1. Hire a respected CMO. The chief medical officer is the lynchpin between the administration and the medical staff. “In many hospitals, the CMO is seen as just another suit,” Mr. Fabrizio says. CMOs have to be respected by the medical staff. CMO who still practice tend to have better creditability, he says.
2. Regular meetings with physician-representatives. The CEO and the rest of the C-suite should meet regularly with representatives of the medical staff. This puts a face on administrators and helps keep the CEO aware of growing concerns. The meetings should take place every month or every quarter.
3. Joint-venture with physicians. When hospitals work closely with physicians in a surgery center, imaging center or other enterprise, they can improve relations, if they behave in a transparent and equal manner. Hospitals may also want to reconsider opposing new ASCs and other ventures that physicians start on their own, he says.
4. Recruit young physicians. While older physicians often want to stay independent, “today’s young generation has an easier time working within larger groups,” Mr. Fabrizio says.
5. Acquire more practices. Physicians who are employed with the hospital can better align with its goals.
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