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Guidelines for Being a Successful Medical Staff Services Leader - Part II

This guest blog post by Vicki Searcy, Vice President, Client Success and Consulting, from Verity, A HealthStream Company, is the second of two examining the role of the Medical Staff Services Leader.

In most hospitals, the medical staff organization is supported by one or more medical staff professionals (MSPs). These individuals may be called by different titles, but their key responsibilities relate to supporting the work of the hospital and medical staff organization related to credentialing and privileging; which encompasses a lot of functions including development of practitioner profiles that provide information about competency of granted privileges, management of medical staff governance meetings, etc.

Although MSPs interact at some point with most of the members of the medical staff organization, individuals granted clinical privileges and many individuals who work for the organization; key relationships are with elected and appointed medical staff leaders. Since medical staff leaders are subject to periodic change (particularly in organizations where leaders are elected – which is still how the majority of medical staff leaders find themselves in a leadership position), MSPs are learning to work with a wide variety of personalities, as well as with leaders who may or may not be well-prepared for their new position. MSPs want all medical staff leaders to be successful – because the success of medical staff leadership contributes to their success and to the overall success of the entire healthcare organization. MSPs usually are quite passionate about the impact that the work of the medical staff organization has upon patient safety – they want to be part of your success.

What do MSPs have to say about what it takes to be a successful leader? Here is advice to medical staff leaders that I have gathered during my 30 years of work with healthcare organizations:

Stand firm on issues that are critical to patient care/safety

Members of the medical staff organization, the board, hospital administration and patients depend upon medical staff leaders to take a stand on issues that promote patient care and patient safety. Don’t back down on issues that are vitally important to excellent patient care.

Stay out of the weeds

Don’t rewrite the bylaws, redesign an application, revise privilege forms, etc. These are potential projects that need to be addressed; however, your job is to make sure that the project gets initiated and is well-supported by the appropriate resources. It isn’t your job to do everything yourself.

Manage effective meetings

Run an efficient and effective medical executive committee (or other committee(s) that you may chair). If you are the President/Chief of Staff, the MEC is typically attended by a large number of individuals, including representation from the medical staff organization as well as executive management. Outcomes of MEC meetings are critical to the functioning of the entire organization and ultimately, to patient care. Your management of this meeting is extremely visible and says a lot about your leadership abilities. Ask for help if you need training on effective meeting leadership.

Be open to new ideas

There are many changes occurring in medical staff organizations across the country. You’ll hear about them if you attend some conferences. Virtual meetings, restructuring the credentialing decision-making process, re-tooling the medical staff committee structure, etc., are things that you will hear about. The medical staff office may be in the process of making the credentialing and privileging process electronic. Don’t stand in the way of progress that will be beneficial to the hospital and medical staff organization. Just make sure that initiatives are well-thought out, resourced, and achievable. Don’t allow the medical staff organization to take on too many projects at once. Too many projects will probably impact the success of some of them.

Make this a growth experience for you

Based upon your experience during your term as a medical staff leader, you may decide that you’d like to take on other leadership roles, including some type of administrative position. Almost all of the physician consultants that I’ve worked with over the years started as a medical staff leader. There are a lot of possibilities. The point here is to benefit from your experience as a medical staff leader by using the knowledge that you gained to propel you to your next professional goal.

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