This story is one of more than 20 health system profiles featured in the 2025 AMA Joy in Medicine® magazine (log into your AMA account to view).
For health care systems, it’s clear that providing the best care to patients and communities starts by looking within. And better patient care stems from arming physicians and care teams with support and resources to care for themselves so they can be champions for their patients.
Henry Ford Health has taken this philosophy to heart by integrating its ambitious physician well-being initiatives into a robust program that supports its values, vision and system strategy.
“We know we can't live our goals to improve people's lives through excellence in the science and art of health care and healing without investing in our workforce,” says Lisa MacLean, MD, a psychiatrist and chief clinical wellness officer of the Henry Ford Medical Group. “Physician vitality is a core part of our strategy, which also includes creating a culture of caring and easing the burdens of practice.”
Henry Ford Health’s well-being initiatives started long before the COVID-19 public health emergency thrust physician burnout further into the spotlight. Marwan Abouljoud, MD, who leads the system’s transplant work, is a well-being thought leader who started building the groundwork and support for this work at Henry Ford Health years ago. Then, in 2017, Dr. MacLean came on board to lead and oversee physician well-being efforts for the Henry Ford Medical Group, which includes about 2,000 physicians.
“This work aligns nicely with the AMA’s Joy in Medicine® Health System Recognition Program, which empowers health systems to reduce burnout and build well-being so that everyone can thrive,” says Dr. MacLean.
Through the years, well-being has evolved into more than just an idea at Henry Ford Health—it is now at the heart of the health system’s strategic plan.
Integrating well-being into strategy
Henry Ford Health’s overall strategy is guided by three foundational pillars: engagement, innovation and growth. And at the heart of each is a strong commitment to well-being.
“A workforce with increased well-being that is healthy, productive and engaged is better equipped to grow the business and achieve system objectives,” says Dr. MacLean. “We know if this is done well, well-being can become a source of competitive advantage where people come to your organization because they see you care about their well-being and you care about them as individuals.”
The first step to integrating well-being into the system strategy was building a wellness governance infrastructure, which incorporates multiple key stakeholders who work together to improve the well-being of all team members. The system also has a dedicated Office of Physician Well-being led by Dr. MacLean in collaboration with Kimberlydawn Wisdom, MD, MS, senior vice president of community health and equity, and chief wellness and diversity officer at Henry Ford Health.
Over the past few years, the system has committed resources to support the Office of Physician Well-being and continues to build upon the work. The office also has a well-being coordinator and a director of graduate medical education well-being. The well-being teams collaborate with human resources, leadership development, employee well-being, employee assistance program and population health. They also work closely with physicians, nonphysician providers, registered nurses and other health professionals.
“These collaborations … have helped me navigate the system and be a person recognized within the organization as someone committed to this work,” Dr. MacLean says. “This visibility has helped break down barriers and opened my door, allowing people who have ideas or need support to enter. Improving the well-being of all is not just the job of one.”
