Abdicator, 120–121
Above-median financial performance, 96
Acute care setting, 8
Adjourning stage, of team, 108
Administrators, clinicians and, 3, 67, 142
Agreeableness, 38, 41–43, 47–49, 109
influence, 67
negotiation, 154–156
strategies and vision, 87
“Agreeing to disagree,” 150
Air Force, 55
American Academy of Family Physicians, 27
American College of Healthcare Executives (ACHE), 170
Authenticity, 59–61
“Authority” intervention, 142
Avoidant communicator, 136
“Awareness” conversation, 142
Beachheads, establishing, 122–124
Best alternative to a negotiated agreement (BATNA), 150–151
Big Five Personality Factors, 37, 38, 41–43, 173. See also specific entries
negotiation, 154–156
across specialties, 46
Brain space, creating, 116
Brookline Trauma Center, 55
Business information, 129
Business models and health care. See specific models
Business of health care, 3–5, 162–163
business models and health care, 17–22
coach’s corner, 31
health care metrics, 28–31
value disciplines in, 22–28
Centers for Medicare and Medicaid Services, 20
Certified Physician Executive (CPE), 170
Chief executive officer (CEO), 4
Chief financial officer (CFO), 75
Chief medical officer (CMO), 4, 75
Chief operating officer (COO), 75
Circuitous communicator, 137
Cleveland Clinic, 91
Climate, of high-performing teams, 101–102
Clinicians and administrators, 3, 67, 142
Cognition, 43–44
Collaboration, strength from, 151–152
Collaborative leadership model, 10–11
Collaborative negotiations. See Negotiation
Collaborative problem-solving, 106
Committee, 94–95
Communication, 11–13, 131–132, 166
case study, 140–141
coach’s corner, 142–143
content and process, 132–135
difficult conversations
avoidant communicator, 136
circuitous communicator, 137
under communicator, 136
managing, 137–139
goals of, 132
of high-performing teams, 104–105
physician-leader challenge, 142
purpose of, 132
Competitive negotiations. See Negotiation
Complex information, 135
Computer-Based Assessment for Sampling Personal Characteristics (CASPer), 40
Concierge medicine, 26–28
Confidential information, 135
Confidential workplace information, 128–129
Conflict, effectively managing, 105
Congruence, 59–60
Conscientiousness, 38, 41–43, 47–49
negotiation and, 154–156
strategies and vision, 86–87
Content, communication, 132–133
consistency, 134
precision and focus, 133–134
purpose, 133
transparency, 134
Control, micromanager, 119
Conversations, difficult. See Difficult conversations
Convolutional neural network (CNN), 24
Core strategies, identifying, 82
Courage, 58–59
“Cup of coffee” conversation, 142
Current state, understanding, 81
Customer intimacy, 25–28
CyberKnife, 25
Delegation in leadership, 113–114, 166
case study, 116–118
coach’s corner, 129
dysfunctional style, 118–122
effective
differentiating issues by establishing beachheads, 122–124
gatekeeping, 124
matrix, 125–126
reasons for, 114
creating brain space, 116
growth and development, 115–116
impact, 115
productivity, 115
things physician-leaders can never delegate, 128–129
tools for results, 126–128
understanding talent, matching requests with capabilities, 125–129
Deselection of team, 101
Difficult conversations
avoidant communicator, 136
circuitous communicator, 137
under communicator, 136
managing
exceptions, 139
follow-up process, 138–139
preparation, 138
presentation, 138
purpose, 137
physician-leader challenge, 142
“Disciplinary” intervention, 142
Distinct Surgical Personality (DSP), 45
Effective delegation
differentiating issues by establishing beachheads, 122–124
gatekeeping, 124
El Camino Hospital cancer center, 25
Electronic medical record (EMR), 24
Emergency Medical Treatment and Labor Act (EMTALA), 171
Emotional intelligence, 64–65
Employee information, 128–129
Empowerment, abdicator, 120
Entropy, 76
Environment, genes and
cognition, 43–44
medical school, 40–41
personality and medical specialty, 45–46
personality of physician, 42–43
EQ. See Emotional intelligence
Evening program, 77
Evidence-based medicine, 8, 62
Execution, of high-performing teams, 105–106
Extraversion, 38, 41–43, 47–49, 109
negotiation and, 154–156
strategies and vision, 87
Fatal errors, 116
Fear of interfering, abdicator, 120–121
Five-factor model and personality of leader, 47–50
