but I’m glad it’s here,” Dr. Arora said. “A lot of work is being done on the ground and in institutions to promote women leaders, to include women in search committees, and improve pay. These are always difficult discussions but now we can have transparency in salaries and we can we discuss them.”
However, Dr. Arora is also concerned about blowback, particularly as issues of sexual harassment of women in the workplace finally emerge from the shadows. “The blowback may be that more people tiptoe around women and are more cautious around them,” she said. “This could end up hurting women in the workplace. Something so deeply cemented like this doesn’t die easily and I think it requires culture change. I do think we’re on that journey and starting to see things change.”
But the real measure of that, said Dr. Farnan, is when these conversations are no longer taking place.
“We will know we’ve achieved what we want to achieve when we don’t have to discuss this anymore,” she said. “We will know we’ve achieved parity when we stop talking about it.”
References
1. Jena AB, Olenski AR, Blumenthal DM. Sex differences in physician salary in US public medical schools. JAMA Intern Med. 2016;176(9):1294-1304. doi: 10.1001/jamainternmed.2016.3284.
2. Farnan JM and Arora VM. Gender equality in hospital medicine – are we there yet? Ann Intern Med. 2017;167(6):HO2-HO3. doi: 10.7326/M17-2119.
3. Burden M, Frank MG, Keniston A, et al. Gender disparities in leadership and scholarly productivity of academic hospitalists. J Hosp Med 2015;8;481-5. doi: 10.1002/jhm.2340.
4. Reiff-Pasarew F. I’m a young, female doctor. Calling me ‘sweetie’ won’t help me save your life. Washington Post. Published June 29, 2017. Accessed Dec. 4, 2017.
5. Tsugawa Y, Jena AB, Figueroa JF, et al. Comparison of hospital mortality and readmission rates for Medicare patients treated by male vs female physicians. JAMA Intern Med. 2017;177(2):206-13. doi: 10.1001/jamainternmed.2016.7875.
Myriad career options for hospitalists
The “Hospitalist Career Options” education session provided future and early-career hospitalists with information about the diversity of potential career tracks within hospital medicine.
“There are so many different things that people do and that’s what so amazing about hospital medicine,” said Dennis Chang, MD, FHM, associate professor in Mount Sinai Hospital’s division of hospital medicine, New York, in his talk on Monday. “You never really know where its going to go, and it’s really a matter of keeping your eye out for opportunities.”
Hospital medicine offers a diverse and interesting career that presents a variety of professional opportunities to those who practice it, Dr. Chang said. He noted that many hospitalists are gravitating toward careers in improving patient safety and quality improvement.
“They are working on the systems that are in the hospital and trying to make them more efficient and safer for patients,” he said.
Keeping with the theme of the talk, Dr. Chang pointed out that there a number of other specialty areas that hospitalists can explore.
“A lot of hospitalists also get into education, educating students and residents,” he said. If teaching is not your desired area of practice, you can also try your hand at “becoming CMO [chief medical officer] of a hospital” or other areas of administrative leadership or “informatics and electronic health records.” Most importantly, there are a variety of professional avenues available within hospital medicine, he added.
Dr. Chang said that the design of the session was intended to help early-career hospitalists navigate their professional path and indicated that it definitely would have provided him with some guidance. “When I was a resident thinking about what I wanted to do after residency, I didn’t necessarily know what hospital medicine was,” he said. “I think I thought it was a cool clinical job, but I didn’t understand that there were so many other things that you could do with it that are not clinical, but still really interesting.”
Dr. Chang emphasized that early-career hospitalists do not need to have a fully formed idea of the professional track they wish to pursue.
“It’s okay if you don’t know what you want to do, just do what you think is interesting and it’s amazing the things you can end up doing,” he said, noting that the best thing for residents and early-career hospitalists is “to get experience and training.”
At the end of the talk, Dr. Chang and his copresenter Daniel Ricotta, MD, offered attendees tips about other events that they might attend to advance their careers. Dr. Chang noted that SHM offers many smaller conferences that offer career development skills such as leadership.
The “Hospitalist Career Options” education session provided future and early-career hospitalists with information about the diversity of potential career tracks within hospital medicine.
“There are so many different things that people do and that’s what so amazing about hospital medicine,” said Dennis Chang, MD, FHM, associate professor in Mount Sinai Hospital’s division of hospital medicine, New York, in his talk on Monday. “You never really know where its going to go, and it’s really a matter of keeping your eye out for opportunities.”
Hospital medicine offers a diverse and interesting career that presents a variety of professional opportunities to those who practice it, Dr. Chang said. He noted that many hospitalists are gravitating toward careers in improving patient safety and quality improvement.
“They are working on the systems that are in the hospital and trying to make them more efficient and safer for patients,” he said.
Keeping with the theme of the talk, Dr. Chang pointed out that there a number of other specialty areas that hospitalists can explore.
“A lot of hospitalists also get into education, educating students and residents,” he said. If teaching is not your desired area of practice, you can also try your hand at “becoming CMO [chief medical officer] of a hospital” or other areas of administrative leadership or “informatics and electronic health records.” Most importantly, there are a variety of professional avenues available within hospital medicine, he added.
Dr. Chang said that the design of the session was intended to help early-career hospitalists navigate their professional path and indicated that it definitely would have provided him with some guidance. “When I was a resident thinking about what I wanted to do after residency, I didn’t necessarily know what hospital medicine was,” he said. “I think I thought it was a cool clinical job, but I didn’t understand that there were so many other things that you could do with it that are not clinical, but still really interesting.”
Dr. Chang emphasized that early-career hospitalists do not need to have a fully formed idea of the professional track they wish to pursue.
“It’s okay if you don’t know what you want to do, just do what you think is interesting and it’s amazing the things you can end up doing,” he said, noting that the best thing for residents and early-career hospitalists is “to get experience and training.”
At the end of the talk, Dr. Chang and his copresenter Daniel Ricotta, MD, offered attendees tips about other events that they might attend to advance their careers. Dr. Chang noted that SHM offers many smaller conferences that offer career development skills such as leadership.
The “Hospitalist Career Options” education session provided future and early-career hospitalists with information about the diversity of potential career tracks within hospital medicine.
“There are so many different things that people do and that’s what so amazing about hospital medicine,” said Dennis Chang, MD, FHM, associate professor in Mount Sinai Hospital’s division of hospital medicine, New York, in his talk on Monday. “You never really know where its going to go, and it’s really a matter of keeping your eye out for opportunities.”
Hospital medicine offers a diverse and interesting career that presents a variety of professional opportunities to those who practice it, Dr. Chang said. He noted that many hospitalists are gravitating toward careers in improving patient safety and quality improvement.
“They are working on the systems that are in the hospital and trying to make them more efficient and safer for patients,” he said.
Keeping with the theme of the talk, Dr. Chang pointed out that there a number of other specialty areas that hospitalists can explore.
“A lot of hospitalists also get into education, educating students and residents,” he said. If teaching is not your desired area of practice, you can also try your hand at “becoming CMO [chief medical officer] of a hospital” or other areas of administrative leadership or “informatics and electronic health records.” Most importantly, there are a variety of professional avenues available within hospital medicine, he added.
Dr. Chang said that the design of the session was intended to help early-career hospitalists navigate their professional path and indicated that it definitely would have provided him with some guidance. “When I was a resident thinking about what I wanted to do after residency, I didn’t necessarily know what hospital medicine was,” he said. “I think I thought it was a cool clinical job, but I didn’t understand that there were so many other things that you could do with it that are not clinical, but still really interesting.”
Dr. Chang emphasized that early-career hospitalists do not need to have a fully formed idea of the professional track they wish to pursue.
“It’s okay if you don’t know what you want to do, just do what you think is interesting and it’s amazing the things you can end up doing,” he said, noting that the best thing for residents and early-career hospitalists is “to get experience and training.”
At the end of the talk, Dr. Chang and his copresenter Daniel Ricotta, MD, offered attendees tips about other events that they might attend to advance their careers. Dr. Chang noted that SHM offers many smaller conferences that offer career development skills such as leadership.
Sustaining the evolution of PAs in hospital medicine
Editor’s note: Each month, SHM puts the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Visit www.hospitalmedicine.org for more information on how you can lend your expertise to help SHM improve the care of hospitalized patients.
This month, The Hospitalist spotlights Meredith K. Wold, PA-C, APC supervisor, Hospital Medicine and Critical Care, at Regions Hospital in St. Paul, Minn., and adjunct faculty, Augsburg University Physician Assistant Program. Ms. Wold is a long-time member of SHM and the recipient of this year’s Clinical Excellence Award for Nurse Practitioners and Physician Assistants.
How did you first hear of SHM and why did you decide to become a member?
I’ve always recognized the importance of engaging in a community beyond my daily practice. Shortly after starting my career in hospital medicine, I quickly recognized this was a belief shared and cultivated by my hospital medicine group as well. Our HM group at HealthPartners has a long history of SHM participation. As our advanced practice clinician (APC) group grew, I knew engagement at the national level was critical to ensure that our ongoing evolution was supported, sustained, and shared.
What does it mean to you to receive SHM’s Clinical Excellence Award for nurse practitioners and physician assistants?
Being awarded the SHM Clinical Excellence Award is remarkable. I work alongside really, really amazing people, and every day I strive toward the exceptionally high bar they set. I’m passionate and committed to hospital medicine, and I’m so very grateful this is appreciated.
Which SHM conferences have you attended? Tell us about some of the highlights from these courses.
The first SHM annual conference I attended was in 2008 in sunny San Diego. I’d been a physician assistant (PA) for barely a year. I remember being so energized by the passion and commitment of the speakers and attendees. I harnessed that energy and spent the next several years being part of a growing APC group at Regions Hospital in St. Paul, Minn., where our HM group holds partnership and innovation at its core. You can imagine my excitement when I was asked to speak about APC practice models at HM16. Fellow APC Emily Thornhill Davis and I spoke to a standing-room only audience! Emily and I partnered again as faculty at HM17. I look forward to being part of a panel discussion at HM18 in Orlando (alongside some SHM trailblazers!).
Closer to home, I’ve taken advantage of phenomenal opportunities hosted by our local chapter of SHM. My colleagues Benji Mathews, MD, and Kreegan Reierson, MD, have led Point-of-Care Ultrasound (POCUS) training courses regionally and nationally. Their comprehensive, hands-on course ensured that I had the foundation to incorporate portable ultrasound into my practice. Thank goodness for their refresher course as well; my skills were rusty after a long maternity leave!
Given the tremendous clinical growth I have absorbed through local and national SHM offerings, I look forward to my leadership and operations skills being bolstered at SHM’s Leadership Academy this fall in Vancouver. As APCs hold more and more vital roles within HM groups, it’s integral that, along the way, our leadership skills are recognized and honed as well.
As an SHM member of over 10 years, what has been most valuable for you as a physician assistant?
The relationships. Networking, sharing ideas, pushing the status quo with other like-minded clinicians from around the country is invigorating. Because of SHM, I have an APC network from coast to coast – a lattice of clinicians that are linked by dedication and enthusiasm to hospital medicine.
What advice do you have for early-career physician assistants looking to work in hospital medicine?
Find a hospital medicine group whose culture allows and supports your growth as an advanced practice clinician. In an exemplary HM model, the delegated autonomy of an APC should widen and deepen over time. Seek out a team that appreciates the importance of this evolution.
Ms. Steele is marketing communications specialist at the Society of Hospital Medicine.
Editor’s note: Each month, SHM puts the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Visit www.hospitalmedicine.org for more information on how you can lend your expertise to help SHM improve the care of hospitalized patients.
This month, The Hospitalist spotlights Meredith K. Wold, PA-C, APC supervisor, Hospital Medicine and Critical Care, at Regions Hospital in St. Paul, Minn., and adjunct faculty, Augsburg University Physician Assistant Program. Ms. Wold is a long-time member of SHM and the recipient of this year’s Clinical Excellence Award for Nurse Practitioners and Physician Assistants.
How did you first hear of SHM and why did you decide to become a member?
I’ve always recognized the importance of engaging in a community beyond my daily practice. Shortly after starting my career in hospital medicine, I quickly recognized this was a belief shared and cultivated by my hospital medicine group as well. Our HM group at HealthPartners has a long history of SHM participation. As our advanced practice clinician (APC) group grew, I knew engagement at the national level was critical to ensure that our ongoing evolution was supported, sustained, and shared.
What does it mean to you to receive SHM’s Clinical Excellence Award for nurse practitioners and physician assistants?
Being awarded the SHM Clinical Excellence Award is remarkable. I work alongside really, really amazing people, and every day I strive toward the exceptionally high bar they set. I’m passionate and committed to hospital medicine, and I’m so very grateful this is appreciated.
Which SHM conferences have you attended? Tell us about some of the highlights from these courses.
The first SHM annual conference I attended was in 2008 in sunny San Diego. I’d been a physician assistant (PA) for barely a year. I remember being so energized by the passion and commitment of the speakers and attendees. I harnessed that energy and spent the next several years being part of a growing APC group at Regions Hospital in St. Paul, Minn., where our HM group holds partnership and innovation at its core. You can imagine my excitement when I was asked to speak about APC practice models at HM16. Fellow APC Emily Thornhill Davis and I spoke to a standing-room only audience! Emily and I partnered again as faculty at HM17. I look forward to being part of a panel discussion at HM18 in Orlando (alongside some SHM trailblazers!).
