PRACTICE DECISION TOOLS
FOR Doctors, Specialists, NPs, PAs
Physician-Patient Archetype Test • Marketing • CMT Patient Study • See all tools
RESEARCH & PROOF
National Stats, Industry Research
CMT Research Briefs • Polls • Visuals • