From Burnout to Partnership: Attracting Physicians Leaving Hospital Systems – A Special Snack Episode, EP 225
Healthcare unions are gaining ground in hospitals and health systems—but if you're a private practice owner, this isn't just a labor relations story. It's a signal of a much bigger opportunity heading your way. With 25% of physicians in hospital-led organizations actively considering leaving, seasoned doctors are looking for alternatives to systems that have burned them out. And many are turning their attention to private practice models that offer something hospitals can't: genuine autonomy and a voice in how medicine gets practiced.
In this SNACK episode, Tracy and Miranda connect the dots between what's driving physicians out of employed settings and what that means for practice owners who are thinking about hiring, expanding, or bringing on partners. This conversation goes beyond basic recruitment strategies—it's about positioning your practice as an attractive alternative for talented physicians who are fed up with being commodified by large systems.
Whether you're ready to scale your practice or you're just starting to think about what growth could look like, understanding this moment in healthcare is critical. The opportunity isn't just about filling a position. It's about building something that could become your legacy.
Key Takeaways
The unionization movement in healthcare reflects inhumane expectations in large systems, particularly affecting physicians who can't unionize in many states while nurses and residents gain union protection
25% of physicians in hospital-led organizations are considering leaving, creating significant opportunities for private practice owners to attract seasoned, experienced talent
Young physicians often choose employment initially due to six-figure medical school debt and the overwhelming prospect of starting a practice, not because they lack entrepreneurial drive
Practice owners can compete with health systems by positioning their practices around autonomy, profit-sharing, and tiered partnership models rather than trying to match corporate salaries
The most effective recruitment strategy treats hiring like marketing—understanding physician pain points (burnout, lack of autonomy, commodification) and showing what's possible in your practice
Why are physicians in hospital systems pushing for unionization? The core issue is inhumane expectations in larger integrated systems. In states like California, nurses have strong union protection and residents are unionized, but attending physicians often can't unionize—meaning their labor is simply extracted without the protections their colleagues receive. This creates an unsustainable situation where physicians bear the brunt of impossible workloads.
What's the biggest misconception about why young doctors choose employment over private practice? Many assume younger physicians just want "easy street," but that's not accurate. The real barrier is typically six-figure debt from medical school combined with the overwhelming prospect of taking on more debt to start a practice. Being an employed physician isn't actually easy unless you're in a very specific practice with limited hours—most employed positions come with their own intense demands.
How should practice owners position themselves to attract physicians leaving hospital systems? Think of it like marketing: understand the pain points (burnout, lack of autonomy, being treated as a commodity) and show what's possible in your practice. Consider offering tiered employment models that lead to partnership opportunities, profit-sharing arrangements, and genuine autonomy. Don't just offer straight employment—that's too similar to what they're leaving. Offer something meaningfully different.
What's the opportunity for practice owners in this shift? Seasoned physicians with years of system experience are actively looking to leave employed settings. These aren't fresh graduates—they're experienced doctors who know exactly what they don't want and are willing to take on the challenges of private practice for the autonomy it provides. This creates opportunities to expand your practice, build partnerships, and create something that could eventually be sold when you're ready to retire.
Episode Highlights
The reality of unionization in healthcare: who gets protected and who doesn't
Why autonomy consistently ranks as the most valuable aspect of practice ownership, even outweighing stress and long hours
The financial and psychological barriers that push young physicians toward employment initially
How 25% of hospital-employed physicians considering leaving creates a talent opportunity
Positioning your practice as attractive: what seasoned physicians actually want
Tiered partnership models: bringing providers on with a path to ownership
Why straight employment isn't enough—and what to offer instead
Building a practice that becomes a legacy and potentially sellable asset
Treating provider recruitment like marketing: understanding pain points and demonstrating possibilities
Memorable Quotes
"I believe what's driving it is the absolutely inhumane expectations of pretty much everybody in healthcare, especially the larger integrated systems."
"Even with the risk, they feel like at the very least, they're going to have some control, and they'll definitely have autonomy. And the autonomy in our surveys was the thing that made it all worth it—even the stress, even sometimes working long hours."
"I wouldn't offer any straight employment, by the way, because you need to offer something a little bit sweeter than just straight employment."
"The pain points are burnout, lack of autonomy, lack of having a say. So find out what their pain points are and show them what's possible if they come on with you."
"Maybe you create now something that is more sellable when you're ready to retire and continues to build off of the legacy that you've already created."
The healthcare landscape is shifting, and private practice owners have a genuine opportunity to attract talented, experienced physicians who are ready to leave hospital systems. This isn't about competing on salary alone—it's about offering autonomy, partnership potential, and a fundamentally different way to practice medicine. If you're thinking about growth, now is the time to position your practice thoughtfully.
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Miranda’s Bio:
Miranda Dorta, B.F.A. (she/her/hers) is the Manager of Operations and PR at Tracy Cherpeski International. A graduate of Savannah College of Art and Design with expertise in writing and creative storytelling, Miranda brings her skills in operations, public relations, and communication strategies to the Thriving Practice community. Based in the City of Oaks, she joined the team in 2021 and has been instrumental in streamlining operations while managing the company's public presence since 2022.
Tracy’s Bio:
Tracy Cherpeski, MBA, MA, CPSC (she/her/hers) is the Founder of Tracy Cherpeski International and Thriving Practice Community. As a Business Consultant and Executive Coach, Tracy helps healthcare practice owners scale their businesses without sacrificing wellbeing. Through strategic planning, leadership development, and mindset mastery, she empowers clients to reclaim their time and reach their potential. Tracy designs and delivers CME-accredited wellness retreats and workshops in partnership with medical associations, bringing burnout prevention and sustainable practice management to physicians nationwide. Based in Chapel Hill, NC, Tracy serves clients worldwide and is the Executive Producer and Host of the Thriving Practice podcast. Her guiding philosophy: Survival is not enough; life is meant to be celebrated.
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