Closer to home, I’ve taken advantage of phenomenal opportunities hosted by our local chapter of SHM. My colleagues Benji Mathews, MD, and Kreegan Reierson, MD, have led Point-of-Care Ultrasound (POCUS) training courses regionally and nationally. Their comprehensive, hands-on course ensured that I had the foundation to incorporate portable ultrasound into my practice. Thank goodness for their refresher course as well; my skills were rusty after a long maternity leave!
Given the tremendous clinical growth I have absorbed through local and national SHM offerings, I look forward to my leadership and operations skills being bolstered at SHM’s Leadership Academy this fall in Vancouver. As APCs hold more and more vital roles within HM groups, it’s integral that, along the way, our leadership skills are recognized and honed as well.
As an SHM member of over 10 years, what has been most valuable for you as a physician assistant?
The relationships. Networking, sharing ideas, pushing the status quo with other like-minded clinicians from around the country is invigorating. Because of SHM, I have an APC network from coast to coast – a lattice of clinicians that are linked by dedication and enthusiasm to hospital medicine.
What advice do you have for early-career physician assistants looking to work in hospital medicine?
Find a hospital medicine group whose culture allows and supports your growth as an advanced practice clinician. In an exemplary HM model, the delegated autonomy of an APC should widen and deepen over time. Seek out a team that appreciates the importance of this evolution.
Ms. Steele is marketing communications specialist at the Society of Hospital Medicine.
Editor’s note: Each month, SHM puts the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Visit www.hospitalmedicine.org for more information on how you can lend your expertise to help SHM improve the care of hospitalized patients.
This month, The Hospitalist spotlights Meredith K. Wold, PA-C, APC supervisor, Hospital Medicine and Critical Care, at Regions Hospital in St. Paul, Minn., and adjunct faculty, Augsburg University Physician Assistant Program. Ms. Wold is a long-time member of SHM and the recipient of this year’s Clinical Excellence Award for Nurse Practitioners and Physician Assistants.
How did you first hear of SHM and why did you decide to become a member?
I’ve always recognized the importance of engaging in a community beyond my daily practice. Shortly after starting my career in hospital medicine, I quickly recognized this was a belief shared and cultivated by my hospital medicine group as well. Our HM group at HealthPartners has a long history of SHM participation. As our advanced practice clinician (APC) group grew, I knew engagement at the national level was critical to ensure that our ongoing evolution was supported, sustained, and shared.
What does it mean to you to receive SHM’s Clinical Excellence Award for nurse practitioners and physician assistants?
Being awarded the SHM Clinical Excellence Award is remarkable. I work alongside really, really amazing people, and every day I strive toward the exceptionally high bar they set. I’m passionate and committed to hospital medicine, and I’m so very grateful this is appreciated.
Which SHM conferences have you attended? Tell us about some of the highlights from these courses.
The first SHM annual conference I attended was in 2008 in sunny San Diego. I’d been a physician assistant (PA) for barely a year. I remember being so energized by the passion and commitment of the speakers and attendees. I harnessed that energy and spent the next several years being part of a growing APC group at Regions Hospital in St. Paul, Minn., where our HM group holds partnership and innovation at its core. You can imagine my excitement when I was asked to speak about APC practice models at HM16. Fellow APC Emily Thornhill Davis and I spoke to a standing-room only audience! Emily and I partnered again as faculty at HM17. I look forward to being part of a panel discussion at HM18 in Orlando (alongside some SHM trailblazers!).
Closer to home, I’ve taken advantage of phenomenal opportunities hosted by our local chapter of SHM. My colleagues Benji Mathews, MD, and Kreegan Reierson, MD, have led Point-of-Care Ultrasound (POCUS) training courses regionally and nationally. Their comprehensive, hands-on course ensured that I had the foundation to incorporate portable ultrasound into my practice. Thank goodness for their refresher course as well; my skills were rusty after a long maternity leave!
Given the tremendous clinical growth I have absorbed through local and national SHM offerings, I look forward to my leadership and operations skills being bolstered at SHM’s Leadership Academy this fall in Vancouver. As APCs hold more and more vital roles within HM groups, it’s integral that, along the way, our leadership skills are recognized and honed as well.
As an SHM member of over 10 years, what has been most valuable for you as a physician assistant?
The relationships. Networking, sharing ideas, pushing the status quo with other like-minded clinicians from around the country is invigorating. Because of SHM, I have an APC network from coast to coast – a lattice of clinicians that are linked by dedication and enthusiasm to hospital medicine.
What advice do you have for early-career physician assistants looking to work in hospital medicine?
Find a hospital medicine group whose culture allows and supports your growth as an advanced practice clinician. In an exemplary HM model, the delegated autonomy of an APC should widen and deepen over time. Seek out a team that appreciates the importance of this evolution.
Ms. Steele is marketing communications specialist at the Society of Hospital Medicine.
Hospitalist movers and shakers – March 2018
Jason Blair, DO, recently was named an honorary Fellow by the American College of Osteopathic Internists (ACOI) for excellence in the practice of internal medicine. Dr. Blair currently is a hospitalist at Lake Regional Health System in Osage Beach, Mo.
The degree of Fellow is given to physicians who demonstrate continuing professional accomplishments, scholarship, and professional activities, including teaching, research, and community service. The ACOI represents more than 5,000 osteopathic internists and subspecialists nationwide. Dr. Blair joined Lake Regional in 2017.
Dr. Howell is the division director of the Collaborative Inpatient Medicine Service (CIMS) and a professor of medicine at the Johns Hopkins Bayview Medical Center in Baltimore. He received the award for his work with project EQUIP (Excellence in Quality, Utilization Integration, and Patient-Centered Care) to improve quality and efficiency and to reduce mortality, emergency department boarding, and patient lengths of stay.
David Svec, MD, MBA, has been named the new chief medical officer at Stanford Health Care – ValleyCare in Pleasanton, Calif. Dr. Svec has served as a hospitalist and internal medicine specialist at ValleyCare for the past 6 years. Previously, he was ValleyCare’s medical director of the hospitalist team and a clinical assistant professor of medicine. Dr. Svec helped develop the hospitalist program at ValleyCare and will continue to work in that capacity while advancing into his new role.
As CMO, Dr. Svec will carry on the mission of Stanford Health Care, including increasing innovative programs, monitoring outcome measures, and developing and implementing improvement plans.
Dr. Svec earned Stanford Health Care’s 2016 David A. Rytand Clinical Teaching Award, the 2016 Lawrence Mathers Award: Exceptional Commitment to Teaching/Active Involvement in Medical Student Education, and the 2014 Arthur L. Bloomfield Award for Excellence in Clinical Teaching.
Brent Baboolal, MD, recently was selected by the International Association of HealthCare Professionals to be part of the Leading Physicians of the World. Dr. Baboolal is an internist and a hospitalist serving the Texas Health Presbyterian Hospital in Dallas.
Trained in Grenada, Dr. Baboolal came to the United States in 2009 and began work at Stamford (Conn.) Hospital. He is board certified by the American Board of Internal Medicine and is renowned as a leading internist and hospitalist. He is a former associate professor at the University of Texas School of Nursing.
BUSINESS MOVES
Sound Physicians in Tacoma, Wash., recently announced that it will take over providing hospitalist services for SSM Health DePaul Hospital and SSM Health St. Mary’s Hospital in St. Louis. Sound Physicians already had been running critical care at SSM Health St. Clare Hospital, Fenton, Mo.
SSM Health is a Catholic, faith-based, nonprofit health system serving communities in Illinois, Missouri, Oklahoma, and Wisconsin.
“We have been impressed with their efficiency and professionalism of establishing Sound Physicians’ infrastructure that supports providers and implementing processes to drive improved outcomes,” said Rajiv Patel, MD, vice president of medical affairs for SSM Health DePaul Hospital.
Sound Physicians prides itself on improving quality and lowering costs of acute care for health organizations and facilities. Sound provides emergency medicine, hospital medicine, critical care, transitional care, and advisory services for its partners nationwide.
Pittsburgh-based health leaders Highmark Health and Allegheny Health Network, and Erie, Pa.–based Lecom Health have agreed to establish an affiliation with Warren (Pa.) General Hospital, a full-service, 87-bed facility about an hour from Erie. The agreement will provide Warren General with capital to make improvements to its maternity unit and radiation oncology equipment, among other services.
The partnership includes Warren General agreeing to use Allegheny Health Network (AHN) affiliates for clinical, emergency, and hospitalist services, and Warren General physicians will join the AHN integrated network. AHN, Highmark, and Lecom will assist Warren General with capital investments and community health reinvestment projects.
Hospitalist group Adfinitas Health in Hanover, Md., announced it has acquired a majority interest in Advanced Inpatient Medicine in Lakeville, Pa. Advanced Inpatient Medicine (AIM) provides hospitalist services for four hospitals and several acute care and skilled nursing facilities in Northeastern Pennsylvania.
AIM and its 40 employees join Adfinitas, which has partnership agreements with 14 hospitals and 40 postacute facilities in Maryland, Virginia, and Michigan. AIM and Adfinitas share the theory of integrating advanced practice providers, such as nurse practitioners and physician assistants, into their physician-led care teams.
Jason Blair, DO, recently was named an honorary Fellow by the American College of Osteopathic Internists (ACOI) for excellence in the practice of internal medicine. Dr. Blair currently is a hospitalist at Lake Regional Health System in Osage Beach, Mo.
The degree of Fellow is given to physicians who demonstrate continuing professional accomplishments, scholarship, and professional activities, including teaching, research, and community service. The ACOI represents more than 5,000 osteopathic internists and subspecialists nationwide. Dr. Blair joined Lake Regional in 2017.
Dr. Howell is the division director of the Collaborative Inpatient Medicine Service (CIMS) and a professor of medicine at the Johns Hopkins Bayview Medical Center in Baltimore. He received the award for his work with project EQUIP (Excellence in Quality, Utilization Integration, and Patient-Centered Care) to improve quality and efficiency and to reduce mortality, emergency department boarding, and patient lengths of stay.
David Svec, MD, MBA, has been named the new chief medical officer at Stanford Health Care – ValleyCare in Pleasanton, Calif. Dr. Svec has served as a hospitalist and internal medicine specialist at ValleyCare for the past 6 years. Previously, he was ValleyCare’s medical director of the hospitalist team and a clinical assistant professor of medicine. Dr. Svec helped develop the hospitalist program at ValleyCare and will continue to work in that capacity while advancing into his new role.
As CMO, Dr. Svec will carry on the mission of Stanford Health Care, including increasing innovative programs, monitoring outcome measures, and developing and implementing improvement plans.
Dr. Svec earned Stanford Health Care’s 2016 David A. Rytand Clinical Teaching Award, the 2016 Lawrence Mathers Award: Exceptional Commitment to Teaching/Active Involvement in Medical Student Education, and the 2014 Arthur L. Bloomfield Award for Excellence in Clinical Teaching.
Brent Baboolal, MD, recently was selected by the International Association of HealthCare Professionals to be part of the Leading Physicians of the World. Dr. Baboolal is an internist and a hospitalist serving the Texas Health Presbyterian Hospital in Dallas.
Trained in Grenada, Dr. Baboolal came to the United States in 2009 and began work at Stamford (Conn.) Hospital. He is board certified by the American Board of Internal Medicine and is renowned as a leading internist and hospitalist. He is a former associate professor at the University of Texas School of Nursing.
BUSINESS MOVES
Sound Physicians in Tacoma, Wash., recently announced that it will take over providing hospitalist services for SSM Health DePaul Hospital and SSM Health St. Mary’s Hospital in St. Louis. Sound Physicians already had been running critical care at SSM Health St. Clare Hospital, Fenton, Mo.
SSM Health is a Catholic, faith-based, nonprofit health system serving communities in Illinois, Missouri, Oklahoma, and Wisconsin.
“We have been impressed with their efficiency and professionalism of establishing Sound Physicians’ infrastructure that supports providers and implementing processes to drive improved outcomes,” said Rajiv Patel, MD, vice president of medical affairs for SSM Health DePaul Hospital.
Sound Physicians prides itself on improving quality and lowering costs of acute care for health organizations and facilities. Sound provides emergency medicine, hospital medicine, critical care, transitional care, and advisory services for its partners nationwide.
Pittsburgh-based health leaders Highmark Health and Allegheny Health Network, and Erie, Pa.–based Lecom Health have agreed to establish an affiliation with Warren (Pa.) General Hospital, a full-service, 87-bed facility about an hour from Erie. The agreement will provide Warren General with capital to make improvements to its maternity unit and radiation oncology equipment, among other services.
The partnership includes Warren General agreeing to use Allegheny Health Network (AHN) affiliates for clinical, emergency, and hospitalist services, and Warren General physicians will join the AHN integrated network. AHN, Highmark, and Lecom will assist Warren General with capital investments and community health reinvestment projects.
