![]() ![]() I have to admit that it has been easy to take this for granted over more than two decades, but my time here has given me a new appreciation, and has led me to ponder what is needed to support and sustain physician leadership in a clinic, hospital, or health system.įirst, a culture of leadership must be fostered and supported there has to be a commitment by the organisation to prioritise physician leadership at all levels. I have been fortunate to have spent my career in an organisation that was founded by physicians nearly a century ago, one that continues to count physician leadership as a key to its ongoing success. Many see an increase in leadership participation by physicians, as well as by other healthcare professionals, as a key to bringing stability and ensuring patients remain at the centre of all healthcare decisions. Yet one of the common themes I have heard expressed in discussions with physicians, at talks and conferences, and in print, is a perceived need for more physician leadership in healthcare. I have also met many passionate physicians who have tremendous loyalty to the NHS and a strong belief in what it represents – and rightly so. As a primary care physician and long-time advocate for universal healthcare coverage, I have been amazed by the ability of the UK system to provide access for all and deliver excellent outcomes, despite the ongoing workforce and financial challenges. It has been a wonderful learning experience in many ways, not least of which is developing a better understanding of healthcare in this country. Last autumn, I moved from the US to the United Kingdom to join the leadership team launching a new hospital in central London. By Dr James Gutierrez – Chief of Quality, Safety and Patient Experience, Cleveland Clinic, London
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