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Attention CMOs and Senior-Level Physician Leaders! Don’t Miss This Opportunity to Discover Best Practices, Network with Peers, and Earn CME

​The Challenge

Senior-level physician leaders, regardless of their practice environment or specialty, often face challenges related to teams, technology, change management, influence, and credibility.

The Solution

This Pennsylvania Medical Society (PAMED) leadership series — designed for both practice and hospital-based senior-level physician leaders (CMOs, VPs, Chiefs of Medical Staff, Practice Partners or Owners, etc.) — identifies best practices and strategies you can implement to resolve challenges, while enhancing your leadership skills and networking with peers.

You'll work with national experts to use real-world scenarios, case-based discussions, and reflective problem solving to hone your skills, identify potential solutions, and improve your own patient care environment.


Course Schedule

All courses will be held from 8:30 a.m. — 3 p.m. at PAMED in Harrisburg (Networking breakfast begins at 8:30 a.m., session begins at 9:30 a.m.) A light lunch will be provided.

Course Date & Title ​Course Description

Speaker Bios

Friday, March 23, 2018

Two Hats, One Team: Challenges Associated with the Dual Roles of Administrator and Clinician

The focus of this session addresses the challenges CMOs/senior-level physician leaders face as a result of serving two masters – administration and clinical colleagues.

As a senior physician leader, one of the greatest hurdles to overcome is others' perceptions of your motivations and actions. The person on the opposite side of the table from you, be it administration or clinical colleague, may likely assume you are also on the opposite side of an issue because of the role they perceive you to be playing at that particular moment. Breaking down barriers, gaining trust and effectively managing people up and down the organization to navigate issues that arise related to credentialing, committees, disciplinary actions, governance issues, service lines, or relationships with medical staff leadership/other key stakeholders requires a skilled leader. Participants will identify strategies and best practices to overcome these challenges through case examples, shared personal experiences and group discussion.

Brian H. Fillipo, MD, MMM, FACP

Friday, April 27, 2018

Health Care Industry Consolidation: Impact on Physician Executives

​We've experienced more than a decade of accelerated health care industry consolidation, with no signs that the trend is slowing down. Vertical, horizontal and "interspecies" consolidation has become a critical element in most organizations' strategic planning. These activities have created stressful change but also valuable opportunities for administrators and physician executives. This session will  address the following issues:

  1. Current trends in industry consolidation.
  2. The drivers and predicting the "winners and losers"
  3. Your new tribe and the impact on culture and strategy
  4. Personal analysis for Physician Leaders
  5. Developing your new organizational role
    • Finding the Right Fit
    • Influence vs. Authority
    • 3-Dimensional Management and Leadership

Suzanne Mitchell, MD, MS

Bart Wald, MD, MBA

Friday, May 18, 2018

Influential Presentations

​Can you present yourself and your ideas effectively so people understand your messages, remember them and are inspired to action? Public speaking preparation and execution are essential skills for health care leaders. This hands-on workshop, led by national experts in public speaking and public relations, will involve learning effective communication strategies for public speaking, how to prepare a compelling speaking program, how to connect with an audience and develop personal presence and how to deliver a speech with finesse. Participants will also learn to implement approaches to effectively facilitate and lead meetings with colleagues, senior leaders, and employees.

Suzanne Mitchell, MD, MS

Martha Weeks, MBA

Friday, June 15, 2018

IT Solutions for Future Health Care Systems

​Information technology is a strategic asset for the growth and success of hospitals and health systems. This program offers Chief Medical Officers and senior leaders an overview of how to assess available technology solutions to meet the needs of complex healthcare systems. This program will include problem-solving sessions using real-world examples and case studies, presented by leaders and colleagues from innovative health care systems. The program aims to explore how various health care stakeholders use information technology (IT) at the workplace and to explore areas where scholars and practitioners agree IT offers opportunities to improve health care service delivery. We will look at some current "cutting edge" tools and solutions designed to make health care enabled as opposed to disabled by technology.


Suzanne Mitchell, MD, MS

Arthur F. Ream, III

Friday, July 13, 2018

Enlightened Leadership and Change Management

​Illustrate your emotional intelligence and leadership characteristics to maximize your potential as an administrator. This workshop will provide participants with an opportunity to learn about contemporary perspectives on organizational change practices and to learn more about their own preparedness to lead change initiatives. Participants will gain an appreciation for current perspectives on how to carry out planned change initiatives in health care organization contexts and the role of leaders in these processes. We will use case studies and a structured reflection technique to discern the reasons we struggle to adapt, and identify potential solutions that foster lasting and effective change.

  • Address burnout and instill resiliency in your healthcare workforce.
  • Utilize principles and strategies for leveraging influence to motivate individuals, change behaviors, and drive mutually desired outcomes in the presence and/or absence of direct authority.
  • Discuss the applicability of these ideas to our own work contexts with an eye towards developing personal plans of action for change in our own health systems. 
  • Reflect on the nature of resistance to change and give greater consideration to why many organizational change efforts fail or fall short of expectations.
  • Explore the ways in which we can diagnose and overcome resistance to change in our workplaces.

Suzanne Mitchell, MD, MS 

Jeffrey Ring, PhD

Ian J. Walsh, PhD

Friday, Aug. 17, 2018

Managing Virtual Teams: Strategies for Successful Outcomes with People, Projects, and Committees

​The growth and expansion of health systems has created great challenges for physician leaders. Performance improvement is best accomplished with face to face interaction which becomes more difficult in multicenter systems. Understanding the mutual compact of optimal patient care and outcomes creates the foundation, but physician leaders must utilize a variety of techniques to engage the team in a virtual format. Strategies to include video conferencing, regional breakout sessions, use of project managers, brainstorming sessions, task forces are utilized to attain results. At the end of the course, participants should be able to:

  • Compare and contrast virtual team interactions with conventional hospital committee design
  • Discuss the core skills and approach required of a virtual physician leader
  • Explore strategies most effective in leading virtual teams towards common performance improvement goals

Samuel Hammerman, MD, MMM, CPE, FCCP


Members: $150 per course or $700 for series

Non-members: $415 per course or $2,000 for series — Non-members can save even more by joining PAMED and their county medical society at You might be eligible for $95 introductory dues.

CME Information

The planners and faculty for this activity have no relevant financial relationships to disclose.

The Pennsylvania Medical Society is accredited by the Accreditation Council for Continuing Medical Education (ACCME) to provide continuing medical education for physicians. The Pennsylvania Medical Society designates this live activity for a maximum of 30 AMA PRA Category 1 Credit(s)™ Physicians should only claim credit commensurate with the extent of their participation in the activity.

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