Curing Physician Management is written for physicians who are in, or are considering taking on a management role, and for anyone who is managing health professionals. There are three basic ingredients to being successful: 1. Embracing the philosophy that humility is an essential, and developable, trait. Knowing that we don't know what we don't know allows us to not only learn but to include others in our quest to provide better health care; 2. We need to cultivate, embrace, and regularly employ a personal set of principles that are aligned with our own values and with the mission and values of our profession. Providing great health care is not easy, nor is management, and we always need to remind ourselves about why we've made the commitment to care for people, and to manage and lead others to also do so. 3. The skills necessary for successful management are not innate, nor are they routinely given to physicians or others as part of their education and training. In fact, historically, much of the training of physicians was in opposition to being a successful manager of people and of organizations. We need to spend time identifying the skills that are needed, and being sure we learn and re-learn them as we move through the levels of management and leadership. Much of what has been written about physician management comes from the business and academic management community. It often takes a system-level approach, and adapts design elements from professions and endeavors other than healthcare.The premise behind Curing Physician Management is that much can be learned from evaluating what types of personalities enter the management of physicians, or become physicians who aspire to leadership and management, what challenges of management might be unique to healthcare, and what strengths and weaknesses healthcare practitioners carry over into management roles. By using real-life examples of what can work, and what did not, Curing Physician Management demonstrates what can be done to optimal successful management practices, and what can be learned from management failures.