For physicians caught between the clinician they trained to be and the leader they are becoming, and for those taking stock of what they want from the rest of a medical career, whether or not a title is part of it. Lisa helps them get clear on what they want and find the words to move toward it. The work happens in conversation, the kind most people cannot have on their own.
Lisa coaches physicians and advanced practice providers at two turning points, and often at both at once.
Stepping into leadership. New and rising physician leaders, medical directors, chiefs, service-line leaders, and physician executives, along with the physician-administrator dyads and interprofessional teams that run most health systems. The step from clinician to leader is the hardest transition in a medical career, and the least supported.
Taking stock, or building something new. Physicians and advanced practice providers taking stock of what they want from the rest of a career, questioning whether clinical medicine is still the right fit, or shaping a consulting, advisory, thought-leadership, entrepreneurial, or nonclinical path on the expertise they already have. The work is getting honest about what you want, naming what your record adds up to, and positioning it for the people and organizations who hire for it.
Lisa coaches nurse practitioners and physician associates as well as physicians, work she knows well from years of collaborating with and developing advanced practice colleagues. A clinician can arrange coaching directly, or their organization can sponsor it.
Not sure where you are yet? Start with the short self-assessment that matches your turning point. Each takes about five minutes, and you get an honest read, the research behind it and one next step.
Stepping into leadership. Take the Leader Identity assessment for an honest read on the kind of leader you are becoming.
Taking stock, or building something new. Take the Taking Stock assessment for a read on where your career is and what kind of move fits.
Lisa coaches from roles she has held. She has directed primary care service lines, been medical director of a virtual-first primary and urgent care company and sat on the board of an accountable care organization. On the senior leadership team of one of Maine’s largest health systems, she led virtual care transformation as Associate Chief Medical Officer. She has also built ventures of her own, founding and running an integrative medicine practice and creating and hosting Radio Maine. Her coaching draws on that experience of both leading and building, and on a doctoral framework for leading through change.
She also brings two things most coaches cannot. She interviews people for a living on Radio Maine, so she knows how to help someone find the clear version of their story and deliver it well. And she has sat inside health systems deciding who to bring in, which is the view her clients need as they step into visibility and authority.
Coaching runs as a defined series with a clear beginning and end. Before the first session, each client completes a short questionnaire that surfaces where they are and where they want to go. From there the work happens in the sessions and in a shared working document the two build together, so goals, positioning, and plans take shape on the page as they go. Between sessions, clients have email and voice-message access for quick questions.
Lisa shapes each engagement to the person. The work often includes:
Coaching runs as a defined series with a clear beginning and end, and Lisa scopes each one to the person and the goal. Two shapes are common:
Every engagement sets out the work, the time, and the cost up front. The best first step is a conversation.
Physicians and physician associates may be able to self-claim Category 2 CME for coaching engagements, which they self-designate under AMA and NCCPA guidelines.
Lisa is a collaborative and inclusive leader with a rare ability to engage people with different perspectives: physicians, executives, and clinical care teams. She is an exceptional communicator who brings people together to build a shared vision.
Alex Sydnor, FACHE, President and CEO, Shift Group Consulting
A consistent quality I saw in Dr. Belisle was a rigorous, people-centered approach to any project she leads: an insistence on understanding how systems actually function for the people within them, not just how they are meant to function on paper. I can easily see her at the forefront of efforts to reshape our healthcare system.
Dan J. Vick, MD, DHA, MBA, CPE, Chief Medical Officer
A few pieces on leadership and the clinician-to-leader move:
The first step is a conversation. Send a short note about where you are, what you want to change, and your timeline. Engagements are scoped individually. A response typically comes within a week.