Recently, I sat across from a soft-spoken surgeon at breakfast. He had just come off a stretch of overnight call, and while the weariness showed in his face, his words were sharp. <\/p>\n\n\n\n
\u201cI know how to fix things with surgery,\u201d he said. \u201cThat\u2019s what I\u2019ve trained my whole life to do. But nobody trained me for the hardest part of my job, which is management and leadership. You know…the messy stuff. I really need help.\u201d <\/p>\n\n\n\n
That wasn\u2019t the first time I had a conversation like that. It\u2019s not uncommon for physicians to find dealing with people as people, not patients, to be the messiest part of their job. \u00a0<\/p>\n\n\n\n
Since founding Good Leadership, I\u2019ve worked with hundreds of leaders, physicians included, who are wrestling with how to lead when the rules keep changing. <\/p>\n\n\n\n
In healthcare, those changes are especially complex: <\/p>\n\n\n\n
And seemingly out of nowhere, physicians are being asked to lead teams, shape strategy, and sit on boards with little to no preparation. <\/p>\n\n\n\n
The\u202fPhysician Leadership Accelerator<\/strong>\u202fwasn\u2019t born in a boardroom. It came from listening to surgeons, family doctors, and anesthesiologists\u2026 each had a version of the same story. They weren\u2019t looking for another certificate or a heavy academic program. They wanted something real, relevant, and pragmatic. <\/p>\n\n\n\n So, we built a cohort-based experience tailored to their world: <\/p>\n\n\n\n This isn\u2019t about transforming physicians into administrators. It\u2019s about helping them show up as better leaders in the roles they already have and the ones they\u2019ll grow into next. <\/p>\n\n\n\n I\u2019m grateful for the founding voices who helped shape this program who understand that leadership isn\u2019t separate from medicine. It\u2019s part of it. A special thanks to the steering team: <\/p>\n\n\n\n\n
\n
\n
\n
A Different Kind of Growth<\/strong> <\/h2>\n\n\n\n