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Meeting pearls: Endocrinology leadership in five practice settings

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LAS VEGAS – In a presentation at the AACE 23rd Annual Scientific & Clinical Congress, thought leaders met to host a leadership forum that provided tips and skills that would benefit endocrinologists across several practice settings.

Although current research shows that the number of active endocrinologists is declining, a presentation from Sandra L. Weber, MD, FACP, FACE, a member of the AACE Board of Directors, showed that 41% of newly enrolled endocrinologists in AACE are women, and that new endocrine program matches were dominated by international graduates.

In an effort to prepare new endocrinologists for a career in the rapidly changing field, knowledge leaders offered some advice with respect to choosing a career path and succeeding as a leader in the field.

Leadership in Academia

Daniel L. Hurley, MD, of the Mayo Clinic, said previous studies showed that effective teams reduced hospitalization times and created higher patient satisfaction. His advice for leaders in academia included to:

• Know and understand the organizational structure of your institution, including your own role.
• Reflect on the primary academic commitment to safety and on best practices related to safety. Safe care exists where system competency and behavioral competency can fully merge.
• Recognize and pursue personal goals. Identify the mentors, leaders and coaches you need on your team to help you achieve group and personal goals.

Leadership in Hospital

Jeffrey I. Mechanick, MD, FACE, FACN, FACE, ECNU, AACE president, runs a private practice 3.5 days a week but also sees patients at Mt. Sinai hospital 5 days a week. Mechanick asked the meeting session, "What is the difference between being successful in the hospital and being a leader in the hospital?" His answers included to:

• Understand the setting, including department structure, size, infrastructure, and strengths and weaknesses.
• Forge strong interpersonal relationships with key people and know which connections are valuable to your work.
• Create a setting-specific plan, and know which personal interests intersect with the hospitals' needs. Be a collaborative force.
• Create a positive persona by utilizing "The Three As". Demonstrate affability, availability and ability to be perceived as a successful leader.
• Demonstrate initiative by presenting original ideas and taking risks when the opportunity presents itself.

Leadership in Group Practice

Bill Law Jr., MD, a physician at Endocrinology Consultants of East Tennessee and a professor at the Graduate School of Medicine at the University of Tennessee, said that recent trends in business and insurance practices have led to increased consolidation of practice. Whereas corporate business has more clearly defined job descriptions and hierarchy, group medical practices allow for greater consensus and partnership. Law offered this advice for endocrinologists working in a group practice:

• Optimize governance structure with respect to the need for consensus, especially in a larger group.
• Approach issues proactively by looking for creative solutions and anticipating future threats.
• Invest in infrastructure and technology. Rely on data to evaluate the need for adequate infrastructure.
• Appoint committees wisely to guarantee that recommendations and decisions are based on sound judgment.
• "Do your homework and do it quietly." Respond to conflict in person, rather than in email.
• Recognize and express appreciation for group efforts.
• Create a culture of collegiality that leaves space for disagreement.

Leadership in Solo Practice

Donald A. Bergman, MD, MACE, former president of AACE and owner of his own practice in New York City emphasized interpersonal communication skills as a key to positive leadership. He suggested that clinicians:

• Ensure that decisions are accurate by fact checking with constituents.
• Listen more and talk less to learn other viewpoints; focus on problems instead of the people associated with them.
• Locate needs in your practice and take proactive steps to fill them.
• Network with advisory board members to build a consensus.
• Speak with other leaders in the medical field who run similarly structured organizations.

Leadership in Industry and Corporate America

Michelle A. Baron, MD, FACE, vice president, clinical research and chief medical officer, Intarcia Therapeutics, transitioned to the pharmaceutical industry after beginning her career in an academic setting. Baron’s advice for physicians transitioning into industry work included:

• "Trust no one," Baron said. Contrary to traditional medical training, the physician is the clear leader of the team and is totally accountable for safety.
• Diversity in terms of disciplines, experience, and learning types are essential when creating a team of support.
• Physicians who enter the pharmaceutical industry must remember to keep the patient the center of the focus and to preserve relationships with trusted non-industry colleagues.
• Effective leaders make hard work look easy.

For more information: W51. Presented at: AACE 23rd Annual Scientific & Clinical Congress; May 13-18, 2014; Las Vegas, Nevada.

Disclosure: The presenters reported various financial associations. AACE can provide complete information on relevant financial disclosures.