Mickey Harris
M.D. Contact Mickey HarrisMichael T. (Mickey) Harris, M.D.
Having practiced for over 30 years in a variety of settings, and having served at virtually every level of practice and health system leadership, Dr. Michael “Mickey” Harris is uniquely qualified to help healthcare organizations ensure alignment between clinicians and executive leadership. The direct result is the optimization of clinical, financial, and leader engagement outcomes.
Mickey is a contracted speaker as well as the founder of MTH Health LLC, a national healthcare leadership consulting practice. Mickey is a physician and senior healthcare operations executive with over 25 years of progressive multispecialty group practice, academic departmental, and enterprisewide health system leadership. He is a recognized mentor for the leadership development of both healthcare executives and physician leaders. Mickey is a surgeon who practiced for 30 years with an international reputation in reconstructive gastrointestinal surgery and who helps provider organizations effectively bridge the worlds of physicians and nonphysician executive leadership.
Prior to founding MTH Health, Mickey was the senior vice president and chief medical officer for Englewood Health in northern New Jersey. In this position, he was accountable for inpatient operations and oversaw all clinical departments, as well as nursing, quality, perioperative services, labor and delivery, emergency department and intensive care units, behavioral health, and Englewood’s world-renowned Institute for Patient Blood Management and Bloodless Medicine and Surgery. He was a senior leader in forming the Englewood Health Physician Network, which grew to over 400 providers in 70 locations in five years. Prior to Englewood Health, Mickey was the vice chairman of surgery at the Icahn School of Medicine at Mount Sinai in New York, where he helped overhaul the revenue cycle while maintaining the highest quality and exceptional patient experience outcomes. At Mount Sinai, he created one of the first business of medicine courses for medical students in the U.S. He is the author of the book Excellence With an Edge: Practicing Medicine in a Competitive Environment, which includes a forward by Quint Studer.
Areas of Expertise
- Business Operations
- Organizational Transformation
- Strategy and Innovation
Industries
- Healthcare
Professional Associations
- American Association for Physician Leadership
- Fellow, American College of Surgeons
- Society for the Advancement of Blood Management
Education & Certifications
- M.D., Columbia University Vagelos College of Physicians and Surgeons
- Diplomate, American Board of Surgery
- Aresty Scholar, The Wharton School, PHLA
Speaking Topics List
- Alignment and Accountability
- Change Management and Leadership
- Communication
- Executive Leadership
- Leadership
- Organizational Culture
- Patient and Consumer Experience
- High-Reliability Organization (HRO)
- Physician Alignment and Engagement
- Strategy and Innovation
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Top Presentations
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Making Better Decisions
We make thousands of decisions every day — you read that right. Fortunately for everyone involved, most are automatic and usually work out reasonably well. But as we make decisions as (or on behalf of) an organization, we almost always do so without the process we need to optimize our chances of a good outcome. Formalizing the decision-making process has been shown to lead to faster results and better outcomes than any other factor. In this highly interactive workshop, we will apply the tools of decision authority and decision management to real issues facing the participants. We will examine universal barriers to good decision making and learn specific strategies to overcome each. This workshop combines well with “Run Effective Meetings” and/or “Communicating for Success” for a full-day event.
Learning Objectives:
- Understand the rationale and data supporting the use of a formal decision-making process.
- Learn the application of a decision-authority matrix for organizational decisions.
- Understand how universal cognitive biases affect our decisions.
- Utilize strategies to address and overcome common cognitive biases.
- Apply these strategies to a specific ongoing issue facing each participant.
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Communicating for Success
Virtually every misunderstanding, issue, near miss, or even iatrogenic injury is at some point described as a “communication problem.” Understanding how humans convey information – including verbal and nonverbal — and recognizing common barriers to effective communication will lead to better outcomes for patients and staff and across the board (including in our personal lives). In this session, we will discuss the use of language as well as define nine forms of nonverbal communication and review how we can remove the barriers to communicate more effectively with our patients and each other. This module combines extremely well with any of the other offerings.
Learning Objectives:
- Identify common barriers to effective communication and how they appear in patient and staff interactions.
- Learn specific tools to avoid these barriers and reduce anxiety.
- Identify nine forms of nonverbal communication and how to use them to enhance your interpersonal skills.
- Apply these strategies to a specific ongoing issue facing each participant.
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Suits and White Coats — Creating Effective Partnerships With Physicians
As an executive, you have grown up in a different world from that of the physician — the world where everybody else lives, except physicians. And yet, you are responsible for managing a business unit in which physicians generate at least some of the revenues and expenses, and most of the headaches. And, believe me, the average physician views you in much the same way. This session is a physician leader’s perspective on the mind of the physician, with advice on how to foster an environment of trust and collaboration that will inure not only to your benefit but to that of the physicians and your institution as well. We will review specific programs and tools you can use to enhance your relationships with physicians of all levels, from deans to house officers, and to leverage those relationships to improve your overall business.
Learning Objectives:
- Identify and articulate intrinsic and extrinsic barriers to the clarity of mission and mandate.
- Identify different physician groups and their key drivers.
- Tailor different communication and management techniques to different physician personalities.
- Implement specific tools to improve physician-staff and physician-management relationships.
- Engage physicians as partners in driving clinical, operational, and financial success.
Available to Purchase
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Huron Publishing
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