The Medical Staff Leader''s Survival Guide William K. Cors, MD, MMM, FACPE An affordable, time-sensitive solution to medical staff leadership training. Physicians who accept or are assigned leadership positions are often left on their own to develop leadership skills and educate themselves about their responsibilities as medical staff leaders. Just because a physician is a great clinician does not mean he or she is a great leader. The challenges of being a successful medical staff leader are twofold: You must be well-versed in your role and responsibilities (i.e., peer review, credentialing, medical staff bylaws), and you must inspire other medical staff members to follow the rules while continuing to deliver excellent patient care. A well-trained medical staff leader is vital to the culture of a hospital''s medical staff and can save a hospital from the expense of lawsuits affiliated with negligent credentialing/peer review. This book aims to teach physicians how to become great medical staff leaders and how to motivate other medical staff members on topics such as: AHP credentialing and supervision Reappointment challenges Physician-hospital competition Liability risks Medical staff disharmony and distrust Table of Contents Chapter 1: Where to Begin? Principles of Governance Chapter 2: Meetings: The Cost of Holding a Meeting Chapter 3: Meetings: How to Run an Effective Meeting Chapter 4: Overcoming Physician Apathy Chapter 5: Job Descriptions: Medical Staff Leaders Chapter 6: The VPMA/CMO: Where This Fits Chapter 7: Credentialing and Privileging: Requirements, Guidelines and Tips Chapter 8: New Technology Privileges Chapter 9: Privileging Disputes and How to Resolve Them Chapter 10: Advanced Practice Professionals Chapter 11: Low-Volume, No-Volume Practitioners Chapter 12: The Aging Physician Chapter 13: Proctoring (FPPE) Chapter 14: Peer Review (OPPE): Some Best Practices Chapter 15: Dealing with the Physician with Problems Chapter 16: Corrective Action: The Good, the Bad and the Ugly Chapter 17: Physicians and Hospital Administration: They''re Just Different Chapter 18: EMTALA and Emergency Department Coverage Chapter 19: Conflicts of Interest Chapter 20: Economic Credentialing Chapter 21: Physician-Nursing Relationships Chapter 22: Health Care Finance: A Primer Chapter 23: Medical Errors Disclosure Chapter 24: Employed Practitioners Chapter 25: Contracted Practitioners Chapter 26: Confidentiality Chapter 27: Accreditation and Regulation Chapter 28: Bylaws and Related Documents Chapter 29: Medical Staff Governance: Myths and Misconceptions Chapter 30: Personal Characteristics of Great Leaders Who will benefit from this book? Directors of medical staff offices, vice presidents of medical affairs, medical staff presidents, credentials committee chairs and members, committee and department chairs

Having your medical practice at peak performance occurs when you draw out leadership from each person on the team. No matter where a person is on the organizational chart, they can provide leadership to make the biggest difference for your patients. Expand your ability to lead your staff in being an inspired and fully engaged team.Interact with your staff in a way that encourages unpredictable ideas and solutions to take your practice to higher levels of excellence.Learn how to incorporate a method to track projects and actions so that they fit into the busy schedule of your practice.Increase your patient satisfaction scores as you and your staff incorporate these distinctions and rise to a new level of customer service.Experience an integrated, cohesive team within your practice, aligned to achieve consistent, outstanding medical outcomes for your patients.

Get the knowledge needed to serve as an effective Medical Executive Committee Member and fulfill the role well. The MEC Essentials Handbook breaks down the medical executive committee role to facilitate understanding of the responsibilities and strategies for being an exemplary committee member. Oftentimes physicians end up in a leadership position without really knowing what the job entails and what they are meant to accomplish. This handbook can be used as a comprehensive guide for physician leaders throughout their appointment, providing them with the necessary skills and knowledge they may not have received as part of their medical school training and residency. Plus, to make staff training easy, this handbook includes a customizable PowerPoint(R) presentation highlighting key takeaways covered in the handbook. Benefits of The MEC Essentials Handbook: Earn CE and certification credits Assess, document, and comply with The Joint Commission's core competencies Verify the competence of advance practice professionals and allied health professionals Understand the role of physician leaders in focused professional practice evaluation (FPPE), ongoing professional practice evaluation (OPPE), and peer review Overcome challenges presented by low- and no-volume providers and legal issues such as negligent credentialing Avoid costly, time-consuming fair hearings Oversee professional conduct and confront disruptive behavior What's inside: Compare and contrast the roles and responsibilities of the medical staff, management, and board Describe the dimensions of physician performance Explain the role of MEC as oversight for the credentialing and privileging committee Explain the role of MEC as oversight for the peer review, quality, and patient safety committees Describe the MEC's role in overseeing disruptive physician behavior, according to the law and Joint Commission standards Identify the seven factors of successful medical staff development planning Derive strategies to streamline MEC meetings Table of Contents Chapter 1: Roles and responsibilities of the medical staff, management, and board Chapter 2: The Power of the Pyramid: How to achieve great physician performance Chapter 3: The MEC's role in credentialing and privileging Chapter 4: The MEC's role in peer review, quality, and patient safety Chapter 5: The MEC's role in managing professional conduct Chapter 6: The MEC's role in strategic collaboration with the hospital Chapter 7: Effective MEC meetings