Hospitalist group Adfinitas Health in Hanover, Md., announced it has acquired a majority interest in Advanced Inpatient Medicine in Lakeville, Pa. Advanced Inpatient Medicine (AIM) provides hospitalist services for four hospitals and several acute care and skilled nursing facilities in Northeastern Pennsylvania.
AIM and its 40 employees join Adfinitas, which has partnership agreements with 14 hospitals and 40 postacute facilities in Maryland, Virginia, and Michigan. AIM and Adfinitas share the theory of integrating advanced practice providers, such as nurse practitioners and physician assistants, into their physician-led care teams.
Jason Blair, DO, recently was named an honorary Fellow by the American College of Osteopathic Internists (ACOI) for excellence in the practice of internal medicine. Dr. Blair currently is a hospitalist at Lake Regional Health System in Osage Beach, Mo.
The degree of Fellow is given to physicians who demonstrate continuing professional accomplishments, scholarship, and professional activities, including teaching, research, and community service. The ACOI represents more than 5,000 osteopathic internists and subspecialists nationwide. Dr. Blair joined Lake Regional in 2017.
Dr. Howell is the division director of the Collaborative Inpatient Medicine Service (CIMS) and a professor of medicine at the Johns Hopkins Bayview Medical Center in Baltimore. He received the award for his work with project EQUIP (Excellence in Quality, Utilization Integration, and Patient-Centered Care) to improve quality and efficiency and to reduce mortality, emergency department boarding, and patient lengths of stay.
David Svec, MD, MBA, has been named the new chief medical officer at Stanford Health Care – ValleyCare in Pleasanton, Calif. Dr. Svec has served as a hospitalist and internal medicine specialist at ValleyCare for the past 6 years. Previously, he was ValleyCare’s medical director of the hospitalist team and a clinical assistant professor of medicine. Dr. Svec helped develop the hospitalist program at ValleyCare and will continue to work in that capacity while advancing into his new role.
As CMO, Dr. Svec will carry on the mission of Stanford Health Care, including increasing innovative programs, monitoring outcome measures, and developing and implementing improvement plans.
Dr. Svec earned Stanford Health Care’s 2016 David A. Rytand Clinical Teaching Award, the 2016 Lawrence Mathers Award: Exceptional Commitment to Teaching/Active Involvement in Medical Student Education, and the 2014 Arthur L. Bloomfield Award for Excellence in Clinical Teaching.
Brent Baboolal, MD, recently was selected by the International Association of HealthCare Professionals to be part of the Leading Physicians of the World. Dr. Baboolal is an internist and a hospitalist serving the Texas Health Presbyterian Hospital in Dallas.
Trained in Grenada, Dr. Baboolal came to the United States in 2009 and began work at Stamford (Conn.) Hospital. He is board certified by the American Board of Internal Medicine and is renowned as a leading internist and hospitalist. He is a former associate professor at the University of Texas School of Nursing.
BUSINESS MOVES
Sound Physicians in Tacoma, Wash., recently announced that it will take over providing hospitalist services for SSM Health DePaul Hospital and SSM Health St. Mary’s Hospital in St. Louis. Sound Physicians already had been running critical care at SSM Health St. Clare Hospital, Fenton, Mo.
SSM Health is a Catholic, faith-based, nonprofit health system serving communities in Illinois, Missouri, Oklahoma, and Wisconsin.
“We have been impressed with their efficiency and professionalism of establishing Sound Physicians’ infrastructure that supports providers and implementing processes to drive improved outcomes,” said Rajiv Patel, MD, vice president of medical affairs for SSM Health DePaul Hospital.
Sound Physicians prides itself on improving quality and lowering costs of acute care for health organizations and facilities. Sound provides emergency medicine, hospital medicine, critical care, transitional care, and advisory services for its partners nationwide.
Pittsburgh-based health leaders Highmark Health and Allegheny Health Network, and Erie, Pa.–based Lecom Health have agreed to establish an affiliation with Warren (Pa.) General Hospital, a full-service, 87-bed facility about an hour from Erie. The agreement will provide Warren General with capital to make improvements to its maternity unit and radiation oncology equipment, among other services.
The partnership includes Warren General agreeing to use Allegheny Health Network (AHN) affiliates for clinical, emergency, and hospitalist services, and Warren General physicians will join the AHN integrated network. AHN, Highmark, and Lecom will assist Warren General with capital investments and community health reinvestment projects.
Hospitalist group Adfinitas Health in Hanover, Md., announced it has acquired a majority interest in Advanced Inpatient Medicine in Lakeville, Pa. Advanced Inpatient Medicine (AIM) provides hospitalist services for four hospitals and several acute care and skilled nursing facilities in Northeastern Pennsylvania.
AIM and its 40 employees join Adfinitas, which has partnership agreements with 14 hospitals and 40 postacute facilities in Maryland, Virginia, and Michigan. AIM and Adfinitas share the theory of integrating advanced practice providers, such as nurse practitioners and physician assistants, into their physician-led care teams.
Analytics, board support are quality improvement keys
Jeffrey Glasheen, MD, had not considered focusing on quality improvement (QI) while studying at the University of Wisconsin, Madison. It was not until a medical error led to the death of a family member that his eyes were opened to the potential consequences of a system not invested in care quality.
“I couldn’t square with it because I had spent the last two to three years of my life working with some of the most dedicated, passionate, hard working people who all were trying to improve lives, and the fact that what I was seeing could result in a family member dying just didn’t make sense,” said Dr. Glasheen. “At the time I thought ‘This must be one of those unfortunate things that happens once in a lifetime,’ and I put it on the back burner.”
As more research on medical errors emerged, however, Dr. Glasheen realized his family’s experience was not as unique as he had thought.
It was after reading the now famous Institute of Medicine report, “To err is human,” which found that medical errors were responsible for 44,000-98,000 deaths a year, that Dr. Glasheen resolved to pursue a career in quality improvement.
Because it was early in his medical career, he began on a small level, teaching his residents about the importance of patient safety and giving lessons on core competencies involved in quality care and higher liability. But he quickly expanded his efforts.
“I started with what I had control over,” Dr. Glasheen explained. “From there, I moved to teaching more medical students, which lead to teaching in front of classrooms, which opened the door to the idea of starting a hospitalist training program.”
In 2003, Dr. Glasheen pitched the program to the University of Colorado at Denver, Aurora, where he completed his residency; this pitch led to the development of a hospitalist training program that focused on improving safety outcomes.
He served as the director of the University of Colorado Hospital Medicine Group from 2003 to 2015, during which time he was approached by the dean to assist in creating and leading the hospitalist training program for internal medicine residents.
The first of its kind, the rigorous University of Colorado program was designed to give residents tools useful beyond the clinical setting to become successful health system leaders.
In 2013, Dr. Glasheen and his colleagues founded the Institute for Healthcare Quality, Safety & Efficiency, which is guided by the mission to improve the quality of care provided on the local level. He has since become the chief quality officer for UCHealth and the University of Colorado Hospital Authority and an associate dean for clinical affairs in quality and safety education, as well as continuing to be a professor of medicine.
For those hoping to pursue quality improvement, Dr. Glasheen stressed the importance of a strong basis in data analytics.
“One of the most common things I see with data is people start to chase what’s called common cause variation, which means they’ll look at a run chart over the course of 12 months and react to every up and down when those are essentially random,” Dr. Glasheen said. “Being able to understand when something is particularly significant and when your interventions are actually making an impact is a skill set I think people who are new to quality improvement don’t often have.”
Having support from board members is also critical to success, although starting without such support should not deter future QI leaders.
“There needs to be a vision from the leadership that this work is important, and not just through words but through deeds, because no board in the country will say that quality is not important,” Dr. Glasheen said. “I would say start with small projects you can control, that tie back not only to patient lives but financial performance as well. If you can tell a board you saved the lives of 40 patients who would have died during the year and saved $1-$2 million in the process, the question will shift from whether the board should invest in QI resources to how much should be invested.”
Looking ahead, Dr. Glasheen highlighted the growing importance of hospital-acquired infections, such as surgical-site infections, catheter-associated urinary tract infections, and ventilator-associated pneumonia, as areas that need to be focused on in the QI sphere.
Jeffrey Glasheen, MD, had not considered focusing on quality improvement (QI) while studying at the University of Wisconsin, Madison. It was not until a medical error led to the death of a family member that his eyes were opened to the potential consequences of a system not invested in care quality.
“I couldn’t square with it because I had spent the last two to three years of my life working with some of the most dedicated, passionate, hard working people who all were trying to improve lives, and the fact that what I was seeing could result in a family member dying just didn’t make sense,” said Dr. Glasheen. “At the time I thought ‘This must be one of those unfortunate things that happens once in a lifetime,’ and I put it on the back burner.”
As more research on medical errors emerged, however, Dr. Glasheen realized his family’s experience was not as unique as he had thought.
It was after reading the now famous Institute of Medicine report, “To err is human,” which found that medical errors were responsible for 44,000-98,000 deaths a year, that Dr. Glasheen resolved to pursue a career in quality improvement.
Because it was early in his medical career, he began on a small level, teaching his residents about the importance of patient safety and giving lessons on core competencies involved in quality care and higher liability. But he quickly expanded his efforts.
“I started with what I had control over,” Dr. Glasheen explained. “From there, I moved to teaching more medical students, which lead to teaching in front of classrooms, which opened the door to the idea of starting a hospitalist training program.”
In 2003, Dr. Glasheen pitched the program to the University of Colorado at Denver, Aurora, where he completed his residency; this pitch led to the development of a hospitalist training program that focused on improving safety outcomes.
He served as the director of the University of Colorado Hospital Medicine Group from 2003 to 2015, during which time he was approached by the dean to assist in creating and leading the hospitalist training program for internal medicine residents.
The first of its kind, the rigorous University of Colorado program was designed to give residents tools useful beyond the clinical setting to become successful health system leaders.
In 2013, Dr. Glasheen and his colleagues founded the Institute for Healthcare Quality, Safety & Efficiency, which is guided by the mission to improve the quality of care provided on the local level. He has since become the chief quality officer for UCHealth and the University of Colorado Hospital Authority and an associate dean for clinical affairs in quality and safety education, as well as continuing to be a professor of medicine.
For those hoping to pursue quality improvement, Dr. Glasheen stressed the importance of a strong basis in data analytics.
“One of the most common things I see with data is people start to chase what’s called common cause variation, which means they’ll look at a run chart over the course of 12 months and react to every up and down when those are essentially random,” Dr. Glasheen said. “Being able to understand when something is particularly significant and when your interventions are actually making an impact is a skill set I think people who are new to quality improvement don’t often have.”
Having support from board members is also critical to success, although starting without such support should not deter future QI leaders.
“There needs to be a vision from the leadership that this work is important, and not just through words but through deeds, because no board in the country will say that quality is not important,” Dr. Glasheen said. “I would say start with small projects you can control, that tie back not only to patient lives but financial performance as well. If you can tell a board you saved the lives of 40 patients who would have died during the year and saved $1-$2 million in the process, the question will shift from whether the board should invest in QI resources to how much should be invested.”
Looking ahead, Dr. Glasheen highlighted the growing importance of hospital-acquired infections, such as surgical-site infections, catheter-associated urinary tract infections, and ventilator-associated pneumonia, as areas that need to be focused on in the QI sphere.
Jeffrey Glasheen, MD, had not considered focusing on quality improvement (QI) while studying at the University of Wisconsin, Madison. It was not until a medical error led to the death of a family member that his eyes were opened to the potential consequences of a system not invested in care quality.
“I couldn’t square with it because I had spent the last two to three years of my life working with some of the most dedicated, passionate, hard working people who all were trying to improve lives, and the fact that what I was seeing could result in a family member dying just didn’t make sense,” said Dr. Glasheen. “At the time I thought ‘This must be one of those unfortunate things that happens once in a lifetime,’ and I put it on the back burner.”
As more research on medical errors emerged, however, Dr. Glasheen realized his family’s experience was not as unique as he had thought.
It was after reading the now famous Institute of Medicine report, “To err is human,” which found that medical errors were responsible for 44,000-98,000 deaths a year, that Dr. Glasheen resolved to pursue a career in quality improvement.
Because it was early in his medical career, he began on a small level, teaching his residents about the importance of patient safety and giving lessons on core competencies involved in quality care and higher liability. But he quickly expanded his efforts.
“I started with what I had control over,” Dr. Glasheen explained. “From there, I moved to teaching more medical students, which lead to teaching in front of classrooms, which opened the door to the idea of starting a hospitalist training program.”
In 2003, Dr. Glasheen pitched the program to the University of Colorado at Denver, Aurora, where he completed his residency; this pitch led to the development of a hospitalist training program that focused on improving safety outcomes.
He served as the director of the University of Colorado Hospital Medicine Group from 2003 to 2015, during which time he was approached by the dean to assist in creating and leading the hospitalist training program for internal medicine residents.
The first of its kind, the rigorous University of Colorado program was designed to give residents tools useful beyond the clinical setting to become successful health system leaders.
In 2013, Dr. Glasheen and his colleagues founded the Institute for Healthcare Quality, Safety & Efficiency, which is guided by the mission to improve the quality of care provided on the local level. He has since become the chief quality officer for UCHealth and the University of Colorado Hospital Authority and an associate dean for clinical affairs in quality and safety education, as well as continuing to be a professor of medicine.