Focus, of high-performing teams, 103–104
Follow-up process, 138–139
Forbes article, 3
Forming stage, of team, 107
Functional magnetic resonance imaging (fMRI), 153
Genes and environment
cognition, 43–44
medical school, 40–41
personality and medical specialty, 45–46
personality of physician, 42–43
Genotype, 36
Goals
creation, principles of strategy and, 83–84
definition of, 84–85
development, HUGS method of, 84–85
vs. accomplishment, 83
“Going to the dark side,” 3
Good to Great, 60
Groundbreaking goal, 84
Growth and development of leader’s staff, 115–116
Health care
business of. See Business of health care
consumerism, 20–21
hospitals and. See Hospitals and health care systems
metrics, 28–31
model, 162
Health care leadership. See Leadership
Health care management, 131, 166
Health care organization, 17, 19, 24, 85–86, 163
business model template to, 18
for physicians, 170
productivity, 115
Health, precision, 26
Hickson’s model, 142
High-performing teams, 91–92, 165–166
characteristics of, 99
climate, 101–102
communication, 104–105
execution, 105–106
focus, 103–104
leadership, 100–101
people, 102–103
coach’s corner, 110
effectiveness of, 96
elements of, 100. See also specific elements
physician-leader, challenges and opportunities, 108–109
physician-led team, structure of, 92–95
psychology of, 107–108
stages
adjourning, 108
forming, 107
norming, 107–108
performing, 108
storming, 107
unproductive team, 97–99
Hogan Personality Inventory (HPI), 37
Hopkins, Johns, 94
Hospitals and health care systems
committees, 94
community, 86
customer intimacy, 25
leader dashboard, 30
leadership. See Leadership
operational excellence, 23
product leadership, 25
Hub-and-spoke approach, 9–10
Huge goal, 84
HUGS method of goal development, 84–85
Humility, 60
Inattention, abdicator, 121
Individual differences, 36, 37
and implications for physician-leader, 67–68
leadership characteristics of
authenticity, 59–61
courage, 58–59
emotional intelligence, 64–65
rational appeal, 61–63
values, 63–64
organizational success through, 57–67
Initial public offering (IPO), 96
Innovation and customer-centric business models, 21
Intelligence distribution, 44
Intentionality, 67
Intermountain health, 23–24
Internal motivation for change, 15
Joint Commission regulations, 171
Joint decision making, 106
Jung, Carl, 65
Keep it Simple Stupid (KISS method), 83
Key performance indicators (KPIs), 28
Kotter’s model, 7
Landscape, understanding, 81–82
“Last-in” syndrome, 122
Leadership, 55–56
case study, 65–67
coach’s corner, 68–69
delegation in. See Delegation in leadership
of high-performing teams, 100–101
influence, leadership characteristics of, 164
authenticity, 59–61
courage, 58–59
emotional intelligence, 64–65
rational appeal, 61–63
values, 63–64
organizational success through influence, 57–67
physician-leader, influence and implications for, 67–68
Leadership Versatility Index (LVI), 173
Management information, 129
Management/administrative team, 95
Master of Business Administration (MBA), 169–170
Maximizing leadership impact. See under Delegation in leadership
Medical College Admission Test (MCAT), 35
Medical Executive Committee (MEC), 95
Medical Group Management Association (MGMA), 170
Medical leadership. See Leadership
Medical school, 40–41
Medical specialty, personality and, 45–46
Medication administration, 113
Mercedes business model, 18
Micromanager, 118–120
Microsoft, 61
Mission, 76–77
Nadella, Satya, 61–62
National Institute of Health, 25
coach’s corner, 156–157
creating bond, 149
frame setting, 146
goal, clarifying, , 145–146
managing emotions, 148–149
phases of, 154
problem-solving approach, 149–150
psychology of, 153–156
for physician-leaders, 156
strategies, 146–147
collaboration, 146–147
competition, 146
compromise, 146
concession, 146
strength from collaboration, 151–152
things to do when all else fails, 150–151
Neuroticism, 38, 41–43, 47–49, 67
Neuroticism–Extraversion–Openness Personality Inventory Revised Test (NEO PI-R), 37
New York Times (magazine), 23
Norming stage, of team, 107–108
Observable personality, 36
Occam’s razor problem-solving theory, 83
Openness to experience, 39, 41–43
Operational excellence, 23–24
Organization
health care. See Health care organization
success through influence. See Influence
