NEJM Catalyst Leadership Board Founder

Thomas H. Lee, MD, MSc

Chief Medical Officer
Press Ganey Associates


Dr. Thomas Lee is Chief Medical Officer of Press Ganey, and an internist and cardiologist, who practices at Brigham and Women’s Hospital in Boston. He is a Professor of Medicine, part time, at Harvard Medical School and Professor of Health Policy and Management at the Harvard School of Public Health. Prior to joining Press Ganey, he served as Network President for Partners Healthcare System and CEO for Partners Community HealthCare, Inc., the integrated delivery system founded by Brigham and Women’s Hospital and Massachusetts General Hospital.

He is a member of the Board of Directors of Geisinger Health System, Chairman of the Board of Directors for the Geisinger Health Plan, Geisinger Quality Options, Inc., and Geisinger Indemnity Insurance Company Board of Directors. He is also a member of the Board of Directors of Health Leads; the Board of Overseers of Weill Cornell Medical College; the Special Medical Advisory Group (SMAG) of the Veterans Administration; and the Panel of Health Advisors of the Congressional Budget Office. He is a member of the Editorial Board of the New England Journal of Medicine.

He is the author of more than 260 academic articles and three books, Chaos and Organization in Health Care, Eugene Braunwald and the Rise of Modern Medicine, and An Epidemic of Empathy in Healthcare.

Named in his honor, the Thomas H. Lee Award for Excellence in Primary Care is given each year to recognize a primary care physician at Brigham and Women’s Hospital who meets the needs of his or her patients exceptionally well.

Tom holds a bachelor’s degree in History and Science from Harvard College, a medical degree from Cornell University Medical College, and a master’s degree in Epidemiology from the Harvard School of Public Health. He lives in Milton, Massachusetts, with his wife, Dr. Soheyla Gharib, who is Chief of Medicine at Harvard University Health Services. The couple has three daughters.

Michael Dowling and Charles Kenney headshots

Leadership

Rebooting Health Care: An Optimistic Outlook

The U.S. health care system may seem broken, but it’s on its way to greatness, according to the authors of Health Care Reboot. They discuss their optimism for U.S. health care reform, particularly on the social determinants of health, payment, consumerism, and technology.

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Care Redesign

“You’re Old Without Hearing Aids”— Addressing the Silent Epidemic of Hearing Loss

Hearing loss isn’t a normal consequence of aging. But it is associated with a higher risk of dementia, depression, and falls. The Chief Medical Officer for AARP Services talks about combating this huge but silent epidemic that impacts all ages.

Michael Bennick Yale New Haven Hospital Medical Director of the Patient Experience - Yale Living History Project

Care Redesign

The Living History Project: Open-Ended Patient Interviews Create a Therapeutic Bridge

A program at Yale has students conduct open-ended interviews with patients about their lives, their hopes, their values, and what they most want their medical team to know — creating the opportunity for human connection and a better care experience.

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Care Redesign

Hypertension Guidelines: Achieving 90% Success

Focused and innovative health systems are managing to control blood pressure for 9 in 10 patients, which is well above the national average of 50% to 60%.

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Care Redesign

Beyond Evidence-Based Medicine

Interpersonal medicine is not just about being nice — it’s about being effective.

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Leadership

Can Anybody Build a High-Performing Team?

Can anyone in health care build a high-performing team? What does it take to build one?

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Leadership

Changing the Culture of Medicine: A Starting Point

Where does changing the culture of medicine begin?

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New Marketplace

Surgical Value — Beyond Bundled Payments

The surgeon has a crucial role in defining value for patients in a population — and not just when that patient is in need of the surgeon’s knife.

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Leadership

What Health Care Leaders Should Stop Doing

We know what leaders need to do more of to create a culture of grit. But what should they stop doing?

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Leadership

Health Care Teams with Grit

Four key elements that characterize gritty individuals, gritty teams, and gritty organizations.

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