For those hoping to pursue quality improvement, Dr. Glasheen stressed the importance of a strong basis in data analytics.
“One of the most common things I see with data is people start to chase what’s called common cause variation, which means they’ll look at a run chart over the course of 12 months and react to every up and down when those are essentially random,” Dr. Glasheen said. “Being able to understand when something is particularly significant and when your interventions are actually making an impact is a skill set I think people who are new to quality improvement don’t often have.”
Having support from board members is also critical to success, although starting without such support should not deter future QI leaders.
“There needs to be a vision from the leadership that this work is important, and not just through words but through deeds, because no board in the country will say that quality is not important,” Dr. Glasheen said. “I would say start with small projects you can control, that tie back not only to patient lives but financial performance as well. If you can tell a board you saved the lives of 40 patients who would have died during the year and saved $1-$2 million in the process, the question will shift from whether the board should invest in QI resources to how much should be invested.”
Looking ahead, Dr. Glasheen highlighted the growing importance of hospital-acquired infections, such as surgical-site infections, catheter-associated urinary tract infections, and ventilator-associated pneumonia, as areas that need to be focused on in the QI sphere.
Career development: One of many new focal points at HM 2018
Editor’s note: Each month, the Society of Hospital Medicine puts the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Visit www.hospitalmedicine.org for more information on how you can lend your expertise to help SHM improve the care of hospitalized patients.
This month, The Hospitalist spotlights Kathleen Finn, MD, M. Phil, FACP, FHM, the inpatient associate program director of the internal medicine residency program at Massachusetts General Hospital and an assistant professor of medicine at Harvard Medical School, both in Boston. Dr. Finn has been a member of the Society of Hospital Medicine’s Annual Conference Committee for the past 8 years and is the course director for Hospital Medicine 2018 (HM18), to be held April 8-11 in Orlando.
When did you become a member of SHM, and how did you initially become involved with the Annual Conference Committee?
I became involved with the Annual Conference Committee 8 years ago because of my interest in education. Being a founding member of the SHM Boston Chapter, I gained experience planning the quarterly local chapter meetings. As a clinical educator and hospitalist, I was involved in planning conferences for faculty at my hospital. I found I really enjoyed developing educational conferences and curriculum, so when I heard about the Annual Conference Committee, I thought it would be a perfect fit.
It’s been a great experience getting to know committee members from all over the country and hearing their thoughts about the annual conference. It’s always exciting to brainstorm topic ideas and think about what would interest conference attendees.
Describe your role as course director.
My job as course director is to challenge committee members to be as creative as possible and help focus the discussion around the needs of SHM members while keeping to a schedule. I led a team of 23 amazing committee members through the planning stages for HM18 this past summer. With the help of Brittany Evans, SHM’s Education and Meetings Project Manager, and Dustin Smith, MD, FHM, the cocourse director, the committee reviewed prior conference agendas and feedback from attendees and from other SHM committees. Using that information, we discussed, brainstormed, voted on, and planned this year’s clinical content talks, workshops, and many of the specialty tracks.
What are you most looking forward to at HM18?
I am looking forward to the entire meeting! First, the location is exciting since this is our first time in Orlando. I’m curious to see what the facility is like, and I am hoping attendees use the location as a reason to bring their families and visit the theme parks. In recognition of our Orlando location, the committee got creative with titles for the conference. For example, geriatrics became “The Tale as Old as Time.” I hope some of the titles put a smile on the attendees’ faces.
I am also eagerly anticipating the nationally recognized speakers. We invited the best speakers we know from both subspecialty backgrounds and fellow hospitalists, and given the Orlando location, we tried to feature the best speakers from the Southeast. Finally, I am looking forward to the diversity of topics. The committee really thought broadly about relevant topics to today’s practicing hospitalists.
What will be new and different for attendees at HM18 in comparison to previous annual conferences?
There are many new things this year. Given the field of hospital medicine is now more than 20 years old, the committee thought it was important to focus on career development – not just for new hospitalists, but midcareer hospitalists as well. How do you make hospital medicine a lifelong, enjoyable, and engaging career? To explore and answer these questions, the Annual Conference Committee created several new tracks for HM18.
We created a Seasoning Your Career track that offers ideas on how to change your role midcareer – how to advance to a leadership position, how to use emotional intelligence to achieve success, how to prevent burnout, and, best of all, how to consider and change your hospitalist group’s work schedule, which rules our lives and our families’ lives. We also added financial planning advice to help you prepare for retirement.
Another new track at HM18 is the Career Development Workshops track, which includes a diversity of workshops meant to help build leadership skills, develop presentation/communication skills, encourage peers to give each other feedback, promote women in hospital medicine, prevent burnout, and turn ideas into clinical research. The Medical Education track also has a session on how to break into educational roles, especially if you want to expand your career into a leadership position in medical education.
In addition to Seasoning Your Career and Career Development Workshops, we have three other new tracks: Palliative Care, NP/PA, and The Great Debate. The Great Debate track uses the popular format of the perioperative debate given every year at the annual conference to tackle topics in infectious disease and pulmonary medicine. We ask very talented, opinionated, and humorous speakers to debate with each other over clinical content; it will be a great “smack down!”
Other new things for HM18 include:
- An interventional radiologist will speak about the latest procedures and when to refer your patients.
- A few surgeons will talk about managing surgical patients on your service and about decubitus ulcers.
- An oncologist will discuss the complications of the latest advanced agents on the wards.
- A rheumatologist will discuss the complications of new biologic agents.
- A rehab specialist will discuss the benefits and limitations of physical/occupational therapists and physiatrists.
- A speaker will discussing vulnerable populations, focusing on the social determinants of health, which last year’s HM17 plenary speaker Karen DeSalvo, MD, MPH, MSc raised as an important issue.
- There will be an “Updates in Addiction Medicine” lecture.
- There will be a new cardiology precourse and an expanded infectious disease precourse, which will also focus on sepsis.
How has the committee worked to ensure the course content is refreshed and current?
The reason the Annual Conference Committee is large is to ensure that there is a diversity of voices and talents from all over the country. There are both academic and community hospitalists on the committee; its members represent internal medicine, family medicine, pediatrics, and subspecialists, as well as administrators and hospitalist leaders. The annual meetings are planned over 3-4 months via weekly calls. In between calls, committee members are encouraged to discuss topics with their colleagues at home for opinions and advice.
The best ideas from the committee come from the group discussion and brainstorming. Someone mentions a topic, which leads someone else to add to it, and so on. Within the hour, we have some fantastic suggestions that the committee can run with. We also rely on input from SHM members: For example, many of the workshops’ topics are chosen from hundreds of submissions from members; speaker and content suggestions are submitted by hospitalist leaders from around the country and thereby provide insight into current topics. Combined, these offer a richness of ideas, which allows the committee to stay up to date and refresh old ideas.
What advice can you offer to early career hospitalists looking to get involved with the Annual Conference Committee or other conference planning roles?
My advice for early career hospitalists is to start locally. Join your local SHM chapter, or start one. In trying to plan local conferences, you begin to figure out which content areas interest hospitalists and how they can best be delivered. You might offer to give a talk at your local chapter or at your hospital and develop presentation skills. Developing a network of fellow hospitalists through your local chapter is important. The more local hospitalists you connect with, the more likely it is that they will think of you when they are planning a conference. At the national level, consider submitting a workshop or submitting an idea for content. Workshops are a great way to get recognized at the national level.
The Annual Conference Committee takes applications every year. Once you have some experience planning conferences or coordinating speakers, it would definitely be worth applying. You may not be selected your first year, but do not let that discourage you! Demonstrating interest and perseverance goes a long way. There are also many other national SHM committees to join and other ways to get involved. Your willingness to provide some of your time makes the society – and the specialty – what it is.
Ms. Steele is the marketing communications specialist at the Society of Hospital Medicine.
Editor’s note: Each month, the Society of Hospital Medicine puts the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Visit www.hospitalmedicine.org for more information on how you can lend your expertise to help SHM improve the care of hospitalized patients.
This month, The Hospitalist spotlights Kathleen Finn, MD, M. Phil, FACP, FHM, the inpatient associate program director of the internal medicine residency program at Massachusetts General Hospital and an assistant professor of medicine at Harvard Medical School, both in Boston. Dr. Finn has been a member of the Society of Hospital Medicine’s Annual Conference Committee for the past 8 years and is the course director for Hospital Medicine 2018 (HM18), to be held April 8-11 in Orlando.
When did you become a member of SHM, and how did you initially become involved with the Annual Conference Committee?
I became involved with the Annual Conference Committee 8 years ago because of my interest in education. Being a founding member of the SHM Boston Chapter, I gained experience planning the quarterly local chapter meetings. As a clinical educator and hospitalist, I was involved in planning conferences for faculty at my hospital. I found I really enjoyed developing educational conferences and curriculum, so when I heard about the Annual Conference Committee, I thought it would be a perfect fit.
It’s been a great experience getting to know committee members from all over the country and hearing their thoughts about the annual conference. It’s always exciting to brainstorm topic ideas and think about what would interest conference attendees.
Describe your role as course director.
My job as course director is to challenge committee members to be as creative as possible and help focus the discussion around the needs of SHM members while keeping to a schedule. I led a team of 23 amazing committee members through the planning stages for HM18 this past summer. With the help of Brittany Evans, SHM’s Education and Meetings Project Manager, and Dustin Smith, MD, FHM, the cocourse director, the committee reviewed prior conference agendas and feedback from attendees and from other SHM committees. Using that information, we discussed, brainstormed, voted on, and planned this year’s clinical content talks, workshops, and many of the specialty tracks.
What are you most looking forward to at HM18?
I am looking forward to the entire meeting! First, the location is exciting since this is our first time in Orlando. I’m curious to see what the facility is like, and I am hoping attendees use the location as a reason to bring their families and visit the theme parks. In recognition of our Orlando location, the committee got creative with titles for the conference. For example, geriatrics became “The Tale as Old as Time.” I hope some of the titles put a smile on the attendees’ faces.
I am also eagerly anticipating the nationally recognized speakers. We invited the best speakers we know from both subspecialty backgrounds and fellow hospitalists, and given the Orlando location, we tried to feature the best speakers from the Southeast. Finally, I am looking forward to the diversity of topics. The committee really thought broadly about relevant topics to today’s practicing hospitalists.
What will be new and different for attendees at HM18 in comparison to previous annual conferences?
There are many new things this year. Given the field of hospital medicine is now more than 20 years old, the committee thought it was important to focus on career development – not just for new hospitalists, but midcareer hospitalists as well. How do you make hospital medicine a lifelong, enjoyable, and engaging career? To explore and answer these questions, the Annual Conference Committee created several new tracks for HM18.
We created a Seasoning Your Career track that offers ideas on how to change your role midcareer – how to advance to a leadership position, how to use emotional intelligence to achieve success, how to prevent burnout, and, best of all, how to consider and change your hospitalist group’s work schedule, which rules our lives and our families’ lives. We also added financial planning advice to help you prepare for retirement.
Another new track at HM18 is the Career Development Workshops track, which includes a diversity of workshops meant to help build leadership skills, develop presentation/communication skills, encourage peers to give each other feedback, promote women in hospital medicine, prevent burnout, and turn ideas into clinical research. The Medical Education track also has a session on how to break into educational roles, especially if you want to expand your career into a leadership position in medical education.
In addition to Seasoning Your Career and Career Development Workshops, we have three other new tracks: Palliative Care, NP/PA, and The Great Debate. The Great Debate track uses the popular format of the perioperative debate given every year at the annual conference to tackle topics in infectious disease and pulmonary medicine. We ask very talented, opinionated, and humorous speakers to debate with each other over clinical content; it will be a great “smack down!”
Other new things for HM18 include:
- An interventional radiologist will speak about the latest procedures and when to refer your patients.
- A few surgeons will talk about managing surgical patients on your service and about decubitus ulcers.
- An oncologist will discuss the complications of the latest advanced agents on the wards.
- A rheumatologist will discuss the complications of new biologic agents.
- A rehab specialist will discuss the benefits and limitations of physical/occupational therapists and physiatrists.
- A speaker will discussing vulnerable populations, focusing on the social determinants of health, which last year’s HM17 plenary speaker Karen DeSalvo, MD, MPH, MSc raised as an important issue.
- There will be an “Updates in Addiction Medicine” lecture.
- There will be a new cardiology precourse and an expanded infectious disease precourse, which will also focus on sepsis.
How has the committee worked to ensure the course content is refreshed and current?
The reason the Annual Conference Committee is large is to ensure that there is a diversity of voices and talents from all over the country. There are both academic and community hospitalists on the committee; its members represent internal medicine, family medicine, pediatrics, and subspecialists, as well as administrators and hospitalist leaders. The annual meetings are planned over 3-4 months via weekly calls. In between calls, committee members are encouraged to discuss topics with their colleagues at home for opinions and advice.
