Florida Medical Association

Florida Medical Magazine Spring 2017

Magazine of the Florida Medical Association

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33 www.FLmedical.org FLORIDA MEDICAL MAGAZINE SPRING 2017 work against them when it comes to developing leadership skills. e personal attributes of the most eff ective physician leaders are that they are authentic, humble, supportive, optimistic and inspirational. Q: How are the FMA's young, emerging leaders making an impact on the organization's direction, and how do their generational perspectives infl uence the overall mission of helping physicians practice medicine? A: One of the FMA's biggest challenges is balancing generational diff erences within the medical commu- nity. e new physicians coming out of medical school and residency training programs have a diff erent perspective. ey embrace new technologies like telemedicine and electronic health records because that has been part of their curriculum and training. ey are far less resistant to change because they have been brought up in the era of the Internet, smart phones and apps. Like many organizations, the FMA is in a period of trans- formation. Our strength lies in our diversity, and the FMA represents all physicians no matter what their specialty is, whether they are independent or employed, or whether they practice in a hospital or ambulatory setting. Over the last decade, the face of the FMA has changed. We have more young physicians who are engaged, more female physician members, and more diversity in our leadership. Are we perfect? No, but we are moving in the right direction and our organization is starting to better refl ect the physician community as a whole. Our young, emerging leaders are helping to reshape the FMA in a very positive way. Q: Now that the Karl M. Altenburger, M.D. (KMA) Physician Leadership Academy is in its seventh year, what role has it played in bringing younger members into the FMA's leadership fold? A: Our goal when we started the KMA Physician Leadership Academy was always two-fold: To develop a more diverse leadership pipeline for the FMA, and to provide young physicians with the tools and skills they need to take on leadership roles within their hospitals, group practices and/or their communities. I am extremely proud of the fact that graduates of the Leadership Academy now serve on the FMA Board of Governors, and on every one of our council and committees, which provide policy guidance to the Board. e FMA is much stronger than it was six years ago because we now have a strong pool of emerging leaders who will lead this organization for the next 25 years. Q: What is the FMA doing to create more leadership training opportunities for members? A: e Leadership Academy has been a huge success story. We have trained at least 10 physicians each year. However, due to the hands-on nature of the program, space is limited. We are working on scaling our leadership development off erings to reach a larger number of physicians, because there is a real demand for this type of program across the state. We also know that physicians are busy and not everyone can give up an entire weekend fi ve times a year. Many physicians, understandably, are not willing to sacrifi ce time with their families in order to participate in a few weekend courses. erefore, we are developing an online platform where FMA members can access diff erent learning modules on their own time. So, stay tuned because we will be rolling out these new opportunities in the coming months. In my opinion, this has the potential to be one of the most exciting membership benefi ts that the FMA has provided for physicians who are looking for ways to develop leadership skills and enhance their careers. — Erika D. Peterman, FMA Managing Editor "The bottom line is that physician leadership is what differentiates successful health care organizations and delivery models from those that are struggling to balance the competing goals of quality and cost." Q & A with T im Stapleton

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