The New Generation of Leaders
Value systems, work ethics, and
expectations can clash when younger
physicians join a practice headed up by “mature” doctors. Learn what
makes each group tick, and how physicians—regardless of generation—can
work more effectively together.
physicians join a practice headed up by “mature” doctors. Learn what
makes each group tick, and how physicians—regardless of generation—can
work more effectively together.
 | ||
At 33, Slidell is a
Generation Xer; he entered medical school later than most of
his fellow residents. When he completes his training,
he’ll be an asset to any practice or program. And like
most Gen Xers—particularly those in
subspecialties—he’ll be heavily recruited.
Several years ago, medical
practice and hospital leaders began taking note of the
“new breed” of physicians entering the market. They
also realized that predictions of a physician glut were proving
untrue. Recruiting picked up and competition increased for the
new Gen X physician similar to Slidell. But like the latest
technological equipment that every physician “has to
have,” many practices recruited Gen X physicians without
thinking through how best to use them. And unlike laparoscopes,
humans don’t come with training manuals on CD-ROM. Many
older physicians weren’t sure
how to manage these young physicians, so
they avoided issues and made assumptions. Often, conflicts
arose. The young physician felt misunderstood; many simply
moved on.
|
Mark Slidell, MD has taken a
break from his general surgery residency at
Georgetown University Hospital to acquire a
master’s degree in public health and focus on
surgical outcomes research. He considers the extra
education “another arrow to add to my quiver,
an additional strength to offer.” Such a
strategy is typical of a member of Generation X.
© 2005 CHRIS USHER
| ||
“One of the biggest
hurdles to overcome for the generations is a lack of
understanding of each others’ value systems,” says
Cam Marston of Charlotte, North Carolina, a workplace
generations specialist and the author of the book, Motivating the “What’s in it for
Me?” Workforce (Marston Communications, 2005). And neither the older nor the younger group
communicates readily about the issues. “It’s
unspoken; they just walk away, scratching their
heads.”
National practice
management consultant Judy Capko of Thousand Oaks, California,
confirms this is how physicians handle generational, as well as
other conflicts. “I have experienced where the
troublesome physicians just stick their heads in the sand to
avoid confrontation,” she says.
Distinctions uncovered
Marston offers the “beeper at the
hip” as a classic example of generational differences.
Doug Lundy, MD, a young Boomer orthopaedic surgeon with
Orthopaedic Center of the Rockies in Fort Collins, Colorado,
agrees. “It’s well known that younger physicians
don’t want to take call as much,” says Lundy. He
specializes in trauma, and taking call goes with the territory.
(See “The Generation Beat.”)
Brigitta Robinson, MD, a
Gen X general surgeon with Associated Surgeons MD, PC in
Denver, says younger physicians today often “ask for
fewer hours but expect more money.” This is largely due
to a core commitment to lifestyle vs. profession. Health-care
consultant Rebecca Anwar, PhD, agrees. “Younger
physicians want a life outside medicine,” says the
co-founder of The Sage Group in Philadelphia. Yet they also have financial
obligations. They may be married—even to another
physician with debts.
Gen X physicians enter
practice with technical savvy typically unmatched by their
older colleagues and though loyal to principles, they are less
loyal to organizations. This puts even more burden on physician
leaders to understand and embrace their differences and values.
Preventive strikes
Sure, there is a lot to consider when
entering the first practice opportunity. And all agree Gen Xers
differ from previous generations in their approach. “I
recently got an e-mail from a placement agency advertising a
young Ivy league-trained orthopaedic surgeon who has a boat and
must live within 30 minutes of a nice-sized body of
water,” says Christine Stuppy, the director of business
and strategic planning at Sibley Memorial Hospital in
Washington, DC. Though Stuppy admits that the lifestyle request
might turn off some older physicians, as a Gen Xer, she thinks
it’s great.
John-Henry Pfifferling,
PhD, says today’s average graduating resident negotiates
differently. “Most expect to be employed and are not
immediately prepared to be a partner. They do not come in with
the expectation of ‘sweat equity’ that they would
have if becoming a partner. This leads to differences in
expectations,” says Pfifferling, the founder and director
of the Center for Professional Well Being (www.cpwb.org) in Durham, North
Carolina.
Pfifferling says
it’s not unusual for young physicians to seek help with
negotiations. “For instance, if the young physician feels
strongly about not wanting to take call for a few months until
he or she is comfortable with it, we tell them it’s okay
to openly discuss the issue,” he says.
Even before negotiating,
careful evaluation of a group or hospital’s generational
make-up and culture can help a physician decide if the
group’s make-up is right. Marston says, “Look at
the current physician mix and realize what you’re getting
into; look for some peers.” Robinson agrees. “You
just have to feel like you fit in,” she says. She has
seen young physicians come and go because they did not take the
time to figure that out in advance. (See “Tips on
Bridging the Generational Gap.”)
Some Gen Xers are reluctant
to make a long-term commitment today, says Pfifferling. And as
many as 11 percent of today’s locum tenens physicians are
among the youngest age group. “They’re test driving
practice situations while temping,” says Kurt Mosley, the
vice president of business development of Merritt,
Hawkins & Associates and Staff
Care Inc. in Irving, Texas.
|
|
|
