Curing Physician Management: Why Physician Managers Failis written for physicians who are in ortaking on a management role in healthcare, and for anyone who is managing health care professionals. The premise of this book is that much can be learned from evaluating the types of personalities thatenter physician management, what challenges of management might be unique to healthcare, and whatstrengths and weaknesses healthcare practitioners carry over into management roles.

There are three basic ingredients to being successful:Embracing the philosophy that humility is an essential, and developable, trait. Knowing that wedon't know what we don't know, allows one to not only learn, but to include others in the questto provide better health care.

Cultivating, embracing, and regularly employing a personal set of principles that are aligned withone’s values and with the mission and values of the profession. The skills necessary for successful management are not innate, nor are they routinely given tophysicians or others as part of their education and training.

It is crucial to spend time identifyingthe skills that are needed and being sure to learn and re-learn these skills while moving throughthe levels of management and leadership. By using real-life examples of what can work, and what does not,Curing Physician Managementdemonstrates what can be done to optimize successful management practices, and what can be learnedfrom management failures.

Aside from simply being a description of positive and negative qualities for managers and leaders, thebook looks at specific skills that can be learned and practiced, filling in knowledge and experiential gaps. Linking back to the concept that humility is the first step to learning and improvement, understandingwhat makes a person a successful clinician may not be what’s needed to succeed as a manager andleader and may actually be detrimental unless tempered by self-awareness and by skill development.

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