One CEO of a major medical practice decries the “dearth of people with the characteristics and the training” to satisfy the leadership needs of tomorrow.

Take control of planning your career. These four steps will help you get from where you are to where you want to be.

Conflict is an unavoidable part of the workplace, but it doesn’t have to paralyze progress. Here’s how to manage it.

This article reviews the benefits of succession planning in both healthcare and small-to-medium enterprises (SMEs) to draw conclusions about the benefits for physician practices. Based on those conclusions, it then outlines a four-step process that m...

Disseminating lessons learned from peer review is critical if the process is to have the intended effects of improving quality of care and safety.

It goes beyond planning for the worst and hoping for the best. It requires a “giver” who makes others look like heroes without seeking credit themselves.

If we can successfully nurture a bonsai plant—and it is not easy—then we can also manage to care for and nurture a medical practice.

It can be surprisingly easy to bring order to a chaotic meeting — and turn conflict back into conversation — if you know how.

This six-part series by health care strategy consultant Daniel K. Zismer, PhD, offers an introduction to an important competency for physician leaders.

Physician leaders are in a unique position to observe, assess and manage enterprise risk and points where strategy converges with patient care.

Physician leaders must take measured steps as systems proceed with mergers, acquisitions and other transactions amid a consolidating healthcare marketplace.

It is a weak assumption that if employed physicians just stay busy, the financial model will be productive.