SPECIAL EDITION
Verbatim

By Lisa J. Lee, M.D

The nonclinical challenges of private practice, including governance and business affairs, are leading some physicians to pursue education outside of medicine to help them acquire the skills needed to lead their groups. Recent years have seen a trend, with physicians seeking formal management training.

Dr. Lisa J. Lee is leaving cli-nical practice at Radiological Associates in San Jose, CA, to begin her graduate studies at Stanford Business School this fall. In an interview with Diagnostic Imaging, Lee discussed her decision and her goals for incorporating business and medical skills.

DI: You finished residency not long ago. What made you decide to go back to school so soon?

Lee: Having now worked in private practice for more than two years, I have gained enough experience in the "other half" of practice-the business side-to realize what a difference a solid understanding of the business of radiology could make. One graduates from residency training well equipped with the essential medical knowledge, but not necessarily with the tools to manage a complex and successful practice. The art of management comes from a combination of experience and fundamental knowledge.

I have been fortunate to work with a medical group that allowed me to participate in the business side with increas-ing levels of responsibility. Although initially a hospital-based practice, we participated in a joint venture with Silicon Valley MRI & CT and Health Analysis, a freestanding outpatient imaging center. Stepwise, we learned many aspects of starting a successful clinic, from market feasibility studies to dealing with vendors to launching and fine-tuning a marketing campaign.

The process showed me the importance of these business skills in building a successful center. I realized that obtaining the full spectrum of these skills sooner would be very valuable for the long run. I am now ready to place my leadership experiences from the healthcare environment into the framework of a graduate business degree. Although I could probably gain the competency with years of work experience instead of a management degree, I would rather accelerate my learning process and also enjoy an invaluable opportunity for personal growth.

DI: What will this program entail?

Lee: I will be attending the Sloan Program at the Stanford Business School, which has the same core curriculum as the master of business administration program. The Sloan program is traditionally designed for seasoned executives and is a rigorous one-year program, in contrast to the traditional two-year MBA program that allows more electives. I will receive a master of science in management upon graduation. The one-year program will give me essentially the same skills but with lower opportunity costs.

DI: The Sloan and MBA programs are general management degrees rather than healthcare-specific programs such as a master of public health. Why did you make this choice?

Lee: I am grateful for having been able to learn firsthand from a lot of leaders within medicine and the healthcare arena. But cross-training with leaders in different industries will broaden my scope of effective business tools. Many of the practice issues we face as physicians have solutions that can be adapted from other industries.

I also plan to study more sector-related issues through courses on healthcare economics and managed care and apply these skills to the operations side of practice. For instance, if we radiologists had had training in the legal aspects of health-care and general human resource management last year, we would have been better prepared to facilitate technologists' union negotiations with the hospital.

DI: What feedback did you receive from other radiologists as you re-searched your options?

Lee: The response was very positive and revealing. It amazed me how many doctors told me they wanted to shift careers, particularly later in life, but did not feel they had the resources to do so. Some radiologists felt trapped in their positions.

I began to think obtaining a management degree early on would give a radiologist more career options later in one's career. Heads of radiology groups frequently are the radiologists who consider pursuing MBAs to help them deal with hospital administration, but they usually cannot justify the cost and long schooling for an uncertain return. Often by the time radiologists take on these leadership roles, they think it is too late to embark on a new degree, particularly when other group members are not convinced of the degree's value.

DI: What paths do you envision your career taking once you finish?

Lee: I am still motivated by the patient care issues that initially inspired me to become a doctor, but I now believe my impact is greatest working from a macro level. I plan to find some way to combine my management skills and medical background, perhaps by returning to clinical radiology and using my skills in medical management, or by doing medical practice management consulting, or by helping to build and fund companies that create technologies to improve patient care.

DI: What skill sets do you see missing in radiology that nonclinical business training can provide?

Lee: Although business school is highly quantitative, students are also taught soft skills such as teamwork, motivating change in others, and even dealing with the media, much of which is highly applicable to physicians. Even as a junior radiologist, knowledge and interest in these areas can really allow one to aid the senior leaders of the group. I would particularly encourage young radiologists to pursue additional training if they feel inclined, since this will provide the profession with the best possible future leaders and managers.

Increasingly, physicians are looking for control over our own professional destiny, and thus we need to be able to effect change from higher levels. With strong leadership, we can build a stronger specialty and ultimately provide better care for our patients.