Applying Personal Leadership Principles to Health Care: The DEPO Principle

Author: Michael S. Woods, MD

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Applying Personal Leadership Principles to Health Care:
The DEPO Principle

This book is predicated on a belief that the leadership culture in medicine can be changed for the benefit of office staffs, practices, universities and medical schools, and ultimately the profession and with direct benefits to patients. The book has five sections. The first section focuses on the impact of good personal leadership on business results and on how the same type of results can be obtained in medicine by enhancing the personal leadership and interpersonal skills of physicians. The second section focuses on The Seven Common Leadership MisstepsSM of Physicians. Section three presents data concerning patient, health care employee, and physician satisfaction. The fourth section outlines an action plan for successful physicians and organizations to achieve positive, measurable, and sustainable change in personal leadership skills and interpersonal behavior. The final section is an amalgam of information, including women and their leadership in medicine and a plan for instituting leadership development in medical schools as a step to begin to shift the entire leadership culture in medicine.

198 Pages © 2001

Table of Contents

Section One

Leadership and Its Impact on Business

Chapter 1
About Leadership

• The Literature on Leadership in Medicine
• The Literature on Leadership in Business
  So What Is Leadership?
• A Personal Leadership Focus in Medicine
  
  

Chapter 2
Imminent Impact 1: Results of Personal Leadership and the Business of Medicine

• The TRIZ Principles-Why Business Leadership Literature Is Relevant to Medicine
• Leadership and Results
• Results and Value
• The LECO Principle: The Leader ® Employee ® Customer ® Organization
• Value Chain
• The 3-D Impact of Effective Leadership
• The DEPO PrincipleSM: The Doctor ® Employee ® Patient ® Organization
• Value Chain
• The 4-D Impact of Effective Leadership
  
  

Chapter 3
Step One toward Fulfillment-Temporizing the Paradox: The Bottom Line versus the Hippocratic Oath

• The Fallacy of Increased Efficiency as a Business Strategy in Medicine
• The Inseparability of the Practice of Medicine and the Business of Medicine
• The Nalle Clinic: A Case Study in the Failure to Appreciate Leadership and the
  Business Aspects of Medicine
• Personal and Professional Integrity: Admitting to Ourselves that Medicine Is a
  Business
• Aligning Our Financial Expectations with the Economic Realities of the Current
  and Future Medical Environment
• A Holistic Approach to the Business of Medicine

Section Two
Personal Leadership and Interpersonal Derailments

Chapter 4
The Seven Common Leadership MisstepsSM of Physicians

The Seven Common Leadership MisstepsSM of Physicians

• Misstep #1. Failure to Seek Win-Win Solutions
• Misstep #2. Failure to Consistently Demonstrate Respect for Individuals
• Misstep #3. Lack of Personal Leadership
• Misstep #4. Lack of Flexibility
• Misstep #5. Inability to Be a Team Player
• Misstep #6. Failure to Develop Others
• Misstep #7. Lack of Openness

Sidestepping the Seven Common Leadership MisstepsSM of Physicians

Section Three
Hard Data on Soft Things

Chapter 5
The Customers: Where Did All the Patients Go?

• Patient Satisfaction
• Communication and Patient Satisfaction
• The Patient Satisfaction Survey: The Instrument and Results
• Concerning Their Physicians and Their Physicians’ Offices
• The Office (Scale: Satisfaction)
• The Physician (Scale: Agreement)
• Results: General Demographic Data
• Discussion and Impact

Chapter 6
The Employees: Brain-Drained and Disgruntled

• Employees as Customers
• Do You Hear What I Hear? Signs of Dissatisfaction
• Organizational Surveys of Employee Satisfaction

Chapter 7
The Physicians: Step Two Toward Fulfillment-If I’m So Successful, Why Am I Unhappy?

• Is Success Enough?
• Physician Dissatisfaction: The Data
• Factors Contributing to Physician Dissatisfaction
• Decisions We Make: Understanding We Are Responsible
• The Non-Monetary Value in Medicine
• Intrinsic versus Extrinsic Motivation
• Personal Leadership and Increasing Physician Gratification and Job Satisfaction

Chapter 8
Lost Leaders in Medical Organizations: A Case Study in Identifying “The Problem”

• The Stated Problem
• Gaining Clarity: Where Is the “Pain” and What “Drives” It?
• The Physician’s Pain
• The Staff’s Pain
• Drivers within the System: Physician Data
• Drivers within the System: Staff Data
• The Results of Clarity: Patient Focus and Leadership as Drivers
• Conclusion: The DEPO PrincipleSM Again: Leadership Is Aways a Driver

Section Four
Action Planning for Personal and Organizational Improvement

Chapter 9
How Successful People Get Even Better, Part 1: Seeing the Problem

• Admitting There Is a Problem
• Resisting Change
• Leadership and Self-Deception

Chapter 10
How Successful People Get Even Better, Part 2: Feedback and Behavioral Coaching

• “Seeing the Problem(s)”: Assessments and Behavioral Coaching to Improve Leadership
• Behavior and Skills in Medicine
• A Personal Commitment to Change
• How the Process of 360-Degree Assessment and Behavior Coaching Works
• The Potential Drawbacks of 360-Degree Assessment
• Return on Investment: What Do We Get for This Money

Chapter 11
Gaining Self-Perspective: The LeadeRxSM 360-Degree Inventory for Physicians

• LeadeRxSM Personal development Program
• Performance of the LeadeRxSM Inventory: Samples from Practice
• General Observations from the LeadeRxSM Inventory
• A Word about “Outliers”
• Results by Domain
• Seek Win-Win
• Demonstrate Respect
• Demonstrate Personal Leadership
• Practice Flexibility
• Be a Team Player
• Develop Others
• Be Open
• Verbatim Comments from the LeadeRxSM Inventory
• Concluding Remarks

Section Five
Thoughts and Observations from the Edge

Chapter 12
The Kinder, Gentler Sex: Women’s Advantage in Medical Leadership

• Gender Differences and Personal Leadership Skills
• A Word about Power

Chapter 13
Imminent Impact 2: Driving Personal Leadership throughout Health Care

• Instituting Leadership training in Medical Curricula
• The Physician Executive and Physicians as “Followers”
• A Suggested Plan
• The Long View
• Leadership as Infrastructure
• LeadeRxSM for Physicians in Other Roles
• The Pharmaceutical Industry: Recipe for Effective Physician Leaders in Drug
  Development
• Physician Executives: The Catalyst to Transmit Personal Leadership throughout
  Organizations

Chapter 14
Blue Sky: A Social Movement toward better Medicine

• Physicians’ Incomes
• Medical Education Costs
• Medical Malpractice Costs
• Prescription Drug Costs
• For the Health Care Consumer (Formerly Known as “Patient”)
• Where Can We Go?

Epilogue
The Hippocratic Oath
Appendix The 20 Original “Missteps” in Personal Leadership
References