Healthcare leadership is becoming increasingly collaborative. As hospitals and health systems navigate workforce shortages, financial pressures, and increased patient volume, traditional leadership models are evolving. To meet these challenges, organizations are adopting shared leadership structures that bring clinical, operational, and nursing perspectives together.
New research conducted by Jackson Physician Search and Kirby Bates Associates confirms just how widespread this shift has become. The report, “Stronger Together: Leveraging Triad Leadership for Healthcare’s Biggest Challenges,” shares the results of a survey in which nearly 90% of respondents reported experience working within dyad or triad leadership models.
As the model itself spreads, the general perception of triad partnerships is overwhelmingly positive — when implemented well. It is also notable that triads are seen as having the most impact on areas related to clinical outcomes and patient care, but are less effective in the areas found to be of greatest concern — workforce shortages and financial challenges. The report explores how triads might increase effectiveness to make a broader impact.
As Managing Director of Physician Executive Search, my first thought upon reading the report is how these insights might help physician executives be more successful. Whether or not they are currently part of a triad partnership, the data on the pervasiveness and effectiveness of such partnerships suggest they will be at some point. Perhaps this is why, in recent years, I’ve seen employers place increasing importance on physician leadership candidates’ ability to collaborate.
So, how can physician executives become better collaborators, and thus, more effective triad partners? And how can they demonstrate their effectiveness to potential employers? The report reveals several practices that consistently distinguish high-performing triad partners.
1. Curiosity
Shared vision was at the top of the list of elements for triad success, but achieving this alignment requires each member of the partnership to not only agree on the objectives but also to understand the “why.” For this, you need members who are curious, who ask questions, and who strive to put themselves in the shoes of others.
Physician executives are expected to be the bridge between clinical teams and the executive suite, but a strong physician executive is more than a mediator. Effective physician leaders seek out information from multiple perspectives so that they may better understand the obstacles each department faces and how the logistics in one department may impact or cause issues in others.
With this unique understanding, physician executives can play a particularly important role in both shaping the triad’s vision and helping others understand how policies and decisions support that vision.
Takeaway: Whether you are just starting out in your physician career or already in a leadership role, ask questions to learn more about others’ experiences and functions in the organization. When interviewing for a physician executive role, ask questions that demonstrate your curiosity about all departments, not just the one you will be leading.
Just this week, I followed up with a client to see what leadership thought of the physician executive candidate they had recently interviewed. They loved that he asked questions, not only about the job, but about how the organization functions, how the departments interact, how nurses and physicians communicate, etc. The candidate’s curiosity signaled his interest in working collaboratively, and they knew with certainty that he would make an excellent physician leader.
2. Clear and Frequent Communication
In traditional hierarchies, decisions can move quickly because authority sits in one place. In triad leadership, influence is shared, and decisions are made together. That makes clear and frequent communication essential for a successful partnership.
The survey supports this conclusion. Respondents ranked “regular communication” just behind “shared vision” when asked to select the most important elements of a successful partnership. The research found a correlation between daily triad meetings and better outcomes. Triad respondents who met daily were more likely to rate their partners as highly competent and to have more trust in their partners. Just as important as frequency, however, is the quality of the communication.
High-functioning triads establish consistent mechanisms for discussing strategy, surfacing concerns, and resolving conflict. Physician executives must learn to step outside the clinical mindset of “solve the problem and move on.” Instead, successful triad partners create space for discussion and alignment.
Takeaway: Whatever your current role, be proactive and intentional in your communication with those in your department and those outside of it. Don’t gatekeep information; share details early rather than after decisions are formed. End conversations with a summary of action items or follow-up tasks for anyone involved.
When interviewing for a physician executive role, be prepared to share examples of your proactive communication habits as well as the resulting positive outcomes. The ability to articulate goals and keep a team moving forward is a must for a successful physician executive.
3. Psychological Safety
A critical component of effective communication is psychological safety, something the report also touches on. For a triad to function well, each partner must feel comfortable challenging assumptions, raising concerns, and offering alternative perspectives without risk of judgment.
High-performing triads foster psychological safety by establishing an environment where mistakes are viewed as opportunities to learn. Partners can discuss their own failures without fear, and no one feels attacked when another brings up concerns or identifies mistakes.
When physician leaders model this behavior, it often cascades through the organization, creating a culture where clinicians and staff feel comfortable speaking up about safety concerns and operational challenges.
Takeaway: Without psychological safety, collaboration becomes superficial. Critical issues may go unaddressed, and the triad risks becoming symbolic rather than functional. Physician executives must lead by example, setting expectations for respectful discussions and encouraging differing opinions. An effective partnership is not an echo chamber. It is a place to work through opposing ideas until the right solution emerges.
When interviewing for potential physician executive roles, ask questions to reveal if and how the organization fosters psychological safety. If it becomes apparent that psychological safety is not a priority, you will need to decide if this is a red flag for you or merely an obstacle to overcome.
Beyond Clinical Expertise
The new research reinforces that shared leadership models are now a defining feature of modern healthcare organizations, and yet, simply creating a triad structure does not guarantee success. High-performing triads require more than physician leaders who bring clinical expertise. They must also bring curiosity, clear and consistent communication, and psychological safety.
When physician leaders actively seek to understand the perspectives of their operational and nursing partners, communicate with clarity and frequency, and create an environment where candid dialogue is encouraged, the triad becomes far more than a leadership structure. It becomes an engine capable of addressing complex clinical and organizational challenges.
As healthcare organizations continue to confront workforce shortages, financial strain, and rising expectations around quality and patient experience, the ability of leadership teams to collaborate effectively will only grow in importance. Physician executives who intentionally develop these collaborative competencies will not only strengthen their triad partnerships—they will help their organizations navigate some of the most difficult challenges facing healthcare today.
For more on triad leadership, read the full report, “Stronger Together: Leveraging Triad Leadership for Healthcare’s Biggest Challenges.”
If you are seeking physician leadership opportunities, the physician executive recruitment team at Jackson Physician Search is eager to hear from you. Reach out today to share more about your goals and learn about the current market.
About Dirk Jansson
Dirk Jansson is the Managing Director of Physician Executive Search at Jackson Physician Search, where he is dedicated to connecting healthcare organizations with results-driven physician leaders who can help reach their short- and long-term objectives while aligning with their unique culture.
Leveraging more than a decade of experience across multiple industries, Dirk’s passion for the art and science of physician executive recruiting, coupled with an intense commitment to serving others, is foundational to his success. His unique access and refined method of navigating complex, specialized candidate pools help healthcare organizations of all settings and sizes nationwide secure the physician leaders they need to thrive in the rapidly evolving landscape of healthcare.