Overbooked, abdicator, 120
Patient-centered model, 20
Patient-focused teams, 91
Payoff, 26
People, of high-performing teams, 102–103
Perfectionism, micromanager, 119–120
Performing stage, of team, 108
Personal information, 135
assessment, 172–173
and environment, 39
and genes, 39
of leader, five-factor model and, 47–50
and medical specialty, 45–46
theory and physician, 37–39
Phenotypes, 36
Physician Engagement and Leadership Index, 131
Physician executive
heal thyself, 13–15
personality of, 42–43, 163–164
personality theory and, 37–39
Physician-leader
business of health care, 162–163
challenge in communication, 142
challenges and opportunities, 108–109
challenges of, 122
outside coach for leadership, 172
coach’s corner, 50–51
communication, 166–167
five-factor model and personality of leader, 47–50
genes and environment
cognition, 43–44
medical school, 40–41
personality and medical specialty, 45–46
personality of physician, 42–43
high-performing team building, 165–166
influence and implications for, 67–68
magnifying impact through delegation, 166
Master of Business Administration for, 169–170
moving from clinical work to leadership role, 170–171
negotiating strategies, 167
personality
assessment and, 172–173
and environment, 39
and genes, 39
pocket guide, 161–178
psychology, 35–51
implications for physician-leader, 49–50
integrating research, 46–47
of negotiation, 156
qualities of effective leader, 164
requests, 124
role in committee, 94–95
role in management/administrative team, 95
role in problem-focused teams, 93–94
strategy and vision, 85–87
things to learn for effective, 171–172
understanding role, 162
vision setting, 165
wellness in physician-leadership, 167–169
Physician-leadership, 162
business of health care, 3–5
communication and negotiation, 11–13
considerations for making transition, 15
high-performing team, creating, 9–11
managing relationships, from authority to influence, 7–8
parallel paths of, 4
physician, heal thyself, 13–15
setting vision, from microscope to telescope, 8–9
transition from star player to team captain, 5–7
wellness in, 167–169
Physician-led team, structure of, 92–95
Plan-do-study-act cycle, 171
Precision health, 26
Precision medicine, 25
Precision Medicine Initiative, 25
Predictive analytics, 24
Principle of Economy. See Law of Parsimony
Problem-focused teams, 93–94
Process, communication, 132–133
key elements
attitude, 135
frequency, 134–135
methodology, 135
targets, 134
Product leadership, 24–25
Productivity, of health care organization, 96, 115
Proprietary information. See Business information
Psychology of negotiation, 153–156
high-performing teams of, 107–108
physician-leaders, 156
Quality, 126–127
metrics, 29
Quantity, 127
Rational appeal, 61–63
Request for proposal (RFP), 152
Requests, 124
matching with capabilities, 125–129
Resources, 127–128
Rewards, 106
Self-selection of team members, 103
“Shiny new object” syndrome, 121–122
Simple information, 135
Social loafing, 101
Southern Coos Hospital, 55
Starbucks, 77
Stark and Anti-kickback laws, 171
Storming stage, of team, 107
Strategic goal, 84
Strategy, 78
bringing order from chaos, 80–85
development, 81–82
elements of, 76–78
physician-leader, challenges and opportunities, 85–87
plan
executing, 82
updating, 82
planning coordination, 81
principles and goal creation, 83–84
purpose of creating, 80–85
Studer, Quint, 29
Summa Health, 55
Sweatshop environment, high-performing teams in, 97
Team. See High-performing teams
Team building, 165–166
Time (magazine), 23
Time and effort, commitment of, 81
Timeliness, 127
Trade secrets. See Business information
Traditional professional-centered health care model, 20
Triangulation, 105
Trust, micromanager, 118–119
Ubiquitous goal, 84
Under communicator, 136
Unproductive team, 97–99
Value-based reimbursement, 19–20
Value-claiming negotiations. See Negotiation
Value-creating. See Negotiation
Value disciplines in business, 22–23
customer intimacy, 25–28
operational excellence, 23–24
product leadership, 24–25
Values, 63–64
Vision, 77
Vitality, 96
Vulnerability, 60–61
Waffler, 121–122
Wechsler Adult Intelligence Scale (WAIS), 44
Win–lose mindset, 148
Win–win scenario, vision of, 148
XYZ Cancer Center business model, 19–20