The best ideas from the committee come from the group discussion and brainstorming. Someone mentions a topic, which leads someone else to add to it, and so on. Within the hour, we have some fantastic suggestions that the committee can run with. We also rely on input from SHM members: For example, many of the workshops’ topics are chosen from hundreds of submissions from members; speaker and content suggestions are submitted by hospitalist leaders from around the country and thereby provide insight into current topics. Combined, these offer a richness of ideas, which allows the committee to stay up to date and refresh old ideas.
What advice can you offer to early career hospitalists looking to get involved with the Annual Conference Committee or other conference planning roles?
My advice for early career hospitalists is to start locally. Join your local SHM chapter, or start one. In trying to plan local conferences, you begin to figure out which content areas interest hospitalists and how they can best be delivered. You might offer to give a talk at your local chapter or at your hospital and develop presentation skills. Developing a network of fellow hospitalists through your local chapter is important. The more local hospitalists you connect with, the more likely it is that they will think of you when they are planning a conference. At the national level, consider submitting a workshop or submitting an idea for content. Workshops are a great way to get recognized at the national level.
The Annual Conference Committee takes applications every year. Once you have some experience planning conferences or coordinating speakers, it would definitely be worth applying. You may not be selected your first year, but do not let that discourage you! Demonstrating interest and perseverance goes a long way. There are also many other national SHM committees to join and other ways to get involved. Your willingness to provide some of your time makes the society – and the specialty – what it is.
Ms. Steele is the marketing communications specialist at the Society of Hospital Medicine.
Editor’s note: Each month, the Society of Hospital Medicine puts the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Visit www.hospitalmedicine.org for more information on how you can lend your expertise to help SHM improve the care of hospitalized patients.
This month, The Hospitalist spotlights Kathleen Finn, MD, M. Phil, FACP, FHM, the inpatient associate program director of the internal medicine residency program at Massachusetts General Hospital and an assistant professor of medicine at Harvard Medical School, both in Boston. Dr. Finn has been a member of the Society of Hospital Medicine’s Annual Conference Committee for the past 8 years and is the course director for Hospital Medicine 2018 (HM18), to be held April 8-11 in Orlando.
When did you become a member of SHM, and how did you initially become involved with the Annual Conference Committee?
I became involved with the Annual Conference Committee 8 years ago because of my interest in education. Being a founding member of the SHM Boston Chapter, I gained experience planning the quarterly local chapter meetings. As a clinical educator and hospitalist, I was involved in planning conferences for faculty at my hospital. I found I really enjoyed developing educational conferences and curriculum, so when I heard about the Annual Conference Committee, I thought it would be a perfect fit.
It’s been a great experience getting to know committee members from all over the country and hearing their thoughts about the annual conference. It’s always exciting to brainstorm topic ideas and think about what would interest conference attendees.
Describe your role as course director.
My job as course director is to challenge committee members to be as creative as possible and help focus the discussion around the needs of SHM members while keeping to a schedule. I led a team of 23 amazing committee members through the planning stages for HM18 this past summer. With the help of Brittany Evans, SHM’s Education and Meetings Project Manager, and Dustin Smith, MD, FHM, the cocourse director, the committee reviewed prior conference agendas and feedback from attendees and from other SHM committees. Using that information, we discussed, brainstormed, voted on, and planned this year’s clinical content talks, workshops, and many of the specialty tracks.
What are you most looking forward to at HM18?
I am looking forward to the entire meeting! First, the location is exciting since this is our first time in Orlando. I’m curious to see what the facility is like, and I am hoping attendees use the location as a reason to bring their families and visit the theme parks. In recognition of our Orlando location, the committee got creative with titles for the conference. For example, geriatrics became “The Tale as Old as Time.” I hope some of the titles put a smile on the attendees’ faces.
I am also eagerly anticipating the nationally recognized speakers. We invited the best speakers we know from both subspecialty backgrounds and fellow hospitalists, and given the Orlando location, we tried to feature the best speakers from the Southeast. Finally, I am looking forward to the diversity of topics. The committee really thought broadly about relevant topics to today’s practicing hospitalists.
What will be new and different for attendees at HM18 in comparison to previous annual conferences?
There are many new things this year. Given the field of hospital medicine is now more than 20 years old, the committee thought it was important to focus on career development – not just for new hospitalists, but midcareer hospitalists as well. How do you make hospital medicine a lifelong, enjoyable, and engaging career? To explore and answer these questions, the Annual Conference Committee created several new tracks for HM18.
We created a Seasoning Your Career track that offers ideas on how to change your role midcareer – how to advance to a leadership position, how to use emotional intelligence to achieve success, how to prevent burnout, and, best of all, how to consider and change your hospitalist group’s work schedule, which rules our lives and our families’ lives. We also added financial planning advice to help you prepare for retirement.
Another new track at HM18 is the Career Development Workshops track, which includes a diversity of workshops meant to help build leadership skills, develop presentation/communication skills, encourage peers to give each other feedback, promote women in hospital medicine, prevent burnout, and turn ideas into clinical research. The Medical Education track also has a session on how to break into educational roles, especially if you want to expand your career into a leadership position in medical education.
In addition to Seasoning Your Career and Career Development Workshops, we have three other new tracks: Palliative Care, NP/PA, and The Great Debate. The Great Debate track uses the popular format of the perioperative debate given every year at the annual conference to tackle topics in infectious disease and pulmonary medicine. We ask very talented, opinionated, and humorous speakers to debate with each other over clinical content; it will be a great “smack down!”
Other new things for HM18 include:
- An interventional radiologist will speak about the latest procedures and when to refer your patients.
- A few surgeons will talk about managing surgical patients on your service and about decubitus ulcers.
- An oncologist will discuss the complications of the latest advanced agents on the wards.
- A rheumatologist will discuss the complications of new biologic agents.
- A rehab specialist will discuss the benefits and limitations of physical/occupational therapists and physiatrists.
- A speaker will discussing vulnerable populations, focusing on the social determinants of health, which last year’s HM17 plenary speaker Karen DeSalvo, MD, MPH, MSc raised as an important issue.
- There will be an “Updates in Addiction Medicine” lecture.
- There will be a new cardiology precourse and an expanded infectious disease precourse, which will also focus on sepsis.
How has the committee worked to ensure the course content is refreshed and current?
The reason the Annual Conference Committee is large is to ensure that there is a diversity of voices and talents from all over the country. There are both academic and community hospitalists on the committee; its members represent internal medicine, family medicine, pediatrics, and subspecialists, as well as administrators and hospitalist leaders. The annual meetings are planned over 3-4 months via weekly calls. In between calls, committee members are encouraged to discuss topics with their colleagues at home for opinions and advice.
The best ideas from the committee come from the group discussion and brainstorming. Someone mentions a topic, which leads someone else to add to it, and so on. Within the hour, we have some fantastic suggestions that the committee can run with. We also rely on input from SHM members: For example, many of the workshops’ topics are chosen from hundreds of submissions from members; speaker and content suggestions are submitted by hospitalist leaders from around the country and thereby provide insight into current topics. Combined, these offer a richness of ideas, which allows the committee to stay up to date and refresh old ideas.
What advice can you offer to early career hospitalists looking to get involved with the Annual Conference Committee or other conference planning roles?
My advice for early career hospitalists is to start locally. Join your local SHM chapter, or start one. In trying to plan local conferences, you begin to figure out which content areas interest hospitalists and how they can best be delivered. You might offer to give a talk at your local chapter or at your hospital and develop presentation skills. Developing a network of fellow hospitalists through your local chapter is important. The more local hospitalists you connect with, the more likely it is that they will think of you when they are planning a conference. At the national level, consider submitting a workshop or submitting an idea for content. Workshops are a great way to get recognized at the national level.
The Annual Conference Committee takes applications every year. Once you have some experience planning conferences or coordinating speakers, it would definitely be worth applying. You may not be selected your first year, but do not let that discourage you! Demonstrating interest and perseverance goes a long way. There are also many other national SHM committees to join and other ways to get involved. Your willingness to provide some of your time makes the society – and the specialty – what it is.
Ms. Steele is the marketing communications specialist at the Society of Hospital Medicine.
Making hospital medicine a lifelong, enjoyable, and engaging career
Editor’s note: Each month, the Society of Hospital Medicine puts the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Visit www.hospitalmedicine.org for more information on how you can lend your expertise to help SHM improve the care of hospitalized patients.
This month, The Hospitalist spotlights Amith Skandhan, MD, FHM, a hospitalist, a director/physician liaison for clinical documentation improvement and core faculty member in the Internal Medicine Residency Program at Southeast Alabama Medical Center in Dothan, Ala., and clinical faculty member at the Alabama College of Osteopathic Medicine also in Dothan. Dr. Skandhan is the cofounder and current president of the SHM Wiregrass Chapter and is an active member of SHM’s Annual Conference and Performance Measurement Reporting committees.
When did you join SHM, and what prompted you to apply for your current committee roles?
There were many things that were not sufficiently taught during clinical training that were required in my day-to-day practice, like clinical documentation improvement, practice management, billing, coding, and so forth. I also quickly understood how vast and dynamic hospital medicine really was. While looking for an outlet to voice my questions, concerns, and curiosity, I decided to join SHM, which has helped me find and apply the techniques I’d been looking for to further my career as a hospitalist.
I’m now fortunate to be a part of SHM’s national committees, which involve hospitalists of various backgrounds and experiences, who work together to improve the overall quality of inpatient medicine. I currently serve on the Performance Reporting Measurement Committee and the Annual Conference Committee. My interests in reviewing the ever-evolving policies of health care made me apply to be a part of the Performance Reporting Measurement Committee. We work very closely with the Public Policy Committee, analyzing written policies and subsequently offering our recommendations. It’s been fulfilling to be a part of a committee that works towards developing policies that support a good quality of care on such a large scale.
My penchant for organizing events and bringing people together based on common ground led me to apply for the Annual Conference Committee. We meet every week to discuss various topics, choose and invite speakers, and help organize the entire event, which will host close to 5,000 hospitalists later this year. It has made me appreciate being a member of an organization that provides hospitalists with opportunities for education and growth. I’m hopeful that the attendees next year will find the conference to be a worthwhile experience!
As the president of SHM’s Wiregrass Chapter, how has the chapter grown since its establishment in May 2015?
Our chapter is based in Dothan, a small, rural Alabama town where Southeast Alabama Medical Center is located. The chapter covers the counties of lower Alabama and the panhandle of Florida. We named the chapter after a special species of grass that grows in this region.
When we started the chapter, our goal was to bring the best and brightest of hospital medicine to our region to give talks on hot topics in the field and also to use their expertise to guide inpatient care in our hospital system. We aggressively marketed the events to bring in large crowds of medical professionals, and we consistently average around 70-80 attendees in our meetings. Bringing in leaders from the field helped create an atmosphere of learning and inspired us to grow and develop our hospitalist program. We now closely work with hospital medicine groups in surrounding rural areas toward improving inpatient hospital care.
During these past years, we also realized that, for the further growth of our chapter, we would need to nurture an interest in hospital medicine among future generations of doctors, and this realization led to the creation of our medical student and resident wing. So far, the students have been very enthusiastic about participating in SHM-related events, and I hope that continues. We also developed a mentor-mentee program, in which we paired selected medical students with hospitalists to help guide future careers in acute care medicine. This year, we have also been helping the hospital medicine division at Southeast Alabama Medical Center create a clinical research track for medical students. To that end, we have just completed our second annual poster competition where we presented around 50 posters in the areas of clinical vignettes, quality improvement, and original research.
In addition, the chapter is very active with community activities. We took notice of the fact that many of our patients and community members were unaware of what hospitalists did because they could not understand how our work was different from that of primary care physicians. Our members have therefore participated in TV, radio, and newspaper interviews to help elucidate the role of hospitalists in patient care. We have also periodically visited primary care physician offices, nursing homes, senior citizen groups, and cancer support groups to educate these patients on various facets of health care and how hospitalists influence these areas.
In 2014, we organized a “walk with a hospitalist” event, for which we set up a half-mile “admission to discharge” scenario explaining the role of hospitalists and other departments involved in patient care. This year, in hopes of improving patient literacy in our region, we held a “shop with a doc” event, where the Southeast Alabama Medical Center hospitalists teamed up with dietitians and taught patients how food and lifestyle influenced their chronic medical illnesses. This was followed by physicians and dietitians shopping with patients in the grocery store, educating them on healthy choices and label reading.
We’re incredibly grateful for the support that we’ve received from our medical and patient communities; they’ve been critical in helping our chapter grow as much as it has, and they motivate us to work harder and do more with the chapter. We were honored to receive the SHM’s Rising Star Award at the Hospital Medicine 2017 conference in Las Vegas. We never thought that our little chapter in the American countryside would be chosen, but we’re very thankful to have our efforts recognized on the national stage!
Which SHM conferences have you attended? Tell TH about your most memorable highlights or takeaways.
When I started out as a hospitalist in 2014, I decided to attend the annual conference in Las Vegas, and I can honestly say that conference changed the course of my career. I can still remember listening to the opening speech and realizing that I was surrounded by more than 3,000 hospitalists who understood the power we had to influence inpatient care. I’ve attended all the national conferences since then and am grateful that I now get to help organize the Hospital Medicine 2018 annual conference, also known as HM18.
