Executive Takes: Erika Werner, MD

Erika Werner, MD, is Chief Physician Executive of Tufts Medicine, and President of Tufts Medical Center Physicians Organization.

Time on the job: Two years

Other job: Professor of Obstetrics and Gynecology at Tufts University School of Medicine, and  NIH-funded researcher studying diabetes in pregnancy research.  

Previous job: Chair of Obstetrics and Gynecology

Relationship with Korn Ferry: Alumna of many Korn Ferry searches, and employed by a current client.

‍‍Ten Takes from Erika Werner

Big lesson learned as a physician executive: This role oversees specialties I didn’t train in, like neurology and neurosurgery. This has brought home that the frontline teams in those specialties have many more solutions than I do. Administrators can ask questions, but the best solutions really do come from the frontline teams. The more time we spend in conference rooms away from clinical care, the less quickly and accurately we find solutions.  

Newfound belief: I’ll admit that I really did think that physicians could lead departments and health systems—and I still very much think that physicians should be involved in leadership. But we don’t have as much financial or operational expertise; we spend too much time learning our trade. Now I really believe that you need strong finance, operational and clinical expertise.  

Very excited about: The software and AI packages that are now accessible and let patients schedule appointments and connect with clinicians. They’re giving people a front door to the healthcare system, and removing the barrier to scheduling appointments.  

Keeps her up at night: We’re able to provide much more personalized care—designing personalized treatments for several cancers—but all of that increases cost. So how are we going to cover it so every patient has access—not just the ones who can afford it independently? On a national scale? And how do we continue to drive innovations that improve health without runaway costs? How do we keep up with that?  

Hardest recent conversation: Challenging the leadership style of a fellow C-suite member—that's a really tough conversation to have. It happens when partnerships aren’t working as well as they should. You have to own your piece, but also draw attention to what’s not working for the partner.  

How physicians vs. administrators discuss problems: There definitely is a difference. Clinicians always start with the patient, and everything begins with their safety and quality—it’s just where our brains are trained to go. Some administrators start with an operational or financial challenge. Everyone worries about all of it, but how we come at problems, and our first instincts, differ.  

Currently dominating her brain space: We’re focused on the best patient care, and you can’t have that without happy clinicians. All hospitals and health systems are under enormous financial strain, and that strains the environment in which we work. I spend a lot of time thinking about how to create a positive work experience in these constrained times.  

Advice to physicians: There’s what you say, there’s what you meant to say, and there’s what the other person hears. That’s true when we talk to patients; it’s true when we talk to trainees; and it’s true when we talk to leaders. You can be a superb communicator, and somebody still might not hear you the way you intended.    

‍Contrarian belief: Technology matters way less than we think it does. At the end of the day, when people are calling about their health concerns, they want to talk to a clinician; that feeling that the clinician understands them matters much more than anything else. AI and technology help get patients in for care, but ultimately you need the person-to-person connection.  

The lie the industry tells itself: That we can’t do it differently. We all believe healthcare isn’t functioning the way we would like. But in general, we’re afraid to think about how different it could be.  

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