Becoming a chief medical officer in 2024 and beyond will require a refined dedication and nuanced skill set that cannot be taught in medical school or through a leadership course, two physician leaders told Becker's.
Rather, chief medical officers now need to be prepared for guiding clinicians through mass casualty events and possible pandemics — and must do this during nationwide physician and nursing staff shortages.
"Whether it's a pandemic, national natural disaster or mass casualty event, a physician leader needs to establish an understanding with staff and a command structure," Hijinio Carreon, DO, chief medical executive at MercyOne System in Des Moines, Iowa, told Becker's. "What does that look like? How do you delegate responsibilities and ensure that even in a crisis event you're able to manage those elements successfully? I think that is one fundamental skill a CMO needs to have before they assume the role. Crisis management is not a skill that they develop in any one day or course."
Build from a solid foundation
Effective hospital C-suite leadership begins with listening and getting to know one's staff, which is something prospective chief medical officers can begin doing at any level, in any hospital.
"I find the aspect of getting to know the medical staff, on a personal basis, is the most crucial part of my job," William Moss, MD, chief medical officer at Med Center Health in Bowling Green, Ky., told Becker's. "I can send emails, memos, text and go to every meeting and discuss an issue, but until I get to know the physicians on a personal level and vice versa, they rarely will trust nor take the extra steps to see my side of an issue."
Chief medical officers are routinely looked to and expected to convey important clinical messages to staff, but equally important, according to Dr. Carreon, is "the ability to sit down and listen and not always immediately come at a problem with a solution. Attempting to understand the problem to its core before you respond to the solution is a learned skill."
Tackling misconceptions
For those who have never served as a chief medical officer before, it can be difficult to fill in knowledge gaps. But Dr. Moss and Dr. Carreon said there are also plenty of misconceptions about the work they do that even they had before they each took the reins in their first CMO roles.
"I think there is a belief that the CMO job is unique," Dr. Carreon said. "Some think that they pretty much work business hours and go home. There is an understanding that you are the liaison for physicians or advanced practice providers, but equally as important stakeholders for CMOs to connect with are the nurses, other administrators and external partners."
Dr. Moss said one of the biggest misconceptions he runs into daily is when issues are pushed for the CMO to elevate as a top priority, but those challenges likely need deeper attention and cannot always be solved the same day.
Another less glamorous side of the CMO role is one that involves strategic planning, outlining physician priorities and elevating concerns, which can be tricky in a C-suite at a hospital that already has pressing issues.
"I try to find ways to honestly see all sides of an issue. I put myself in their roles as I formulate discussion points. I then encapsulate why we are trying to change the culture but frame the discussion around the safety and well-being of our patients," Dr. Moss said. "If I prevail, I want the staff to know I considered their viewpoints but decided on the course based on the best care of our patients rather than any personal reason. I sometimes realize their points are well-founded and may be the better option. Knowing that I listened and cared makes the biggest difference."