Don't Forego New Physician Orientation

Credentialing Resource Center, January 17, 2022

Provide orientation for physicians to make them aware of organizational and regulatory requirements.

This article was first published January 17, 2022, by Credentialing Resource Center, a sibling publication to HealthLeaders.

Each organization should have some level of orientation for its physicians, as there are many organizational and regulatory requirements that physicians should be made aware of. MSPs should work with the president of the medical staff, the vice president of medical affairs, and the credentials committee to determine the type of orientation that best suits your organization, as well as what content your organization will include in the orientation.

Some organizations require applicants to come in and meet with the department chair, credentials committee chair, or the entire credentials committee. As part of the interview, the applicant may receive an orientation packet.

Other organizations require an on-site orientation, which can generally last anywhere from a couple of hours to a full day. These are typically more detailed and include hands-on training for clinical systems, lunch with administrative or medical staff leaders, tours of the facility, and so on.

Some organizations have implemented online training modules. The medical staff leadership designs and approves these modules and defines a required time frame for the physician to complete them (either before privileges are granted or within 30 days of receiving privileges).

ADA May Protect Workers with COVID-19, New EEOC Guidance Says

Credentialing Resource Center, December 21, 2021

Depending on each worker’s circumstances, the virus can cause afflictions that meet one of the ADA’s three definitions for a disability.

This article was first published Dec. 22, 2021, by Credentialing Resource Center, a sibling publication to HealthLeaders.

Workers who contract COVID-19 can be protected from discrimination under the Americans with Disabilities Act (ADA), according to new Equal Employment Opportunity Commission (EEOC) guidance, issued on December 14, 2021.

Depending on each worker’s circumstances, the virus can cause afflictions that meet one of the ADA’s three definitions for a “disability,” which cover (1) actual, physical, or mental impairments that substantially limit a major life activity, (2) an employer’s perception that a worker has a disability, or (3) the worker’s record of impairment. Employers must individually assess each employee to determine if the individual meets one of the appropriate definitions.

Examples of possible impairments under the ADA include:

  • Employees diagnosed with COVID-19 who consequently experience multiple-day headaches, dizziness, and brain fog or heart palpitations, chest pain, and shortness of breath that are expected to last several months
  • Conditions caused by a previous COVID-19 diagnosis such as (1) heart inflammation limiting circulatory functions or (2) a stroke restricting neurological functions

Notably, not every person with the virus will qualify as disabled. For example, a worker who tests positive and is asymptomatic or has mild symptoms similar to the flu or the common cold that resolve in a matter of weeks would not qualify.

Simple steps to strengthen your communication skills

Credentialing Resource Center, December 13, 2021

Failing to listen leads to many of the misunderstandings that make cooperation so difficult.

This article was first published Dec. 13, 2021, by Credentialing Resource Center, a sibling publication to HealthLeaders.

You’ve probably heard that part of being a good communicator is being a good listener, but it’s worth repeating.

Listening is one of the most important skills leaders need to develop to communicate well and maintain relationships throughout the hospital. Listening is hard work and failing to listen leads to many of the misunderstandings that make cooperation so difficult.

In addition to active listening, use simple language. If physician leaders speak or write in a swirl of obscure terms and jargon, they will just confuse people. There is nothing wrong with using plain, direct language to convey a message.

Also, remember simple courtesies. “Thank you” are two words that are used less often than they should be in the hospital environment. Good manners and appreciation foster a congenial atmosphere and motivate staff to perform better.

Medical staff leaders and members deserve thanks for the hard work they do for their patients, colleagues, and the hospital.

Consider sending personal notes to physicians to let them know you appreciate the job they did on a particular quality improvement committee project, or to a new physician leaders’ family members thanking them for sharing their loved one’s time with the hospital.

Communicate in this way often enough so that it is appreciated, but not so often that it becomes expected or commonplace.

Make the Physician Leadership Position Visible

Credentialing Resource Center, November 29, 2021

The roles and responsibilities physician leaders have at hospitals are important, and should be treated as such.

This article was first published November 29, 2021, by Credentialing Resource Center, a sibling publication to HealthLeaders.

It is essential that physician leaders, administrative and board officers, and the institution as a whole illustrate the importance of physician leadership to the organization, medical staff, and community. The roles and responsibilities physician leaders have at hospitals are important, and should be treated as such.

