The Medical Staff Leader’s Survival Guide
An affordable, time-saving 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
About the Author
William K. Cors, MD, MMM, FACPE, is an experienced physician executive with a background that includes 15 years of clinical practice and more than 18 years of experience in executive hospital/health system management and healthcare consulting. He currently serves as the chief medical quality officer for Pocono Health System in Pennsylvania. Formerly, he was the vice president of medical staff services for The Greeley Company, Inc., in Danvers, Massachusetts.
Cors has extensive experience in all facets of medical staff affairs, operations, and development. His primary areas of expertise include strategic alignment of medical staff and hospital leadership and governance; credentialing, privileging, and peer review; clinical resource management; improvement of quality of care and patient safety; public accountability preparedness; and management of medical staff conflicts, change, and disruptive behavior. In addition, he has wide experience in medical staff documents and regulatory accreditation.
Cors holds an AB degree from the College of the Holy Cross, an MD from New Jersey College of Medicine, and a master’s in medical management from Tulane University. He is a fellow of the American College of Physician Executives. Cors is board certified in both neurology and medical management. He holds an academic appointment in the Department of Neurosciences at Robert Wood Johnson Medical School in New Jersey. Cors served on the board of directors of the American College of Physician Executives from April 2007 to March 2010.
In addition to working with medical staffs, hospitals, and boards across the country, Cors has authored or coauthored numerous publications. These include the following series that ran in HCPro’s Medical Staff Briefing newsletter: a 12-part series on improving physician-hospital relations (2006–07); a nine-part series on strategic medical staff development (2008–09); a seven-part series on leadership challenges (2009); a 12-part series on new medical staff models (2009–10); a 10-part series on leading change initiatives (2012); and a 10-part series on leadership (2013–14). In addition, he was the lead author of the books The Medical Staff Leader’s Practical Guide, Sixth Edition (2007); The Greeley Guide to New Medical Staff Models (2008); and The Greeley Guide to Physician Employment and Contracting (2010); as well as a contributing author of An Integrated Approach to Marketing Orthopedic and Neuroscience Service Lines (2013).
Published: June 2014