How Clinical Leaders are Promoting Physician Wellness

With about half of physicians experiencing burnout, promoting physician wellness is a top concern for healthcare organizations across the country.

Physician burnout spiked during the coronavirus pandemic. In a 2021 survey, 62.8% of physicians reported experiencing burnout symptoms. In 2023, 48.2% of doctors reported experiencing at least one symptom of burnout, according to American Medical Association data.

The Winning Edge webinar on promoting physician wellness featured three experts in the field: Thomas Campbell, MD, MPH, chief wellness officer at Allegheny Health Network; Jim Gilligan, vice president of health system and group partnerships at the American Medical Association, and Amy Jibilian, MD, chief wellness officer at Lehigh Valley Health Network.

The panel discussion included three focal points.

1. Encouraging physicians to seek help

An essential element of ensuring that physicians feel secure in seeking help is reducing stigma, according to the panelists.

One way to reduce stigma is to eliminate questions about mental health on physician licensing and credentialling forms, which is one of the goals of the Dr. Lorna Breen Heroes' Foundation. Getting rid of these questions takes a big step toward reducing stigma, since according to the panelists, they do more harm than good.

Reducing stigma also requires a cultural shift in the physician profession, according to the panelists. Part of physician training usually entails messaging that doctors are supposed to be strong emotionally and mentally. This messaging results in an "internal voice" that says physicians should not have to reach out for help when they are struggling, the panelists said.

The top leadership of healthcare organizations need to provide an external voice that says it is OK for physicians to not be OK and to seek help, the panelists said. It is also helpful for senior leaders to share their own vulnerabilities such as struggles with mental health and addiction.

Another way to address stigma is to provide physicians with confidentiality when they use mental health resources, according to the panelists. Doctors are often hesitant to use their healthcare organization's employee assistance program over confidentiality concerns, and it is helpful to grow partnerships with external organizations that can provide mental health services.

2. Helping physicians to remain healthy

Healthcare organizations should build structures such as well-being committees to help physicians remain healthy, the panelists said. Health systems must also consider creating a chief wellness officer position as part of the organization's senior leadership.

Establishing well-being structures and creating a chief wellness officer position provides a voice that says physician wellness is an important goal for a healthcare organization, according to the panelists.

A healthcare organization should also implement a physician wellness program with a strong structure, Campbell said. At Allegheny Health Network, the health system's wellness program follows the principles of the Stanford Model of Professional Fulfillment. The Stanford model has three core elements: a culture of wellness, efficiency of practice, and personal resilience.

To promote their own health, physicians should practice self-care, according to the panelists. Doctors often put themselves last after their patients and families, but they should be focused on building blocks of health such as nutrition and sleep. Physicians should also try to take time off as afforded by their organization.

3. Showing physicians appreciation and providing them with a voice

Doctors who feel valued are less likely to be burned out, according to the panelists.

Healthcare organizations should have formal and informal ways to recognize their doctors when they do good work, the panelists said.

For example, formal recognition can be given through an awards dinner. Informal recognition includes positive conversations on a day-to-day basis with team leaders. These conversations are a way to recognize a physician staff's unsung heroes.

Doctors should feel engaged in the direction of their organization, according to the panelists. Senior leaders and team leaders should have listening sessions with their physicians, so they feel they are being heard and get feedback on their comments.

Part of leadership development programs at healthcare organizations should include giving top leaders education on providing an environment of psychological safety for physicians, the panelists said. This education should encourage senior leaders to admit their own fallibility, to show they are willing to listen, and to be flexible.

This webinar was sponsored by the American Medical Association.