CAREER DEVELOPMENT

Leadership Lessons

4-day SHM academy teaches hospitalists what they didn't learn in medical school

By Jason Carris

In more than 30 years as a healthcare industry consultant, Jack Silversin, DMD, DrPH, has watched as hospitals have evolved into complex organizations that emphasize efficiency, teamwork, and cost-effectiveness—three things absent from most medical training programs, he says.

“Doctors have been trained to be autonomous, but the new organizational structure is to be collective,” says Dr. Silversin, CEO of the Boston-based consulting firm Amicus Inc.

The changes doctors and HM groups are being asked to make are challenging their way of life and their work, Dr. Silversin says, and leading a group of independent-thinking hospitalists is no easy task.

“It’s a very challenging thing to be a leader. … It’s having the confidence and mind-set to engage people and make decisions,” says Dr. Silversin, who plans to address such issues during his daylong seminar at SHM’s Leadership Academy Sept. 14-17 in Miami.

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PRACTICE MANAGEMENT

The Happiness Factor

5 tips to improve your employees’ job satisfaction

By Richard Quinn

HM groups are built—in part—on the theory of work-life balance. But what about work-work balance?

A study published this spring found that faculty physicians at academic medical centers might be more satisfied if they spend at least one day per week on the part of their job that is most meaningful to them (Arch Intern Med, 2009;169(10):990-995).

“The notion of ‘job fit’ is clearly important,” says Noah Harris, MD, FHM, a hospitalist at Presbyterian Hospital in Albuquerque, N.M., and a member of SHM’s Career Satisfaction Task Force. “Since most physicians are drawn to medicine for the notion of patient care, the other activities may be troublesome for many of us.”

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