You are a great clinician. But do you have the tools to become a great leader? Physicians who accept or are assigned leadership positions are too often left on their own to develop leadership skills and educate themselves on their responsibilities as medical staff leaders. These physicians may be great clinicians and enthusiastic about taking a leadership position, but neither of these characteristics automatically makes a great leader. Get practical answers for physicians in leadership. The Medical Staff Leaders' Practical Guide, Sixth Edition provides direction for physician leaders in hospitals--those who remain primarily clinicians, but who also accept positions of leadership in the hospital or medical staff organization. It gives an overview of physician leaders' roles and responsibilities in credentialing, privileging, bylaws development, performance improvement, physician management, and board/physician relations. Completely revamped and updated, this essential resource for medical staff leaders includes: - Tools and information needed to fulfill leadership responsibilities for all medical staff leaders, including directors of medical staff offices, vice presidents of medical affairs, medical staff presidents, credentials committee chairs and members, and committee and department chairs - Expanded analysis and strategies for overcoming current medical staff leadership challenges, including merger issues, medical staff development plans, physician practice evaluations, assessing and improving clinical competence, and more - Guidance and how-to advice on creating a positive medical staff culture, minimizing distrust or conflict, and improving policies - Tips and insights from experienced medical staff leaders currently working in hospitals How do you keep up with evolving roles? As relationships continue to evolve between hospitals and medical staff, it is especially important for physician leaders to be well-educated about credentialing, privileging, conflicts of interest, medical staff organization, the roles of various physician leaders and committees, performance improvement, and more. This practical guide includes in-depth reviews of the top five medical staff leadership responsibilities: - Medical staff structure and governance - Credentialing and privileging - Peer review and performance improvement - Hospital-medical staff collaboration - Medical staff culture Rise to the challenge of leadership! Written by experienced medical staff leaders currently working in hospitals, The Medical Staff Leaders' Practical Guide, Sixth Edition, gives physicians the tools they need to meet the challenges of a leadership role. The tools and advice in this guide will help you: - Overcome physician apathy, poor meeting attendance, lack of volunteers for leadership positions, and turf battles - Improve peer review, evaluation of physician competency, and physician/hospital relations - Deal with disruptive and impaired physicians, conflicts of interest, exclusive contract problems, accreditation challenges, and emergency department coverage challenges - Create a positive working environment - Gain a better understanding of the credentialing and privileging process Take a look at the table of contents: Introduction: Today's Effective Medical Staff Section I: Medical Staff Structure and Governance - Physician apathy - Poor meeting attendance - Poor medical staff communication - Unprepared leaders - Lack of volunteers for leadership positions - Conflict over member rights and responsibilities Section II: Credentialing and Privileging - Cumbersome and lengthy process - Turf battles - New technology privileges - AHP credentialing and supervision - Information and decision errors - Lack of reappointment data - Unnecessary, lengthy, or costly fair hearings - Lack of criteria for privileges Section III: Peer Review and Performance Improvement - Ineffective peer review - Disruptive conduct - Impaired physicians - Assessing and improving clinical competence - Excessive utilization - Medical records completion - Inappropriate physician practice evaluation Section IV: Hospital-Medical Staff Collaboration - Strained physician-hospital relations - EMTALA and ED coverage - Hospital-physician competition - Economic credentialing - Strained physician-nurse relationships - Costs exceeding reimbursement - Medical errors and patient safety - Ineffective medical staff influence with board and administration - Liability risk - Conflicts of interest - Exclusive contract problems - Corporate compliance challenges - Accreditation challenges - Merger challenges - Lack of effective medical staff development plan Who will benefit from this book? Directors of medical staff offices, vice presidents of medical affairs, medical staff presidents, credentials committee chairs and members, committee and department chairs

The Future of Nursing explores how nurses' roles, responsibilities, and education should change significantly to meet the increased demand for care that will be created by health care reform and to advance improvements in America's increasingly complex health system. At more than 3 million in number, nurses make up the single largest segment of the health care work force. They also spend the greatest amount of time in delivering patient care as a profession. Nurses therefore have valuable insights and unique abilities to contribute as partners with other health care professionals in improving the quality and safety of care as envisioned in the Affordable Care Act (ACA) enacted this year. Nurses should be fully engaged with other health professionals and assume leadership roles in redesigning care in the United States. To ensure its members are well-prepared, the profession should institute residency training for nurses, increase the percentage of nurses who attain a bachelor's degree to 80 percent by 2020, and double the number who pursue doctorates. Furthermore, regulatory and institutional obstacles-including limits on nurses' scope of practice-should be removed so that the health system can reap the full benefit of nurses' training, skills, and knowledge in patient care. In this book, the Institute of Medicine makes recommendations for an action-oriented blueprint for the future of nursing.

New Leadership for Today’s Health Care Professionals: Cases and Concepts, Second Edition explores various components of the health care system and how leaders should respond in these arenas. The Second Edition is a thorough revision that offers a comprehensive view of the leadership competencies necessary to be successful in today’s healthcare industry. Each chapter is written by a leader in the healthcare industry under the guidance of the editors who have many years’ experience in academia.

How does one become a successful leader? This book teaches the theories and concepts behind leadership and explains the skills and traits needed to become a good leader. Teaching surgical faculty and trainees (i.e., residents and fellows) how to successfully lead will create more effective surgeon leaders. The skills and theories reviewed in this Volume are highly useful for numerous leadership situations, ranging from heading a committee, leading a research laboratory, directing a clinical effort, leading a Division, leading a Department, among others. By gathering these skills and theories into one comprehensive, portable book, more readers will have access to them.