May/June 2021

The role of chief information officer is emerging as one of the most critical leadership roles in healthcare.

Micromanagement can be a toxic management style that negatively affects the workplace morale and productivity.

To form a good team, the healthcare entrepreneur must be capable of finding, motivating, convincing, and retaining people who contribute value to the initiative.

A collection of daily thoughts during the first weeks of the pandemic provides a roadmap for improving operational processes.

Using these models, healthcare leaders can integrate patient safety with clinician wellbeing and create the conditions necessary for clinicians to provide excellent care.

Improving your financial literacy is a way to build the confidence required when it comes to business communication and decisions.

Periods of stress and insecurity often create a sense of need for change. For most, however, exploring possible alternatives often is at odds with practical realities. Although pursuing professional and personal satisfaction can be a challenge, its p...

Faculty recognize the benefits of reduced overnight shifts based on professional seniority and are willing to work increased overnights in return for the future reduction.

These 10 tips — and a few more — can help physician leaders establish a high-performing culture in their organization.

Maintaining morale and engagement through highly stressful circumstances requires intentional strategies and persistent execution.

Matthew Mazurek shares his broad experience in managing physicians, including those who struggle with professionalism.

NASA’s Pause and Learn process proved an ideal tool for capturing feedback and sharing meaningful lessons during a crisis.

The To Act as a Unit (TAU) program has successfully introduced new members of the Cleveland Clinic professional staff to organizational culture and priorities.

The core values of one blood center helped deploy a successful COVID-19 convalescent plasma collection and distribution program.

Understanding the evolution of advanced practice provider leadership positions can serve as a roadmap for organizations as they develop their APP structures and programs.

Organizations should migrate from productivity-based compensation plans to metrics that better align physicians with organizational strategy and goals, executive performance targets, and improved patient outcomes.

Earning the trust of patients through emotional intelligence strategies and fair payment policies leads to better patient–practice relationships as well as healthier finances.