New leadership practices for today’s healthcare providers
The American healthcare system is in crisis.
According to a 2017 study by The Commonwealth Fund, the U.S. spends more than any other high-income country on healthcare, yet has some of the poorest health outcomes in the developed world. Research indicates that the lack of investment in primary care is one of the biggest contributing factors to this problem. Indeed, just 4-7% of healthcare dollars go to primary care, despite recent data finding that a dollar increase in spending on primary care results in $13 in long term savings.
But it’s not just about the economics; it’s about the people at the heart of this system — the clinicians and care team members now facing unprecedented productivity pressures, faulty regulations, and shortsighted policies that have them increasingly practicing in a manner inconsistent with their values.
It’s no surprise, then, that more than half of our frontline healthcare providers are burning out.
That’s why Primary Care Progress is so committed to leadership development and community building. If we’re going to change the current system, we’re going to need a community of change-making, problem-solving, dedicated practitioners ready to lead the transformation from wherever they stand.
We’re here to help them thrive.
We believe that one’s ability to lead change is dependent on one’s ability to lead people. Again and again, the data is clear: you can’t succeed in practice transformation without engaging constructively and collaboratively with your teams.
Connection to others is also critical for another reason — one that hits closer to home for many of us in healthcare: we are evolutionarily wired to be in relationships. A myriad of studies demonstrate the powerful impact community has on our well-being and health — whether we’re patients or practitioners. And with more than half of U.S. physicians suffering from burnout and isolation, we need connection now more than ever.
This emphasis on relationships is the very essence of Relational Leadership™ — and the approach of PCP.
We believe in the power of community
The notion of supportive, consistent community is increasingly absent in our now siloed healthcare environment. A decrease in face-to-face interaction, relationships usurped by technology, and fewer and fewer opportunities to connect around shared values has contributed to increased isolation. Indeed, clinics across the country now experimenting with powerful community building efforts as an antidote to burnout are witnessing just how powerful community can be in reviving practitioners and increasing clinician retention.
PCP’s workshops provide opportunities and insights that help healthcare professionals connect to their teams, their patients, and ultimately, rebuild community in primary care.
We’re all about the team
There’s no question that a great deal of our clinical education fosters lone-rangerism. Healthcare professionals are typically taught to know the answers, to act independently, and to strive for perfection. But this lone-rangerism has obvious limitations, with increased pressure on physicians and a care team stymied by lack of coordination. Fortunately, we’re seeing a growing embrace of new team-based models that are shown to take some of the burden off physicians, increase engagement of clinical and non-clinician staff, improve patient outcomes, and cut costs.
Teams, however, don’t just happen. PCP’s workshops provide the tools to help you and your colleagues develop new practices, build trust with team members, and integrate new ideas, skills, and approaches into the workflow.
We bring together the head and the heart
Even in the data-driven field of medicine, we know that relationships — not data — are some of the most significant forms of power and persuasion. A New England Journal of Medicine survey on leadership points out that, “interpersonal skills are by far the top attribute needed to successfully lead a healthcare organization… and to lead other physicians.” PCP is teaching primary care professionals how to leverage both the head and the heart — harnessing the motivations and emotions that drive meaningful behavior change.