I had been working to find a way to improve documentation within my group, as well as change the culture and perception towards billing and coding practices, which prompted me to attend the Quality and Safety Educators Academy. During one of the problem-solving sessions, I explained the challenges that I faced to my conference group. The exercise required me to explain the problem at hand, and the players of my group then discussed their thoughts while I took notes. It was a fantastic experience, as the participants at my table offered strong solutions to my problems within a matter of minutes. Their advice led to meaningful changes in our group’s hospital documentation practices, and in turn, I’ve been promoted to physician advisor in Southeast Alabama Medical Center.
After such a great experience at Quality and Safety Educators Academy, I went on to attend SHM’s Leadership Academy, where I had the opportunity to meet some of the top leaders and pioneers in the field of hospital medicine. It’s empowering to be mentored by the very people you look up to and aspire to be like. Not only was I able to bring ideas home to my institution, but I was able to reflect and improve my own professional and personal growth. I’m happy to say that I’ve completed all three levels of Leadership Academy.
As I’ve become involved with the medical student and residency programs at my medical center, I recently attended the Academic Hospitalist Academy to help my transition into academic hospital medicine. Meeting and spending time with the faculty at Academic Hospitalist Academy made me further realize the roles that academic hospitalists play in the education of future physicians, emphasizing the idea that we can all be champions in quality and patient safety.
If you’re looking to advance your career as a hospitalist, take advantage of the conferences that SHM offers. I’ve gained so much from each experience, and I’m looking forward to returning to these conferences as a potential facilitator, in hopes of offering what I’ve learned to hospitalists looking to bring about change in their fields and careers.
What can attendees at HM18 expect to see in the area of career development, and how is this different than previous years?
Hospital medicine is only about 2 decades old, making it one of the youngest branches in medicine today. Given this fact, the Annual Conference Committee feels that it is paramount to focus on career development for both new and midcareer hospitalists alike.
One question that we wish to explore and answer this year is: “How do you make hospital medicine a life-long, enjoyable, and engaging career?” In turn, our committee has created several new additions to HM18. This includes a “Seasoning Your Career” track, which will provide ideas on how to advance in leadership, use emotional intelligence to achieve success, change your roles midcareer, and change hospitalist schedules. Another unique addition this year are career development workshops, which will aim to developing various aspects of a hospitalist’s career, such as working on leadership skills, refining presentation and communication skills, providing constructive feedback, promoting women in hospital medicine, preventing burnout, and turning ideas into clinical research. We also plan to incorporate an education track, which will focus on how hospitalists can expand their careers towards educational leadership.
Given your involvement in SHM at both the local and national levels, do you have any advice for young hospital medicine professionals looking to build their professional profiles?
I’ve frequently noticed that young hospitalists don’t realize the potential influence they hold within their own institutions or the power they have to elicit change in health care at the national level.
Though we don’t often admit it, some hospitalists feel like they are glorified residents, which definitely is not the case. As a provider on the front lines, you have the unique opportunity to implement changes pertaining to issues of cost, utilization of resources, process management, quality and patient safety, and bottlenecks in care, to name a few. These are issues that keep the administrators of your organization and leaders of hospital medicine up at night. Don’t sit around and complain about how things could be or should be; look toward creating change. Bring up possible solutions to these problems with your leaders. They will appreciate the effort, and hopefully together you can find ways to tackle these problems.
I will conclude by saying this: Hospital medicine is such a unique specialty in that it’s constantly evolving, and the pioneers of this field are still alive and practicing medicine. You can meet and interact with them during the SHM conferences and look to them as sources of inspiration or guidance. Meeting people you look up to and having them as your mentors can take you places.
Ms. Steele is the marketing communications specialist at the Society of Hospital Medicine.
Editor’s note: Each month, the Society of Hospital Medicine puts the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Visit www.hospitalmedicine.org for more information on how you can lend your expertise to help SHM improve the care of hospitalized patients.
This month, The Hospitalist spotlights Amith Skandhan, MD, FHM, a hospitalist, a director/physician liaison for clinical documentation improvement and core faculty member in the Internal Medicine Residency Program at Southeast Alabama Medical Center in Dothan, Ala., and clinical faculty member at the Alabama College of Osteopathic Medicine also in Dothan. Dr. Skandhan is the cofounder and current president of the SHM Wiregrass Chapter and is an active member of SHM’s Annual Conference and Performance Measurement Reporting committees.
When did you join SHM, and what prompted you to apply for your current committee roles?
There were many things that were not sufficiently taught during clinical training that were required in my day-to-day practice, like clinical documentation improvement, practice management, billing, coding, and so forth. I also quickly understood how vast and dynamic hospital medicine really was. While looking for an outlet to voice my questions, concerns, and curiosity, I decided to join SHM, which has helped me find and apply the techniques I’d been looking for to further my career as a hospitalist.
I’m now fortunate to be a part of SHM’s national committees, which involve hospitalists of various backgrounds and experiences, who work together to improve the overall quality of inpatient medicine. I currently serve on the Performance Reporting Measurement Committee and the Annual Conference Committee. My interests in reviewing the ever-evolving policies of health care made me apply to be a part of the Performance Reporting Measurement Committee. We work very closely with the Public Policy Committee, analyzing written policies and subsequently offering our recommendations. It’s been fulfilling to be a part of a committee that works towards developing policies that support a good quality of care on such a large scale.
My penchant for organizing events and bringing people together based on common ground led me to apply for the Annual Conference Committee. We meet every week to discuss various topics, choose and invite speakers, and help organize the entire event, which will host close to 5,000 hospitalists later this year. It has made me appreciate being a member of an organization that provides hospitalists with opportunities for education and growth. I’m hopeful that the attendees next year will find the conference to be a worthwhile experience!
As the president of SHM’s Wiregrass Chapter, how has the chapter grown since its establishment in May 2015?
Our chapter is based in Dothan, a small, rural Alabama town where Southeast Alabama Medical Center is located. The chapter covers the counties of lower Alabama and the panhandle of Florida. We named the chapter after a special species of grass that grows in this region.
When we started the chapter, our goal was to bring the best and brightest of hospital medicine to our region to give talks on hot topics in the field and also to use their expertise to guide inpatient care in our hospital system. We aggressively marketed the events to bring in large crowds of medical professionals, and we consistently average around 70-80 attendees in our meetings. Bringing in leaders from the field helped create an atmosphere of learning and inspired us to grow and develop our hospitalist program. We now closely work with hospital medicine groups in surrounding rural areas toward improving inpatient hospital care.
During these past years, we also realized that, for the further growth of our chapter, we would need to nurture an interest in hospital medicine among future generations of doctors, and this realization led to the creation of our medical student and resident wing. So far, the students have been very enthusiastic about participating in SHM-related events, and I hope that continues. We also developed a mentor-mentee program, in which we paired selected medical students with hospitalists to help guide future careers in acute care medicine. This year, we have also been helping the hospital medicine division at Southeast Alabama Medical Center create a clinical research track for medical students. To that end, we have just completed our second annual poster competition where we presented around 50 posters in the areas of clinical vignettes, quality improvement, and original research.
In addition, the chapter is very active with community activities. We took notice of the fact that many of our patients and community members were unaware of what hospitalists did because they could not understand how our work was different from that of primary care physicians. Our members have therefore participated in TV, radio, and newspaper interviews to help elucidate the role of hospitalists in patient care. We have also periodically visited primary care physician offices, nursing homes, senior citizen groups, and cancer support groups to educate these patients on various facets of health care and how hospitalists influence these areas.
In 2014, we organized a “walk with a hospitalist” event, for which we set up a half-mile “admission to discharge” scenario explaining the role of hospitalists and other departments involved in patient care. This year, in hopes of improving patient literacy in our region, we held a “shop with a doc” event, where the Southeast Alabama Medical Center hospitalists teamed up with dietitians and taught patients how food and lifestyle influenced their chronic medical illnesses. This was followed by physicians and dietitians shopping with patients in the grocery store, educating them on healthy choices and label reading.
We’re incredibly grateful for the support that we’ve received from our medical and patient communities; they’ve been critical in helping our chapter grow as much as it has, and they motivate us to work harder and do more with the chapter. We were honored to receive the SHM’s Rising Star Award at the Hospital Medicine 2017 conference in Las Vegas. We never thought that our little chapter in the American countryside would be chosen, but we’re very thankful to have our efforts recognized on the national stage!
Which SHM conferences have you attended? Tell TH about your most memorable highlights or takeaways.
When I started out as a hospitalist in 2014, I decided to attend the annual conference in Las Vegas, and I can honestly say that conference changed the course of my career. I can still remember listening to the opening speech and realizing that I was surrounded by more than 3,000 hospitalists who understood the power we had to influence inpatient care. I’ve attended all the national conferences since then and am grateful that I now get to help organize the Hospital Medicine 2018 annual conference, also known as HM18.
I had been working to find a way to improve documentation within my group, as well as change the culture and perception towards billing and coding practices, which prompted me to attend the Quality and Safety Educators Academy. During one of the problem-solving sessions, I explained the challenges that I faced to my conference group. The exercise required me to explain the problem at hand, and the players of my group then discussed their thoughts while I took notes. It was a fantastic experience, as the participants at my table offered strong solutions to my problems within a matter of minutes. Their advice led to meaningful changes in our group’s hospital documentation practices, and in turn, I’ve been promoted to physician advisor in Southeast Alabama Medical Center.
After such a great experience at Quality and Safety Educators Academy, I went on to attend SHM’s Leadership Academy, where I had the opportunity to meet some of the top leaders and pioneers in the field of hospital medicine. It’s empowering to be mentored by the very people you look up to and aspire to be like. Not only was I able to bring ideas home to my institution, but I was able to reflect and improve my own professional and personal growth. I’m happy to say that I’ve completed all three levels of Leadership Academy.
As I’ve become involved with the medical student and residency programs at my medical center, I recently attended the Academic Hospitalist Academy to help my transition into academic hospital medicine. Meeting and spending time with the faculty at Academic Hospitalist Academy made me further realize the roles that academic hospitalists play in the education of future physicians, emphasizing the idea that we can all be champions in quality and patient safety.
If you’re looking to advance your career as a hospitalist, take advantage of the conferences that SHM offers. I’ve gained so much from each experience, and I’m looking forward to returning to these conferences as a potential facilitator, in hopes of offering what I’ve learned to hospitalists looking to bring about change in their fields and careers.
What can attendees at HM18 expect to see in the area of career development, and how is this different than previous years?
Hospital medicine is only about 2 decades old, making it one of the youngest branches in medicine today. Given this fact, the Annual Conference Committee feels that it is paramount to focus on career development for both new and midcareer hospitalists alike.
One question that we wish to explore and answer this year is: “How do you make hospital medicine a life-long, enjoyable, and engaging career?” In turn, our committee has created several new additions to HM18. This includes a “Seasoning Your Career” track, which will provide ideas on how to advance in leadership, use emotional intelligence to achieve success, change your roles midcareer, and change hospitalist schedules. Another unique addition this year are career development workshops, which will aim to developing various aspects of a hospitalist’s career, such as working on leadership skills, refining presentation and communication skills, providing constructive feedback, promoting women in hospital medicine, preventing burnout, and turning ideas into clinical research. We also plan to incorporate an education track, which will focus on how hospitalists can expand their careers towards educational leadership.
Given your involvement in SHM at both the local and national levels, do you have any advice for young hospital medicine professionals looking to build their professional profiles?
I’ve frequently noticed that young hospitalists don’t realize the potential influence they hold within their own institutions or the power they have to elicit change in health care at the national level.
Though we don’t often admit it, some hospitalists feel like they are glorified residents, which definitely is not the case. As a provider on the front lines, you have the unique opportunity to implement changes pertaining to issues of cost, utilization of resources, process management, quality and patient safety, and bottlenecks in care, to name a few. These are issues that keep the administrators of your organization and leaders of hospital medicine up at night. Don’t sit around and complain about how things could be or should be; look toward creating change. Bring up possible solutions to these problems with your leaders. They will appreciate the effort, and hopefully together you can find ways to tackle these problems.
I will conclude by saying this: Hospital medicine is such a unique specialty in that it’s constantly evolving, and the pioneers of this field are still alive and practicing medicine. You can meet and interact with them during the SHM conferences and look to them as sources of inspiration or guidance. Meeting people you look up to and having them as your mentors can take you places.
Ms. Steele is the marketing communications specialist at the Society of Hospital Medicine.
Editor’s note: Each month, the Society of Hospital Medicine puts the spotlight on some of our most active members who are making substantial contributions to hospital medicine. Visit www.hospitalmedicine.org for more information on how you can lend your expertise to help SHM improve the care of hospitalized patients.
This month, The Hospitalist spotlights Amith Skandhan, MD, FHM, a hospitalist, a director/physician liaison for clinical documentation improvement and core faculty member in the Internal Medicine Residency Program at Southeast Alabama Medical Center in Dothan, Ala., and clinical faculty member at the Alabama College of Osteopathic Medicine also in Dothan. Dr. Skandhan is the cofounder and current president of the SHM Wiregrass Chapter and is an active member of SHM’s Annual Conference and Performance Measurement Reporting committees.
When did you join SHM, and what prompted you to apply for your current committee roles?
