Physician engagement has become a defining issue for health systems navigating workforce strain, operational disruption and shifting care demands.
Erik Wexler, president and CEO of Providence — a 51-hospital organization with system offices in Renton, Wash., and Irvine, Calif. — joined Becker’s to discuss the value physicians bring to leadership and what happens when health systems fail to listen to clinicians.
Editor’s note: This interview was edited lightly for clarity and length.
Question: What do physicians bring to leadership that others can’t?
Erik Wexler: I have always found physicians to be special leaders and contributors to how health systems develop. Much of this comes from their extraordinary diagnostic skills. At Providence, physicians are at the heart of our Mission. They bring unmatched clinical expertise and a personal understanding of patient and community needs. Physicians play an essential role in our ability to provide high-quality care — not only through their clinical insight but through the strategic leadership they provide, guiding teams, shaping decisions and championing a culture of compassion and excellence.
Earlier this year, when wildfires tore through Los Angeles, Providence pulmonologist Ashraf Elsayegh, M.D., faced the loss of his own home yet courageously opened a pulmonary clinic at Providence Saint John’s Health Center to care for those suffering from smoke-related health issues. Thanks to his leadership and unwavering commitment to serving others, he was able to turn personal loss into healing for his community.
This story is just one of the many examples of the extraordinary leadership our physicians demonstrate every day. I am deeply grateful for all they do for Providence and our communities.
Q: What happens when leaders don’t listen to clinicians?
EW: It is a failure not to be open to a key stakeholder that generally has an authentic intent to help. As leaders, we must listen and learn more than ever. Absent this, our strategies risk drifting away from the realities of the care our patients need. Decisions that are made without incorporating insight of those closest to our patients risk being misaligned with patient needs and eroding trust. To advance our vision of Health for a Better World, we stay grounded in the experiences of our caregivers and ensure their perspectives guide how we move forward.
As I stepped into the CEO role, one of my first priorities was launching a dialogue tour, which provided the opportunity to have meaningful conversations with clinicians across our ministries. These conversations were invaluable in shaping Providence’s 2030 Strategic Direction.
To ensure the clinical voice is not only heard but elevated, we established the Providence Physician and Advanced Practice Practitioner Advisory Cabinet. These clinicians are direct advisors to me and bring the perspectives of our physicians and APPs into system-wide strategy, decision-making and execution.