The following strategies may help attach visibility and importance to physician leadership positions:

  • Include physician executives in executive functions and processes, such as strategic and operational planning
  • At board meetings, seat the president of the medical staff or medical director next to the chair of the board
  • Request that the president of the medical staff, the medical directors, or other appropriate physician leaders represent the hospital at various community or social events
  • Issue press releases "from" the medical staff president or medical director, instead of the public relations office
  • CEOs might consider scheduling regular, yet informal, discussions with the president of the medical staff, medical director, or other top physician leaders. 

Make the Physician Leadership Position Visible

Credentialing Resource Center, November 29, 2021

Five strategies to attach visibility and importance to physician leadership positions.

This article was first published November 29, 2021, by HCPro's Credentialing Resource Center, a sibling publication to HealthLeaders.

It is essential that physician leaders, administrative and board officers, and the institution as a whole illustrate the importance of physician leadership to the organization, medical staff, and community. The roles and responsibilities physician leaders have at hospitals are important, and should be treated as such.

The following strategies may help attach visibility and importance to physician leadership positions:

  • Include physician executives in executive functions and processes, such as strategic and operational planning
  • At board meetings, seat the president of the medical staff or medical director next to the chair of the board
  • Request that the president of the medical staff, the medical directors, or other appropriate physician leaders represent the hospital at various community or social events
  • Issue press releases "from" the medical staff president or medical director, instead of the public relations office
  • CEOs might consider scheduling regular, yet informal, discussions with the president of the medical staff, medical director, or other top physician leaders

10 Tips for Surviving as a Medical Staff Leader

Credentialing Resource Center, November 22, 2021

To get the most out of your leadership experience, check out these 10 tips.

This article was first published November 22, 2021, by HCPro's Credentialing Resource Center, a sibling publication to HealthLeaders.

Being a medical staff leader can be a positive, educational experience, but it can also be trying. Follow these 10 tips to help you manage and get the most out of your leadership experience:

1. Read your bylaws, rules, and regulations.

2. To learn about your position, schedule a face-to-face meeting with the following individuals:

  • Vice president of medical affairs (VPMA)
  • A colleague who is in the same position or has recently completed a term in office
  • The medical staff coordinator
  • The CEO/COO

3. Discuss your position’s time commitments with your:

  • Spouse/family
  • Partners
  • Office staff

4. Find at least one wise and supportive friend who will keep your confidences, provide counsel, be an empathetic listener, and give you occasional ideas.

5. Avoid colleagues who gossip, spread rumors, criticize, and snipe at you. You have a perfect reason not to spend time with them.

6. Always ask “Is this confidential information?” and then keep it so.

7. Identify your support staff—in the medical staff office, administration, your office—and use them.

8. Insist on leadership skill training programs as soon as possible for yourself and your leadership team.

9. Schedule at least 30 minutes each week for self-learning using audio materials, videos, books, and journals.

10. Find someone to identify community resources for your leadership development—a public library, community college, or university—and see if they have programs, publications, or instructional materials for you.

Survey: Patients Favor a Hybrid Model of Care

Credentialing Resource Center, November 18, 2021

More than 1,000 patients and 600 providers were surveyed about their telehealth experiences earlier this year.

This article was first published November 17, 2021, by HCPro's Credentialing Resource Center, a sibling publication to HealthLeaders.

More patients turned to telehealth during the COVID-19 pandemic and a majority of them intend to continue to use it, according to a new survey conducted by GoodRx.

More than 1,000 patients and 600 providers were surveyed about their telehealth experiences earlier this year. Of the patients surveyed, only 17% reported using telehealth prior to the pandemic. An additional 47% reported using telehealth for the first time during the pandemic.

When asked about future use of telehealth, one-quarter of respondents said they will use telehealth only instead of in-person visits. Most respondents (63%) said they planned on using a hybrid model that combines in-person visits with telehealth.

Among providers, nearly 44% reported that the level of care provided through telehealth was better than in-person. Telehealth was also seen as having a positive impact on patient outcomes and experiences, with 70% reporting that it improved patient continuity of care and 60% reporting that it improved patient adherence to medication.

Identify Medical Staff Members With Leadership Potential

Credentialing Resource Center, October 12, 2021

Using surveys, polling can ferret out potential leaders.

This article was first published October 11, 2021, by HCPro's Credentialing Resource Center, a sibling publication to HealthLeaders.

Proactive recruitment means finding physicians on the medical staff who have the ability to lead, but whose talents may not have come to the notice of others. Using surveys is one tool to ferret out potential leaders. Questionnaires distributed to the entire medical staff at periodic intervals can get people interested in leadership roles, identify any barriers discouraging them from coming forward, and discover if there is a timeframe along which someone might consider taking on a new role.

