“S.A. Doctors: Best of 2013 is the name of our publication, not a title or moniker conferred upon individual physicians.”
“No representation is made that the quality of services provided by the physicians listed will be greater than that of other licensed physicians.”
I wasn't really surprised by this. I did accidentally say “Best Doctors” at one point in the article and that led to me getting a sternly-worded email from the BestDoctors.com people telling me not to confuse them with the “Doctors: Best of” lists.
I made sure not to make that mistake again. I was NOT talking about BestDoctors.com. I'm sure they are legit.
But, it turns out the Top Doctors list is dubious
Well, have a good weekend…
Tweet of the Day
On a more positive train of thought, I enjoyed a site visit at a health system with some really engaged executive leadership, as discussed in this Twitter thread:
For those of you who can't get to Twitter, here is the text:
After her “zero harm” webinar yesterday, it's nice to be with @meghanmscanlon at a health system today that places the elimination of harm as the primary goal of #Lean and improvement efforts. @ValueCapture1
This system has a CEO who is engaged and directly participating in leading the effort. It hasn't just been delegated. He's coaching others on problem solving on a daily basis.
I love how they talk about “getting better at getting better.” That's the theme of my book “Practicing Lean.” (link: http://practicinglean.com) practicinglean.com
3 insights from one of their execs: 1) “Ideal results require ideal behavior” 2) “Behaviors are driven by purpose and systems” 3) “Principles inform ideal behavior” — to help design systems that actually work
They believe leaders are responsible for creating a system and environment in which staff can be successful. “Always having what they need to do the work” and what they need to improve. Powerful principles
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