To Serve, Coach, and Support
"We are going to make decisions about what is good for the system," Cawley said of the council. "That didn't happen right away, but over the course of a year or 18 months, we had everybody in the room thinking more about what is good for the system."
"The bigger challenge," he says, "was for the practice plan and not having that defensive, circle-the-wagons approach. It was previously always about what the practice plan could get from the hospital, so we got everyone together and thinking about the entire system. Sometimes a decision is not good for the practice plan, and sometimes it is not good for the hospital because we are thinking about what is good for the system."
Steve Newton, west region president for Baylor Scott & White in Grapevine, Texas, said his organization created a physician leadership program to develop the clinical leaders that the system needs for future success. The program has gone "exceptionally well," he said.
"It awakens these folks to the broader problems of the organization and gives them a new respect for what it means to be the captain of the ship… It's also a nice way to express a commitment to those who we think are the strongest leaders and make it so they have some real skin in the game. We look at it as succession planning," Newton said.