Clinical leaders of hospitals and health systems face unique challenges in an industry that requires balancing care delivery, operational excellence, and innovative thinking.
In a recent episode of The Better Care Podcast, EvidenceCare CEO, Bo Bartholomew, interviewed Scott Becker of Becker’s Healthcare to discuss key strategies for leading at the intersection of healthcare and business.
Scott Becker, a Harvard-trained attorney turned healthcare entrepreneur and thought leader, brings a unique perspective to leadership in the healthcare industry. As the founder of Becker’s Healthcare, a platform for healthcare news and conferences, Scott has dedicated his career to empowering leaders, fostering innovation, and building teams. His background as a practicing attorney and his transition into media and entrepreneurship offer valuable insights into how healthcare leaders can succeed by blending operational excellence with forward-thinking innovation.
This blog serves as a resource for those clinical leaders – offering insights into cultivating vision, building exceptional teams, and navigating the transition into impactful leadership.
Some quotes have been lightly edited for clarity and brevity.
Ep 23 – Leading at the Intersection of Healthcare and Business – Scott Becker (Becker's Healthcare)
Why Clinicians Are Drawn to Leadership
Clinicians are increasingly finding themselves stepping into leadership roles or pursuing entrepreneurial ventures. Scott Becker attributes this trend to several factors, including a desire for greater impact, the need for new challenges, and, in some cases, the pressures of burnout.
“Most of us can’t do one thing for thirty or forty years without burning out. At some point, clinicians start transitioning from being just a physician to being a physician and a leader.” – Scott Becker
For many clinicians, leadership roles offer an opportunity to shape healthcare beyond the bedside. It’s a chance to influence organizational culture, drive innovation, and address systemic challenges in healthcare delivery. Becker pointed out that diversifying one’s career can also sustain engagement and prevent professional stagnation.
This shift is not just about avoiding burnout; it’s about finding new ways to make a meaningful impact on healthcare. As clinicians navigate this transition, they bring invaluable perspectives to leadership, creating solutions that blend clinical expertise with strategic thinking.
Transitioning from Clinician to Clinical Leader
The transition for clinicians moving into a leadership role can be challenging and often requires them to juggle two demanding roles simultaneously.
“Initially, you’re likely balancing both clinical and leadership roles. Over time, that balance may shift, eventually focusing more on leadership.” – Scott Becker
For example, a physician stepping into a leadership role might find themselves managing patient care during the day while attending administrative meetings or developing strategic plans after hours. This dual responsibility can lead to significant time pressures and the need to quickly acquire new skills in areas such as budgeting, team management, and operational decision-making. Becker highlighted the importance of developing additional skills and interests to avoid burnout and sustain engagement.
He pointed to nursing leaders like Johnese Spisso, CEO of UCLA Hospital System and Nancy Agee, CEO of Carilion Clinic, as examples of clinicians who successfully bridged this gap. Their ability to lead and leverage their clinical insights transformed their organizations.
Fostering an Entrepreneurial Mindset
Entrepreneurship in healthcare is about more than launching new initiatives – it’s about finding creative solutions to complex problems.
“The difference in so many successful entrepreneurs is the ability to connect the dots, see the intersections… Some people are naturally good at it, but others can train themselves to do so.” – Scott Becker
This ability to see connections and intersections is critical for healthcare leaders who must align resources, technologies, and teams to address multifaceted challenges. For example, integrating AI into clinical workflows can streamline operations and enhance patient care—but only if leaders recognize the synergy between innovation and practicality.
Becker’s insights suggest that while some leaders have a natural aptitude for this kind of thinking, others can develop it through curiosity and continuous learning. By actively seeking out diverse experiences and perspectives, leaders can cultivate the creativity and adaptability needed to thrive. Leaders who embrace this mindset will be better equipped to adapt and innovate in a rapidly changing industry like healthcare.
Building and Retaining Exceptional Teams
No leader succeeds alone. Building great teams is foundational to achieving organizational success.
“Everything I’ve ever done successfully revolved, first and foremost, around building great teams… You can have the nicest people in the world, but you also need talented people and a strategy to go with it.” – Scott Becker
Becker’s own career highlights the value of empowering high-performing individuals. For healthcare organizations, this means prioritizing hiring, retention, and professional development. Creating an environment where team members feel supported and empowered is key to driving both innovation and operational success.
Defining a Niche for Your Health System
For health systems to thrive in today’s competitive environment, adopting an entrepreneurial mindset is no longer optional, it’s essential. This means excelling in the foundational mission of patient care while identifying and mastering a unique niche that sets the organization apart.
“There are things as a hospital or health system that you need to do to take care of your community, the core population… I put that in the category of the 24/7 things that need to be done. The second thing… is to figure out where you’re going to be absolutely great and how you’re going to be absolutely great.” – Scott Becker
This dual focus, balancing core responsibilities while identifying a distinctive strength, is exemplified by the Hospital for Special Surgery (HSS) in New York. By committing to excellence in orthopedic and musculoskeletal care, HSS became a global leader, earning the top ranking in its specialty for 15 consecutive years. Their approach highlights how focusing on a specific strength doesn’t detract from broader patient care goals but instead elevates the organization’s overall reputation.
This entrepreneurial spirit becomes even more crucial as health systems face mounting challenges, including workforce shortages, cost pressures, and the rapid integration of AI into operations. By clearly defining their “reason for being,” leaders can ensure their organizations are well-positioned to adapt, innovate, and grow.
Healthcare leaders should ask themselves, “What can we be the best at?”
Identifying and committing to a clear purpose can drive strategic decisions, ensuring operational excellence while carving out a unique position in the competitive healthcare landscape.
Key Takeaways for Clinicians
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- Balancing Clinical Expertise with Leadership Skills: Transitioning from a clinical to a leadership role requires learning new skills, such as team management, budgeting, and strategy, while continuing to provide excellent patient care.
- Fostering an Entrepreneurial Mindset: Leaders must develop the ability to “connect the dots,” identifying synergies between innovation and operational needs. This mindset allows for adaptability and creative problem-solving.
- Building and Empowering Teams: Success is driven by high-performing teams. Prioritize hiring, retaining, and developing talented individuals while fostering a supportive and collaborative environment.
- Defining a Niche: Health systems thrive when they excel at something distinct. Identify your organization’s unique strengths and commit to becoming the best in that area while maintaining broader patient care goals.
- Navigating Industry Challenges: With workforce shortages, cost pressures, and AI integration on the rise, leaders must stay proactive and adaptable. Defining your organization’s “reason for being” will help it stand out and succeed.
To watch or listen to the full episode, check out Episode 23 of The Better Care Podcast.
