Project Description
Clinical Management Solutions from OR Efficiencies
Physician Leadership Development
The OR Efficiencies team of consultants brings clients identified opportunities to make program change and assists in implementing successful change. However, if a hospital’s leadership team is not capable of sustaining change, programs will regress after the consultant leaves regardless of the capabilities and successes of the consultant.
The cost of changes that fail (or then the regression of success) goes far beyond financial cost or foregone revenue. When changes fail and programs regress in organizations, employees and physicians begin to lose trust in the leadership of the organization. They become frustrated, cynical, and begin to give up. Employees and physicians often turn into chronic complainers which make the chances of future change efforts even less likely to succeed.
Most leaders struggle in this area getting bogged down in obstacles and an inability to form strong relationships that often derail many change processes. It is the emotionally intelligent leader that can manage through obstacles and create support for change. In this highly impactful program physician leaders will learn how to use emotional intelligence to be more effective leaders and drivers of change.
A modified program is available to mentor and develop non-physician directors of a hospital’s clinical service-lines (OR; Labor & Delivery; Emergency Department; etc.)
- Myers Briggs personality style
- EQ-I Emotional Intelligence assessment
- 360 Evaluation
- Conflict styles assessment
Group Sessions: Typical Program Curriculm
Understanding who you are, what motivates you, how others see you is critical to being a successful leader. Leaders who lack self awareness are typically difficult to work with, and lack influence with their peers.
In this workshop we will review feedback from the assessments and look at how participants can use this information to make changes in their leadership style.
Most people know what needs to be done but only a leader knows how to make things happen. In these two sessions participants will learn advanced self management techniques such as: developing optimism, being resilient when faced with obstacles, assertiveness, and self motivation.
During this period participants will set and begin working towards achieving one “impactful” organizational goal.
In most physicians groups each physician acts as their own independent business owner. It can be a challenge to bring together different opinions and agendas and lead a group in a unified direction. In this section the focus will be on how to improve peer relationships and create alignment within the group.
The focus of these sessions will be on using alignment and empathy as strategies to influence other’s behavior. During this period participants will practice these techniques within their own group.
Most physicians are taught to think tactically not strategically. Yet a true physician leader will know where a practice needs to head and can see and communicate a way to get there. They understand the forces at play and keep their eye on the bigger picture.
During this period we will look at strategic tools such as systems thinking to help the physician leaders develop a strategic vision for their practice. They will also begin using these tools to help them achieve their “impact” goal.
Client Testimonials
My hospitals department of anesthesiology was falling apart due to stresses of the operating room.We lost a number of doctors and I feared losing my CRNAs because of our issues. Jerry personally assisted me to bring stability to the anesthesiology program and his team improved OR efficiencies and general operations so that now we're able to recruit and retain highly skilled anesthesia staff.
CEO - major Mid-Atlantic healthcare system- The consulting team assisted our surgeons to realize that they must be part of developing solutions, not simply to expect administration to provide them a perfect world.
Now our surgeons and anesthesiologists are actively engaged, police themselves and have a higher level of satisfaction with our ORs being much more efficient.
Surgeon and OR Committee Chair - major Northeastern medical center - The hospital CEO and the dean made it my responsibility to fix the OR without holding any other parties accountable.
Our anesthesiology program was greatly in deficit due to the staffing costs associated with a terribly inefficient OR. I was losing faculty and could not recruit to our program due to the imbalance of work-load and compensation package. Jerry brought facts and education. He assisted in mediating our relationships and educated us on how to move forward. The assistance Jerry provided me and my program assisted me not only to improve our present situation and be successful in my position but also to move on in my own career.
Department of Anesthesiology Chair - then serving at a mid-Atlantic University program having moved on to Department Chair at a prestigious Southwestern University. - I moved to another CEO position and didn’t realize the disrepair our OR program was in until after I started.
I lost the contact information and spent hours tracking them down after nearly ten years. They were there for me and assisted me through another difficult situation.
CEO - Northeastern community medical center 
Jerry assisted me to bring stability to the anesthesiology program and his team improved OR efficiencies and general operations. . .My hospitals department of anesthesiology was falling apart due to stresses of the operating room. We lost a number of doctors and I feared losing my CRNAs because of our issues. "Jerry assisted me to bring stability to the anesthesiology program and his team improved OR efficiencies and general operations so that now we're able to recruit and retain highly skilled anesthesia staff."
CEO - major Mid-Atlantic healthcare system- Jerry Ippolito’s team assisted our surgeons to realize that they must be part of developing solutions,
not simply to expect administration to provide them a perfect world. Now our surgeons and anesthesiologists are actively engaged, police themselves and have a higher level of satisfaction with our ORs being much more efficient.
Surgeon and OR Committee Chair - major Northeastern medical center - Jerry, the services and education you provided my department and administration proved to be invaluable in resolving differences and developing solutions.
Before we started the engagement I thought my anesthesiology department was going to implode; you spread oil on troubled waters.
Highly published Chair of Anesthesiology - Midwestern University Hospital System - Our surgeons wanted to develop their own ASC until Ippolito and his team showed us that a community hospital OR can be as efficient as a surgery center.
Surgeon satisfaction improved and the surgeons continued to support the hospital.
Chief Nursing Officer - rural Midwestern community hospital - Their team made me feel good and part of the solution. . .
and never threatened in my position. I learned a lot and value the experience. I feel like we're friends.
Director of Surgical Services - major Northeastern medical center - “I’ve worked with Jerry Ippolito for over fifteen years. . .
Not only has he always been there to guide me through challenging situations, but he is a person of the highest integrity I've met in the business world.
Exec VP Operations - major Midwestern medical center