The role of chief medical officer has evolved and expanded over time as both the clinical and administrative demands of physician leaders shift.
Four CMOs recently joined Becker’s to share the most important things that they have learned in their roles.
Editor’s note: Responses have been lightly edited for clarity and length.
Question: What’s one piece of advice you would give someone who has just begun their tenure as CMO?
Eddy Ang, MD. CMO of University of California Los Angeles Medicare Advantage Health Plan: Take time to understand the priorities of key stakeholders, and focus on building relationships that foster collaboration. Early alignment and trust-building create the foundation for lasting synergy.
Jason Golbin, DO. Executive Vice President and CMO of Catholic Health (Long Island, N.Y.): Naturally, the transition from being a practicing physician to CMO requires a shift in orientation. You move from patient care on an individual level to system-level leadership. Certainly, your clinical background gives you credibility with your fellow doctors, but the focus now—the mission—is to lead your hospital or health care system. So my first piece of advice is build trust with frontline staff and executives. Go on a listening tour and introduce yourself to all the players. You must get an understanding of the organization’s culture, challenges, and overall strengths and opportunities for improvement. That’s going to require you to develop strong communication and collaborative skills. Your ultimate success will depend much more on influencing than directing. As you settle in, surround yourself with a diverse, skilled leadership team—and empower them to speak out. Above all, keep patient care at the center of every strategic decision—let your clinical experience anchor your leadership.
Jason Gray, MD. CMO of CHI Mercy Health (Roseburg, Ore.): At this level, you have the strong clinical experience and expertise, now focus on building relationships within one’s organization and outside the organization. Be purposeful to include those with expertise outside of your direct scope of responsibility. Never miss a chance to meet a new person.
Candace Robinson, MD. CMO of Tour Infirmary (New Orleans):
1. Maintain clinical involvement for as long as feasible. Continued participation in patient care provides invaluable firsthand insight into the daily experiences of clinicians and fosters credibility and relevance with the medical staff.
2. Engage with medical directors, physician leaders, physicians, and advanced practice providers on a regular—preferably monthly—basis rather than quarterly. Consistent one-on-one meetings, accompanied by timely follow-up, build trust and demonstrate genuine commitment to listening and addressing the concerns of clinical teams.
3. Develop a formal recognition program for physicians and APPs that allows for peer and staff nominations. A structured approach to recognizing excellence not only reinforces professional engagement but also cultivates a culture of appreciation and collaboration throughout the organization.
