This brief article examines how physician leaders can build and project appropriate organizational resilience during a time of confusion and chaos — such as that surrounding the COVID-19 pandemic.

In challenging times, leaders must pause, reflect, try to make sense of confusing and potentially contradictory information, and share their observations with others. As physicians, we use our education and training to consider objective data, facts,...

Guidance for becoming a more effective physician leader by being more self-aware and coachable.

In recent years it has become common for people belonging to multiple generations to work side by side. But whether a multigenerational workplace feels happy and productive or challenging and stressful is, in large part, up to you: the boss.

This article examines the responsibilities of new C-suite leaders and potential benefits to burned-out physicians.

In short, be kind toward yourself. Be compassionate toward yourself. Give yourself a break. Finally, reflect upon what you have accomplished, who you have comforted, who you have encouraged, and who you have wrapped with a blanket of psychological sa...

Through stewardship, we physicians have the power to ensure the future and integrity of our profession. We do this by accepting the responsibility to not only provide the very best care to patients now, but also to carry our experiences forward to te...

Practicing mindfulness and meditation in any situation, whether routine or occasionally, can help keep our thoughts tamed. In times of uncertainty and stress, quieting the mind helps us cope and, in turn, as we become calmer and accepting, we help o...

As the COVID-19 pandemic shapes our new normal, telehealth and locum tenens work are redefining healthcare — how it’s delivered and what that means for Americans.

Managers are not only dealing with the stress and sadness of having to let go of a large number of their workers, many of them are also feeling underlying anxiety about their own positions.

When many of us think of leading a medical practice, one of the first things that comes to mind is a traditional hierarchical structure. As Lyon1 explains, “Traditional leadership sees the people lower in the pyramid of leadership, lower in this stru...

Burnout and depression continue to be a major source of distress among physicians worldwide.1 In the United States, over 50% of physicians report significant symptoms of burnout, a rate more than twice that of other professionals.2 In addition to the...