The survey should ask whether the individual completing it has held leadership positions elsewhere, such as with a professional society, on another medical staff, within a group practice, in medical school, or within an organization outside of medicine.

Also consider polling key medical staff members periodically to seek suggestions for potential leaders. This process can identify excellent leadership candidates who might be reluctant to come forward without encouragement or prodding. Don’t just ask who others think would make suitable physician leaders—ask who possesses the qualities that may one day make an effective leader, such as clinical excellence, personal charisma, strong interpersonal skills, effective problem solving, and verbal eloquence.

California Licensing Board Speaks Out Against Inappropriate Mask Exemptions

Credentialing Resource Center, August 30, 2021

The California Medical Association released a statement supporting the Medical Board of California’s decision.

This article was first published August 25, 2021, by HCPro's Credentialing Resource Center, a sibling publication to HealthLeaders.

Physicians in California may face disciplinary action for helping patients obtain inappropriate medical waivers from wearing masks. The Medical Board of California announced on August 18 that “a physician who grants a mask or other exemption without conducting an appropriate prior exam and without a finding of a legitimate medical reason supporting such an exemption within the standard of care may be subjecting their license to disciplinary action.” The medical board does not specify what the disciplinary action against the physician’s license would be but encourages the public to file a complaint if they think a physician is trying to skirt around mask requirements for the public.

The California Medical Association released a statement supporting the Medical Board of California’s decision.

“There are very few medical reasons and situations that would exempt an individual from masking requirements. It strains credulity to think that a single physician would have dozens or hundreds of patients with valid medical claims for such an exemption,” said California Medical Association President Peter N. Bretan, Jr., MD.  “Unfortunately, we know there are bad actors who are willing to operate outside the accepted standards of care in order to turn a personal profit. This needs to stop.”

The Federation of State Medical Boards’ Board of Directors also recently spoke out about physicians who disseminate COVID-19 vaccine misinformation.

“Physicians who generate and spread COVID-19 vaccine misinformation or disinformation are risking disciplinary action by state medical boards, including the suspension or revocation of their medical license. Due to their specialized knowledge and training, licensed physicians possess a high degree of public trust and therefore have a powerful platform in society, whether they recognize it or not. They also have an ethical and professional responsibility to practice medicine in the best interests of their patients and must share information that is factual, scientifically grounded and consensus-driven for the betterment of public health. Spreading inaccurate COVID-19 vaccine information contradicts that responsibility, threatens to further erode public trust in the medical profession and puts all patients at risk.”

15 Tips To Be A Better Communicator

Credentialing Resource Center, August 17, 2021

Good communication skills don't often come naturally-they need to be learned, practiced, and implemented.

This article was first published August 16, 2021, by HCPro's Credentialing Resource Center, a sibling publication to HealthLeaders.

Whether you are planning an intervention or simply trying to strengthen your relationship with your colleagues, good communication skills can help you succeed. But good communication skills don't often come naturally-they need to be learned, practiced, and implemented. The following tips can help you become a better communicator:

  • Practice active listening characterized by the principle of listening to understand
  • Use appropriate eye contact, maintain an open facial expression, display a neutral posture, and use an appropriate tone of voice
  • Observe the fundamental elements of a message in which nonverbal behaviors account for 55% of the message, tone of voice accounts 38%, and the actual words used account for 7%
  • Acknowledge that periods of silence in conversation are not only acceptable, but also welcomed as you learn the power of the pregnant pause in conversation
  • Provide feedback by paraphrasing what you think you heard to check for understanding
  • Understand that you can listen faster than he or she can talk, so don't become distracted, but rather use the difference to your advantage by anticipating what might be said, thinking about what has been said, and evaluating developments as they occur
  • Ask good questions using words that are factual rather than emotional
  • Know when to stop
  • Be cognizant of different primary behavioral style preferences in order to anticipate and manage basic fears as well as probable reactions when under stress
  • Practice emotional intelligence, in which worries, fears, and problems are pushed aside to allow active listening, anger control, and distraction minimization so that you share responsibility for the communication
  • Understand how specific tools such as structured dialog and crucial conversations can help improve physician-hospital communications
  • Develop finely honed writing skills to create both executive white papers and heartfelt memorandums and letters
  • Master the skills and techniques of effective public speaking for both small and large group dialogs and presentations
  • Understand the benefits and the limitations of different communications media: audioconferences, videoconferences, electronic messaging, and so forth

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