There were many things that were not sufficiently taught during clinical training that were required in my day-to-day practice, like clinical documentation improvement, practice management, billing, coding, and so forth. I also quickly understood how vast and dynamic hospital medicine really was. While looking for an outlet to voice my questions, concerns, and curiosity, I decided to join SHM, which has helped me find and apply the techniques I’d been looking for to further my career as a hospitalist.
I’m now fortunate to be a part of SHM’s national committees, which involve hospitalists of various backgrounds and experiences, who work together to improve the overall quality of inpatient medicine. I currently serve on the Performance Reporting Measurement Committee and the Annual Conference Committee. My interests in reviewing the ever-evolving policies of health care made me apply to be a part of the Performance Reporting Measurement Committee. We work very closely with the Public Policy Committee, analyzing written policies and subsequently offering our recommendations. It’s been fulfilling to be a part of a committee that works towards developing policies that support a good quality of care on such a large scale.
My penchant for organizing events and bringing people together based on common ground led me to apply for the Annual Conference Committee. We meet every week to discuss various topics, choose and invite speakers, and help organize the entire event, which will host close to 5,000 hospitalists later this year. It has made me appreciate being a member of an organization that provides hospitalists with opportunities for education and growth. I’m hopeful that the attendees next year will find the conference to be a worthwhile experience!
As the president of SHM’s Wiregrass Chapter, how has the chapter grown since its establishment in May 2015?
Our chapter is based in Dothan, a small, rural Alabama town where Southeast Alabama Medical Center is located. The chapter covers the counties of lower Alabama and the panhandle of Florida. We named the chapter after a special species of grass that grows in this region.
When we started the chapter, our goal was to bring the best and brightest of hospital medicine to our region to give talks on hot topics in the field and also to use their expertise to guide inpatient care in our hospital system. We aggressively marketed the events to bring in large crowds of medical professionals, and we consistently average around 70-80 attendees in our meetings. Bringing in leaders from the field helped create an atmosphere of learning and inspired us to grow and develop our hospitalist program. We now closely work with hospital medicine groups in surrounding rural areas toward improving inpatient hospital care.
During these past years, we also realized that, for the further growth of our chapter, we would need to nurture an interest in hospital medicine among future generations of doctors, and this realization led to the creation of our medical student and resident wing. So far, the students have been very enthusiastic about participating in SHM-related events, and I hope that continues. We also developed a mentor-mentee program, in which we paired selected medical students with hospitalists to help guide future careers in acute care medicine. This year, we have also been helping the hospital medicine division at Southeast Alabama Medical Center create a clinical research track for medical students. To that end, we have just completed our second annual poster competition where we presented around 50 posters in the areas of clinical vignettes, quality improvement, and original research.
In addition, the chapter is very active with community activities. We took notice of the fact that many of our patients and community members were unaware of what hospitalists did because they could not understand how our work was different from that of primary care physicians. Our members have therefore participated in TV, radio, and newspaper interviews to help elucidate the role of hospitalists in patient care. We have also periodically visited primary care physician offices, nursing homes, senior citizen groups, and cancer support groups to educate these patients on various facets of health care and how hospitalists influence these areas.
In 2014, we organized a “walk with a hospitalist” event, for which we set up a half-mile “admission to discharge” scenario explaining the role of hospitalists and other departments involved in patient care. This year, in hopes of improving patient literacy in our region, we held a “shop with a doc” event, where the Southeast Alabama Medical Center hospitalists teamed up with dietitians and taught patients how food and lifestyle influenced their chronic medical illnesses. This was followed by physicians and dietitians shopping with patients in the grocery store, educating them on healthy choices and label reading.
We’re incredibly grateful for the support that we’ve received from our medical and patient communities; they’ve been critical in helping our chapter grow as much as it has, and they motivate us to work harder and do more with the chapter. We were honored to receive the SHM’s Rising Star Award at the Hospital Medicine 2017 conference in Las Vegas. We never thought that our little chapter in the American countryside would be chosen, but we’re very thankful to have our efforts recognized on the national stage!
Which SHM conferences have you attended? Tell TH about your most memorable highlights or takeaways.
When I started out as a hospitalist in 2014, I decided to attend the annual conference in Las Vegas, and I can honestly say that conference changed the course of my career. I can still remember listening to the opening speech and realizing that I was surrounded by more than 3,000 hospitalists who understood the power we had to influence inpatient care. I’ve attended all the national conferences since then and am grateful that I now get to help organize the Hospital Medicine 2018 annual conference, also known as HM18.
I had been working to find a way to improve documentation within my group, as well as change the culture and perception towards billing and coding practices, which prompted me to attend the Quality and Safety Educators Academy. During one of the problem-solving sessions, I explained the challenges that I faced to my conference group. The exercise required me to explain the problem at hand, and the players of my group then discussed their thoughts while I took notes. It was a fantastic experience, as the participants at my table offered strong solutions to my problems within a matter of minutes. Their advice led to meaningful changes in our group’s hospital documentation practices, and in turn, I’ve been promoted to physician advisor in Southeast Alabama Medical Center.
After such a great experience at Quality and Safety Educators Academy, I went on to attend SHM’s Leadership Academy, where I had the opportunity to meet some of the top leaders and pioneers in the field of hospital medicine. It’s empowering to be mentored by the very people you look up to and aspire to be like. Not only was I able to bring ideas home to my institution, but I was able to reflect and improve my own professional and personal growth. I’m happy to say that I’ve completed all three levels of Leadership Academy.
As I’ve become involved with the medical student and residency programs at my medical center, I recently attended the Academic Hospitalist Academy to help my transition into academic hospital medicine. Meeting and spending time with the faculty at Academic Hospitalist Academy made me further realize the roles that academic hospitalists play in the education of future physicians, emphasizing the idea that we can all be champions in quality and patient safety.
If you’re looking to advance your career as a hospitalist, take advantage of the conferences that SHM offers. I’ve gained so much from each experience, and I’m looking forward to returning to these conferences as a potential facilitator, in hopes of offering what I’ve learned to hospitalists looking to bring about change in their fields and careers.
What can attendees at HM18 expect to see in the area of career development, and how is this different than previous years?
Hospital medicine is only about 2 decades old, making it one of the youngest branches in medicine today. Given this fact, the Annual Conference Committee feels that it is paramount to focus on career development for both new and midcareer hospitalists alike.
One question that we wish to explore and answer this year is: “How do you make hospital medicine a life-long, enjoyable, and engaging career?” In turn, our committee has created several new additions to HM18. This includes a “Seasoning Your Career” track, which will provide ideas on how to advance in leadership, use emotional intelligence to achieve success, change your roles midcareer, and change hospitalist schedules. Another unique addition this year are career development workshops, which will aim to developing various aspects of a hospitalist’s career, such as working on leadership skills, refining presentation and communication skills, providing constructive feedback, promoting women in hospital medicine, preventing burnout, and turning ideas into clinical research. We also plan to incorporate an education track, which will focus on how hospitalists can expand their careers towards educational leadership.
Given your involvement in SHM at both the local and national levels, do you have any advice for young hospital medicine professionals looking to build their professional profiles?
I’ve frequently noticed that young hospitalists don’t realize the potential influence they hold within their own institutions or the power they have to elicit change in health care at the national level.
Though we don’t often admit it, some hospitalists feel like they are glorified residents, which definitely is not the case. As a provider on the front lines, you have the unique opportunity to implement changes pertaining to issues of cost, utilization of resources, process management, quality and patient safety, and bottlenecks in care, to name a few. These are issues that keep the administrators of your organization and leaders of hospital medicine up at night. Don’t sit around and complain about how things could be or should be; look toward creating change. Bring up possible solutions to these problems with your leaders. They will appreciate the effort, and hopefully together you can find ways to tackle these problems.
I will conclude by saying this: Hospital medicine is such a unique specialty in that it’s constantly evolving, and the pioneers of this field are still alive and practicing medicine. You can meet and interact with them during the SHM conferences and look to them as sources of inspiration or guidance. Meeting people you look up to and having them as your mentors can take you places.
Ms. Steele is the marketing communications specialist at the Society of Hospital Medicine.
Hospitalist leader: Are you burned out? Are you resilient?
I had the privilege of teaching two seminars at the recent Society of Hospital Medicine Leadership Academy in Scottsdale, Ariz. The theme of my second seminar was “Swarm Leadership,” the topic of my September column. There seemed to be enthusiasm and interest in the topic. Participants were intrigued at the notion of leveraging instinctual responses to encourage team spirit and collective outcomes.
The key principles of these swarm-like behaviors are: 1) unity of mission, 2) generosity of spirit, 3) staying in lanes and helping others succeed in theirs, 4) no ego/no blame, and 5) a foundation of trust among those working together. Leaders create the conditions in which these behaviors are more likely to emerge. The resulting team spirit and productivity raise morale and increase the sense of work-related purpose and mission.
People expressed their sense of being burned out and overworked, even to the extent of being exploited. I was stunned at the prevalence of this sensation in the room. Not everyone spoke though many people identified with the theme.
What I heard was enough to raise the question here: For hospitalist leaders, to what extent is burnout significant enough to give it serious attention? (I want to be abundantly clear: I report observations as anecdotal and impressionistic. There is no implied critique of hospitalists on the whole nor any individual or groups.)
Burnout includes sensations of being exhausted, overburdened, underappreciated, undercompensated, cynical, and depressed. These phenomena together can affect your productivity, the quality of your work, and your endurance when the workload gets tough.
By contrast, the opposite of burnout is balance, including sensations of being engaged, enthusiastic, energetic, absorbed, challenged, and dedicated. Work is part of the equilibrium you establish in your life, which includes a variety of fulfilling and motivating experiences and accomplishments.
Ideal balance would have all the different parts of your life – from family to hobbies to work – in perfect synergy with one another. Complete burnout would have all parts of your life imploding on one another, with little room for joy, personal contentment, and professional satisfaction.
How do you assess the differences between burnout and balance? First, this is a very individual metric. What one person might consider challenging and engaging another would experience as overwhelming and alienating. When you assess a group of people, these differences are important and could inform how work assignments and heavy lifting are assigned.
During the SHM session and in private comments, people described this rise in burnout not as a personal phenomena. Rather, it results from the health system expecting more of hospitalists than they can reasonably and reliably produce. People described hospitalists getting to the breaking point with no relief in sight. What can be done about this phenomenon?
First, hold a mirror up to yourself. You cannot help others as a leader if you are not clear with your own state of burnout and balance. The questions for you – a leader of other hospitalists – include: To what extent are you burned out? If so, why? If not, why not? If you were to draw a continuum between burned out and balanced, where on that range would you place yourself? Where would others in your group or department pinpoint themselves, relative to one another, on this continuum?
How might burnout develop for hospitalist leaders? Like a car, even a high performance vehicle, you can only go so fast and so far. Push too hard on the accelerator and the vehicle begins to shake as performance declines. If your system is expecting the pace and productivity to outstrip what you consider reasonable, your performance, job satisfaction and morale drops. Impose those demands upon a group of people and the unhappiness can become infectious.
With a decline in performance comes a decline in confidence. You and your colleagues strive for top-rate outcomes. Fatigue, pressure, and unreasonable expectations challenge your ability to feel good about what you are doing. That satisfaction is part of why you chose hospital medicine and without it, you wonder about what you are doing and why you are doing it.
When you and your colleagues sense that you are unappreciated, it can spark a profound sense of disappointment. That realization could express itself in many forms, including unhappiness about pay and workload to dissatisfaction with professional support or acknowledgment. When the system on the whole is driving so fast that it cannot stop to ensure and reward good work, the rattling can have a stunting effect on performance.
When I first began teaching at SHM conferences and had hospitalists in my classes at the Harvard School of Public Health – way back when – the field was novel, revolutionary, and striving to establish a newly effective and efficient way to provide patient services. It is useful to keep these roots in perspective – hospital medicine over the arc of time – from what WAS, to what IS and eventually what WILL BE. The cleverness of hospitalist leaders has been their capacity to understand this evolution and work with it. Hospitalist medicine built opportunities in response to high costs, the lack of continuity of care, and problems of communication. It was a solution.
How might you diagnose your burnout – and that of others with whom you work – in order to build solutions? Is it a phenomenon that involves just several individuals or is it characteristic of your group as a whole? What are the causes? What are the symptoms and what are the core issues? Some are system problems in which expectations for performance – and the resources to meet those objectives – are not reasonably aligned. There is a cost for trying to reduce costs on the backs of overworked clinicians.
If this is more than an individual problem, systematically ask the question and seek systematic answers. The better you document root causes and implications, the better are you able to make a data-driven case for change. Interview, survey, and with all this, you demonstrate your concern for staff, their work, and their work experience.
Showing that you care about the professional and personal well-being and balance of your workforce, in and of itself, is the beginning of an intervention. Be honest with yourself about your own experience. And then be open to the experiences of others. As a leader, your colleagues may suggest changes you make in your own leadership that could ameliorate some of that burnout. Better communication? Improved organization? Enhanced flexibility as appropriate? These are problems you can fix.
