The Advanced Roundtable for Physician Leaders

Physician leaders need critical management and leadership skills like never before. Interim moments of stability when you can catch your breath are rare, if ever.

  • Managing a hospital’s medical staff is more challenging than it has ever been, requiring standard AND varied expertise.
  • Leading a clinically integrated organization requires communicating, modeling, adapting and engaging the physicians you represent toward excellence and effectiveness.

The future necessitates reshaping the medical staff, to serve its physicians, groom its leaders and become a force in the new care delivery model. The traditional medical staff structure is not necessarily congruent with coordinated, continuous care and value-based purchasing.

This seminar presents up-to-the-minute information, tools, skills and structure to help you both manage and lead the growing range of issues in the physician – health system relationship.


Hot Topics – Cool Deliberation and Guidance

 The Advanced Roundtable for Physician Leaders provides indispensable training for physicians who are leading their organizations through the massive, disruptive, yet promising transformation that our health care delivery system is experiencing.

Physician leadership has never been more important. The most successful organizations are those with physician leadership at every level. There is little time to learn on the job.

The Advanced Roundtable for Physician Leaders employs case studies to guide experienced leaders through the most perplexing situations they will confront. Resolutions are guided by expert faculty, Dr. Della Lin and attorney Linda Haddad, and by the vast experiences of the participants themselves.

Hot topics include:

Day One

Giving Each Physician (Practitioner) the Best Chance to be Successful

  • Establish criteria and standards for excellence
  • Single “onboarding”: ALL recruitment and credentialing (employees, contractors, rent-a-docs, Medical Staff members) meet the same criteria; avoid pitfalls of hiring or contracting with individuals who do not qualify
  • Mentoring: A formalized process to welcome and integrate new members, clarify expectations, get relationships and care off to a positive start
  • Professional Practice Evaluation that emphasizes intervention early and often
  • Interventions that can save physicians (system support, training, redesign of privileges or care teams)
  • Medical Staff meetings that matter: Medical Staff exists not just to meet CMS standards, but to develop and support those who care for patients and the community; make it meaningful
  • Adaptive change: How to get the organization where it needs to be

Day Two

Tensions and Resolutions

Beacon Through the Gray Zone

  • These case studies introduce the most common of the difficult issues leaders encounter in an environment where some may be employed, others are independent practitioners, and produce valuable guidance, tools and processes to resolve them

Conflicts of Interest/Physicians in Multiple Roles, in Practice, in Leadership, in Management and on Boards

  • Physician leadership is vital at each level
  • Can/should the Board chair call you with concerns about quality or safety?  Can you call him or her?
  • The problem isn’t that conflicts of interest occur – it is how they are dealt with
  • What if no one else can do the job?
  • Do you know a conflict when you see it?
  • Situational conflicts vs. pervasive conflicts and how to navigate each

Resiliency: The Immunization for Burnout

  • Burnout should no longer be on any hospital’s back burner
  • Health of the workforce should be as important as the health of our patients – the quadruple aim
  • Identifying the drivers for burnout and points of opportunity and vulnerability in your organization
  • Implementing structural and individual interventions

Day Three

Into the Future

Transforming the Medical Staff to Save It

  • Building Service Lines around patient needs, blending inpatient care, home care and community care
  • Exclusive contracts: Why exclusivity? How to get there and what to expect
  • Identifying and heading off system failures BEFORE AND BEYOND peer review

Confidentiality vs. Sharing vs. Liability

  • Peer review protection:  confidentiality, privilege and immunities in a “transparent,” report-required world
  • Keep all who need to know in the know: information-sharing agreements
  • National Practitioner Data Bank reporting (the tail that wags the dog)
  • Bad news?  Responding to reference requests when the news isn’t good


  • Have you designed your work and skill set to leave the organization better than when you started?


Who Should Attend

  • Experienced Medical Staff Leaders
  • Senior Department Chiefs
  • Chief Medical Officers
  • Board Members (and with the team that will help them lead)
  • Chief Executive Officers
  • Medical Directors
  • Vice Presidents for Medical Affairs
  • Experienced Medical Staff Professionals

Presenter Disclosure Statement

All individuals in a position to control the content of this education activity are required to disclose all relevant financial relationships with any proprietary entity producing, marketing, re-selling, or distributing health care goods or services, used on, or consumed by, patients.

Participation by all individuals is encouraged. Advance notification of any special needs will help us provide better service. Please notify us at least two weeks in advance of the program.


Educational Intent

Upon completion of this program, participants should be able to:

  • better understand the pressures experienced by physician leaders and how those can be balanced and managed with the legal responsibilities leaders owe to the hospital and its patients;
  • take steps to break down the silos of hospital leadership (Board, management, physician) and enhance communication between them, and how these should be documented;
  • implement best practices for collegial steps, counseling and mentoring practitioners and documentation of these steps; and
  • have a working knowledge of the best way to manage the conflict of interest situations that arise on every medical staff.

Continuing Education Credit

This activity has been planned and implemented in accordance with the accreditation requirements and policies of the Accreditation Council for Continuing Medical Education (ACCME) through the joint providership of the University of Pittsburgh School of Medicine and HortySpringer Seminars. The University of Pittsburgh School of Medicine is accredited by the ACCME to provide continuing medical education for physicians.

Category 1 CME Credit

The University of Pittsburgh School of Medicine designates this live activity for a maximum of 11.25 AMA PRA Category 1 CreditsTM. Physicians should claim only the credit commensurate with the extent of their participation in the activity.

CEU Credit

Other healthcare professionals are awarded 1.125 continuing education units (CEU’s) which are equal to 11.25 contact hours.

NAMSS Accreditation

This course has been approved for National Association of Medical Staff Services (NAMSS) for up to 11 hours of continuing education credit(s). Accreditation of this educational content in no way implies endorsement or sponsorship by NAMSS.

Presenter Disclosure Statement

In accordance with the Accreditation Council for Continuing Medical Education requirements on disclosure, information about relationships of presenters with commercial interests (if any) will be included in materials distributed at the time of the conference.



Feedback from past attendees of The Advanced Roundtable for Physician Leaders:

  • “I truly enjoyed this course and feel that it will help me moving forward in my leadership role.”
  • “Very in-depth on all topics.  My expectations were met.”
  • This is a great course with lots of new and current information.”
  • “Linda’s presentation on bringing joy and relevance to our medical staff was fascinating!”


Registration fee:

$1,595 Individual


$4,950 for a team of four
$   950 for each additional registrant (after a team of four registration)

We design our programs with a team fee because we found that it usually requires at least three or four Board members or physician leaders to implement changes or to move forward on any particular matter.

You can send a team of four to one seminar in one location, or you can register at multiple locations and for multiple programs.

Included With Registration Fee

  • The registration fee includes one year access to HortySpringer Central (requires log-in given at seminar).
  • Online Access to forms, policies, procedures, sample bylaws language and more

Hotel Reservations

All registrants are responsible for making their own hotel reservations. Special group room rates have been established for HortySpringer registrants. The special group rate rooms are available until 30 days from the seminar date, or until the room block sells out, whichever comes first.  Within 30 days of the program, you may not be able to get rooms or receive the special rate.

Refund Policy

Seminar cancellations/refunds are subject to a $100 processing fee.