Dr. Swensen is dedicated to the development of thoughtful leaders who have the capability to nurture camaraderie and joy in work. He is a recognized, well-published expert in professional burnout.
He serves as the Medical Director for Professionalism and Peer Support at Intermountain Healthcare and as a Senior Fellow of the Institute for Healthcare Improvement, where he co-leads their Joy in Work Initiative.
In the preceding three decades he served patients at the Mayo Clinic. As Director for Leadership and Organization Development, he co-led professional burnout work and oversaw the development of 4,100 physicians and scientists. As Director for Quality, Dr. Swensen established the Quality Academy and the Value Creation System. More than 37,000 colleagues were certified Quality Fellows during his tenure.
While Chair of the Department of Radiology, his leadership team used Lean-Sigma and Baldrige to create value for patients provided by 1,200 staff who performed more than 1 million exams annually.
A full professor, he has been Principal Investigator of two NIH Grants and has authored two books and 167 peer-reviewed articles. He was honored with the Diamond Quality Fellow Lifetime Achievement Award.
Swensen has served as a Director on two boards and as a member of the Mayo Clinic Management Team. During the two past decades he has started three businesses.
He holds a Master of Medical Management from Carnegie Mellon University’s Heinz School and is a trained Executive Coach. He received his MD from the University of Wisconsin. His residency training was at the Mayo Clinic and his Thoracic Radiology Fellowship at Harvard Medical School, Brigham and Women’s Hospital.
Swensen served as President of two international groups: the Fleischner Society and the Society of Thoracic Radiology. He founded the Big Sky Group and the Sun Valley Roundtable.
Swensen has been married for 40 years, has two children, and has run or cross-country skied 39 marathons.
NEJM Catalyst Insights Council members strongly favor dyad leadership shared between clinical and administrative leaders and say the top attribute for health care leaders is interpersonal skills.
Patients have only three wishes when it comes to how they want to be cared for, and they’re not as complicated as you might think.
The first NEJM Catalyst Insights Council survey on Leadership examines the drivers of change in health care delivery, and what leaders must do to prepare their organizations.
NEJM Catalyst New Marketplace Theme Leader Leemore Dafny and Leadership Theme Leader Stephen Swensen weigh in on the most influential and inspiring readings of their careers.
NEJM Catalyst Insights Council members predict no clear winners, only losers. Some of their concerns have already been borne out.
Most preventable deaths via medical error in U.S. hospitals have a second victim: those involved in their care.
When it comes to burnout, physicians have a responsibility to say “that’s not sustainable.”
NEJM Catalyst Insights Council members point to the clerical burden caused by electronic health records as a proximate cause of physician burnout.
If you were appointed the head of CMS or a major hospital system and given carte blanche, what changes would you make first?