Other solutions must be negotiated with others on the systems level. With documentation in hand, build your case for the necessary changes, whatever that might entail. Hospitalist leaders negotiated their way into respected and productive positions in the health care system. Similarly, they must negotiate the right balance now to ensure the quality, morale, and reasonable productivity of their departments and workforce.
As a hospitalist leader, you know that each day will bring its complexities, challenges, and at times, its burdens. Your objective is to encourage – for yourself, for your colleagues, and for your system – resilience that is both personal and organizational. That resilience – the ability to take a hit and bounce back – is an encouraging signal of hope and recovery, for your workforce as well as the people for whom you care. The principles of swarm leadership – reinvigorated for your group – could very well provide signposts on that everyday quest for personal and group resilience.
Leonard J. Marcus, PhD, is coauthor of “Renegotiating Health Care: Resolving Conflict to Build Collaboration,” Second Edition (San Francisco: Jossey-Bass Publishers, 2011) and is director of the Program for Health Care Negotiation and Conflict Resolution at the Harvard T.H. Chan School of Public Health. Dr. Marcus teaches regularly in the SHM Leadership Academy. He can be reached at [email protected].
I had the privilege of teaching two seminars at the recent Society of Hospital Medicine Leadership Academy in Scottsdale, Ariz. The theme of my second seminar was “Swarm Leadership,” the topic of my September column. There seemed to be enthusiasm and interest in the topic. Participants were intrigued at the notion of leveraging instinctual responses to encourage team spirit and collective outcomes.
The key principles of these swarm-like behaviors are: 1) unity of mission, 2) generosity of spirit, 3) staying in lanes and helping others succeed in theirs, 4) no ego/no blame, and 5) a foundation of trust among those working together. Leaders create the conditions in which these behaviors are more likely to emerge. The resulting team spirit and productivity raise morale and increase the sense of work-related purpose and mission.
People expressed their sense of being burned out and overworked, even to the extent of being exploited. I was stunned at the prevalence of this sensation in the room. Not everyone spoke though many people identified with the theme.
What I heard was enough to raise the question here: For hospitalist leaders, to what extent is burnout significant enough to give it serious attention? (I want to be abundantly clear: I report observations as anecdotal and impressionistic. There is no implied critique of hospitalists on the whole nor any individual or groups.)
Burnout includes sensations of being exhausted, overburdened, underappreciated, undercompensated, cynical, and depressed. These phenomena together can affect your productivity, the quality of your work, and your endurance when the workload gets tough.
By contrast, the opposite of burnout is balance, including sensations of being engaged, enthusiastic, energetic, absorbed, challenged, and dedicated. Work is part of the equilibrium you establish in your life, which includes a variety of fulfilling and motivating experiences and accomplishments.
Ideal balance would have all the different parts of your life – from family to hobbies to work – in perfect synergy with one another. Complete burnout would have all parts of your life imploding on one another, with little room for joy, personal contentment, and professional satisfaction.
How do you assess the differences between burnout and balance? First, this is a very individual metric. What one person might consider challenging and engaging another would experience as overwhelming and alienating. When you assess a group of people, these differences are important and could inform how work assignments and heavy lifting are assigned.
During the SHM session and in private comments, people described this rise in burnout not as a personal phenomena. Rather, it results from the health system expecting more of hospitalists than they can reasonably and reliably produce. People described hospitalists getting to the breaking point with no relief in sight. What can be done about this phenomenon?
First, hold a mirror up to yourself. You cannot help others as a leader if you are not clear with your own state of burnout and balance. The questions for you – a leader of other hospitalists – include: To what extent are you burned out? If so, why? If not, why not? If you were to draw a continuum between burned out and balanced, where on that range would you place yourself? Where would others in your group or department pinpoint themselves, relative to one another, on this continuum?
How might burnout develop for hospitalist leaders? Like a car, even a high performance vehicle, you can only go so fast and so far. Push too hard on the accelerator and the vehicle begins to shake as performance declines. If your system is expecting the pace and productivity to outstrip what you consider reasonable, your performance, job satisfaction and morale drops. Impose those demands upon a group of people and the unhappiness can become infectious.
With a decline in performance comes a decline in confidence. You and your colleagues strive for top-rate outcomes. Fatigue, pressure, and unreasonable expectations challenge your ability to feel good about what you are doing. That satisfaction is part of why you chose hospital medicine and without it, you wonder about what you are doing and why you are doing it.
When you and your colleagues sense that you are unappreciated, it can spark a profound sense of disappointment. That realization could express itself in many forms, including unhappiness about pay and workload to dissatisfaction with professional support or acknowledgment. When the system on the whole is driving so fast that it cannot stop to ensure and reward good work, the rattling can have a stunting effect on performance.
When I first began teaching at SHM conferences and had hospitalists in my classes at the Harvard School of Public Health – way back when – the field was novel, revolutionary, and striving to establish a newly effective and efficient way to provide patient services. It is useful to keep these roots in perspective – hospital medicine over the arc of time – from what WAS, to what IS and eventually what WILL BE. The cleverness of hospitalist leaders has been their capacity to understand this evolution and work with it. Hospitalist medicine built opportunities in response to high costs, the lack of continuity of care, and problems of communication. It was a solution.
How might you diagnose your burnout – and that of others with whom you work – in order to build solutions? Is it a phenomenon that involves just several individuals or is it characteristic of your group as a whole? What are the causes? What are the symptoms and what are the core issues? Some are system problems in which expectations for performance – and the resources to meet those objectives – are not reasonably aligned. There is a cost for trying to reduce costs on the backs of overworked clinicians.
If this is more than an individual problem, systematically ask the question and seek systematic answers. The better you document root causes and implications, the better are you able to make a data-driven case for change. Interview, survey, and with all this, you demonstrate your concern for staff, their work, and their work experience.
Showing that you care about the professional and personal well-being and balance of your workforce, in and of itself, is the beginning of an intervention. Be honest with yourself about your own experience. And then be open to the experiences of others. As a leader, your colleagues may suggest changes you make in your own leadership that could ameliorate some of that burnout. Better communication? Improved organization? Enhanced flexibility as appropriate? These are problems you can fix.
Other solutions must be negotiated with others on the systems level. With documentation in hand, build your case for the necessary changes, whatever that might entail. Hospitalist leaders negotiated their way into respected and productive positions in the health care system. Similarly, they must negotiate the right balance now to ensure the quality, morale, and reasonable productivity of their departments and workforce.
As a hospitalist leader, you know that each day will bring its complexities, challenges, and at times, its burdens. Your objective is to encourage – for yourself, for your colleagues, and for your system – resilience that is both personal and organizational. That resilience – the ability to take a hit and bounce back – is an encouraging signal of hope and recovery, for your workforce as well as the people for whom you care. The principles of swarm leadership – reinvigorated for your group – could very well provide signposts on that everyday quest for personal and group resilience.
Leonard J. Marcus, PhD, is coauthor of “Renegotiating Health Care: Resolving Conflict to Build Collaboration,” Second Edition (San Francisco: Jossey-Bass Publishers, 2011) and is director of the Program for Health Care Negotiation and Conflict Resolution at the Harvard T.H. Chan School of Public Health. Dr. Marcus teaches regularly in the SHM Leadership Academy. He can be reached at [email protected].
I had the privilege of teaching two seminars at the recent Society of Hospital Medicine Leadership Academy in Scottsdale, Ariz. The theme of my second seminar was “Swarm Leadership,” the topic of my September column. There seemed to be enthusiasm and interest in the topic. Participants were intrigued at the notion of leveraging instinctual responses to encourage team spirit and collective outcomes.
The key principles of these swarm-like behaviors are: 1) unity of mission, 2) generosity of spirit, 3) staying in lanes and helping others succeed in theirs, 4) no ego/no blame, and 5) a foundation of trust among those working together. Leaders create the conditions in which these behaviors are more likely to emerge. The resulting team spirit and productivity raise morale and increase the sense of work-related purpose and mission.
People expressed their sense of being burned out and overworked, even to the extent of being exploited. I was stunned at the prevalence of this sensation in the room. Not everyone spoke though many people identified with the theme.
What I heard was enough to raise the question here: For hospitalist leaders, to what extent is burnout significant enough to give it serious attention? (I want to be abundantly clear: I report observations as anecdotal and impressionistic. There is no implied critique of hospitalists on the whole nor any individual or groups.)
Burnout includes sensations of being exhausted, overburdened, underappreciated, undercompensated, cynical, and depressed. These phenomena together can affect your productivity, the quality of your work, and your endurance when the workload gets tough.
By contrast, the opposite of burnout is balance, including sensations of being engaged, enthusiastic, energetic, absorbed, challenged, and dedicated. Work is part of the equilibrium you establish in your life, which includes a variety of fulfilling and motivating experiences and accomplishments.
Ideal balance would have all the different parts of your life – from family to hobbies to work – in perfect synergy with one another. Complete burnout would have all parts of your life imploding on one another, with little room for joy, personal contentment, and professional satisfaction.
How do you assess the differences between burnout and balance? First, this is a very individual metric. What one person might consider challenging and engaging another would experience as overwhelming and alienating. When you assess a group of people, these differences are important and could inform how work assignments and heavy lifting are assigned.
During the SHM session and in private comments, people described this rise in burnout not as a personal phenomena. Rather, it results from the health system expecting more of hospitalists than they can reasonably and reliably produce. People described hospitalists getting to the breaking point with no relief in sight. What can be done about this phenomenon?
First, hold a mirror up to yourself. You cannot help others as a leader if you are not clear with your own state of burnout and balance. The questions for you – a leader of other hospitalists – include: To what extent are you burned out? If so, why? If not, why not? If you were to draw a continuum between burned out and balanced, where on that range would you place yourself? Where would others in your group or department pinpoint themselves, relative to one another, on this continuum?
How might burnout develop for hospitalist leaders? Like a car, even a high performance vehicle, you can only go so fast and so far. Push too hard on the accelerator and the vehicle begins to shake as performance declines. If your system is expecting the pace and productivity to outstrip what you consider reasonable, your performance, job satisfaction and morale drops. Impose those demands upon a group of people and the unhappiness can become infectious.
With a decline in performance comes a decline in confidence. You and your colleagues strive for top-rate outcomes. Fatigue, pressure, and unreasonable expectations challenge your ability to feel good about what you are doing. That satisfaction is part of why you chose hospital medicine and without it, you wonder about what you are doing and why you are doing it.
When you and your colleagues sense that you are unappreciated, it can spark a profound sense of disappointment. That realization could express itself in many forms, including unhappiness about pay and workload to dissatisfaction with professional support or acknowledgment. When the system on the whole is driving so fast that it cannot stop to ensure and reward good work, the rattling can have a stunting effect on performance.
When I first began teaching at SHM conferences and had hospitalists in my classes at the Harvard School of Public Health – way back when – the field was novel, revolutionary, and striving to establish a newly effective and efficient way to provide patient services. It is useful to keep these roots in perspective – hospital medicine over the arc of time – from what WAS, to what IS and eventually what WILL BE. The cleverness of hospitalist leaders has been their capacity to understand this evolution and work with it. Hospitalist medicine built opportunities in response to high costs, the lack of continuity of care, and problems of communication. It was a solution.
How might you diagnose your burnout – and that of others with whom you work – in order to build solutions? Is it a phenomenon that involves just several individuals or is it characteristic of your group as a whole? What are the causes? What are the symptoms and what are the core issues? Some are system problems in which expectations for performance – and the resources to meet those objectives – are not reasonably aligned. There is a cost for trying to reduce costs on the backs of overworked clinicians.
If this is more than an individual problem, systematically ask the question and seek systematic answers. The better you document root causes and implications, the better are you able to make a data-driven case for change. Interview, survey, and with all this, you demonstrate your concern for staff, their work, and their work experience.
Showing that you care about the professional and personal well-being and balance of your workforce, in and of itself, is the beginning of an intervention. Be honest with yourself about your own experience. And then be open to the experiences of others. As a leader, your colleagues may suggest changes you make in your own leadership that could ameliorate some of that burnout. Better communication? Improved organization? Enhanced flexibility as appropriate? These are problems you can fix.
Other solutions must be negotiated with others on the systems level. With documentation in hand, build your case for the necessary changes, whatever that might entail. Hospitalist leaders negotiated their way into respected and productive positions in the health care system. Similarly, they must negotiate the right balance now to ensure the quality, morale, and reasonable productivity of their departments and workforce.
As a hospitalist leader, you know that each day will bring its complexities, challenges, and at times, its burdens. Your objective is to encourage – for yourself, for your colleagues, and for your system – resilience that is both personal and organizational. That resilience – the ability to take a hit and bounce back – is an encouraging signal of hope and recovery, for your workforce as well as the people for whom you care. The principles of swarm leadership – reinvigorated for your group – could very well provide signposts on that everyday quest for personal and group resilience.
Leonard J. Marcus, PhD, is coauthor of “Renegotiating Health Care: Resolving Conflict to Build Collaboration,” Second Edition (San Francisco: Jossey-Bass Publishers, 2011) and is director of the Program for Health Care Negotiation and Conflict Resolution at the Harvard T.H. Chan School of Public Health. Dr. Marcus teaches regularly in the SHM Leadership Academy. He can be reached at [email protected].