Shared by Dr. Sydney Ross-Davis, M.D. , Former Chief Medical Officer for Aetna Better Health Missouri, Magellan Complete Care of Florida and Optum North American Medical Management-Illinois and Member of the Impresiv Health Executive Advisory Board

So, you want to be a chief medical officer? 

What are the expectations? What is required to be a competent Chief Medical Officer (CMO)?

This is the first post in a series of posts where we will discuss what it is like to be a chief medical officer. What does a day in the life of a Medical Director or Chief Medical Officer look like?

The Role of a Chief Medical Officer For Hiring Agents

As a hiring agent, it's essential to clearly understand the role and responsibilities you envision for your Medical Director or Chief Medical Officer. Consider how you want them to engage with the rest of the team. Can you articulate your vision for this position? Is it a new role, or are you seeking a replacement? If it's the latter, why did the previous Medical Director or Chief Medical Officer depart? Was it due to company culture, competency, conflicts, or communication issues?

Do you seek a leader or merely someone to sign off on decisions? Assess the dynamics within your team: do they collaborate effectively to develop strategies, design processes, implement changes, and deliver results? Or are they overly protective of their domains, withholding crucial information and expertise? Additionally, evaluate whether team members are competent within their areas and whether they consistently maintain or enhance their skill sets.

The Role of a Chief Medical Officer for a Physician Looking to Change Roles

If you're a physician considering a transition into healthcare administration, it's crucial first to determine the type of organization where you envision yourself serving as a Medical Director or Chief Medical Officer.

Are you drawn to being a Medical Director or CMO of a hospital system, or do you see yourself in a CMO role within a managed services organization? Perhaps a leadership position in a small health plan, regional, or national health plan appeals to you. Alternatively, you might be interested in the pharmaceutical industry or find the dynamic environment of tech startups exciting.

Another option could be serving as a Medical Director for a small group practice or a community service provider. Medical Directors also play key roles in utilization review organizations, conducting reviews from either the plan or provider perspective. Consider which of these opportunities aligns best with your career goals. These are just a few of the paths available to physicians transitioning into non-clinical roles.

Are you currently working in healthcare administration and striving to excel in your role? It's crucial to evaluate your current position within your professional journey.

Let's be brutally honest about physician training in medical school, residency, and fellowship.

Physicians often lack comprehensive training in health insurance types, clinical coding, medical cost management, population health strategies, social determinants of health, utilization review, quality and case management, disease management, appeals processes, Medicare and state Medicaid regulations, and fraud and abuse criteria. We are expected to acquire these skills on our path to healthcare competence, typically after completing our residency.

There was a time when a clinically competent physician could pick up the important definitions, regulations, concepts, and strategies after they were hired as a Medical Director or a Chief Medical Officer. That is much harder to achieve today without a great deal of patience and mentoring from subject matter experts in the company you have chosen to work with or training from organizations that mentor and can support you in learning what you need to learn to make an impact.

Healthcare is a rapidly evolving field. While clinical competence is essential, it is just the beginning. Effective communication skills, an understanding of health insurance terminology, and a passion for managing people and processes are also crucial. A desire to collaborate with healthcare providers and resilience in the face of challenges is equally important.

In your clinical practice, you may have been the key decision-maker. As a Medical Director or a Chief Medical Officer, it is vital that you see yourself as part of a team who has a specific role or responsibility. You often are not the one to make the final decisions.

Key Takeaways and Next Steps

First, look at yourself and assess your own capabilities and level of knowledge.

Next, look at the job description for the positions you are interested in or are currently already doing, and compare what you know to what they want you to know.

Do a gap assessment: is there a gap? What will it take for you to close a gap if there is a gap? Should you try an intermediate step before you go for the role of a Chief Medical Officer? Do you have friends or colleagues who have already made that professional leap? Talk to them. Get a mentor. If you can, ask the company you are working for to help you find resources to help you be the best Medical Director or Chief Medical Officer you can be.

When you're ready to find the right role - or hire the next Chief Medical Officer for your organization - Impresiv Health may have the help you are looking for. Click here to schedule time with our Customer Success Team.