Meet Dr. Adnan Munkarah, a highly regarded gynecologic oncologist whose work has gained international recognition. Once focused solely on patient care, he now leads the charge as the chief clinical officer and president of Henry Ford Health, a major healthcare network in Detroit.
Dr. Munkarah’s rise to this role was gradual. He started as the chair of the women’s health department, progressed to lead the medical group’s finance committee, and eventually became the head of its board of governors.
This trend isn’t unique to him; more physicians are stepping into leadership positions, leveraging their clinical insights to improve healthcare systems. Research shows that hospitals led by physicians often see better patient outcomes and satisfaction scores.
However, leaving behind patient care for administrative responsibilities wasn’t an easy transition for Dr. Munkarah. He once insisted, “Absolutely not,” when asked if he could see himself in leadership a decade ago, as his primary focus was always on clinical impact.
Now, as the only physician directly reporting to Henry Ford’s CEO, he’s finding innovative ways to create that impact on a larger scale.
Editor’s note: Interview has been edited for length and clarity.
How does your experience as a physician shape your decision-making in leadership?
Trust is crucial, both in patient relationships and within the executive structure. While I had faith in my ability to connect with patients, fostering trust at the organizational level requires a different approach. It’s about ensuring transparency, setting clear expectations, and making courageous decisions.
Speed in decision-making is also essential. As a doctor, timely decisions can save lives; similarly, in healthcare management, we cannot afford to hesitate, especially when critical choices arise. While some decisions deserve careful consideration, we must avoid analysis paralysis.
My experience has taught me that communication is critical, whether I’m talking to a patient or delivering tough news in the boardroom. You have to listen, be empathetic, and repeat important points to ensure clarity.
Has your approach to patient outcomes and community health evolved since stepping into leadership?
As a physician, I was hands-on, fully in control of my practice. Now, as a leader, I recognize that I can’t be the expert on everything. Delegating tasks to a capable team is vital, allowing each person to leverage their unique expertise for the greater good.
Can physician leaders bridge the gap between clinical workers and the executive suite?
Definitely! While I joke that clinicians see you as a doctor until you become an executive, my long history in healthcare helps build trust. Having worked closely with clinical staff for years allows me to genuinely understand their perspectives and maintain a connection.
What challenges in healthcare could benefit from a physician-led approach?
In my view, our healthcare system is unsustainable. Spending over 18% of our GDP on healthcare is alarming. As physician leaders, we should actively seek solutions instead of merely critiquing the system.
Shifting toward value-based care is crucial—our goal should be to achieve the best outcomes while managing costs. Addressing these issues collaboratively is essential; this isn’t a conflict between physicians and hospital administration, but rather a united effort to forge a healthier future.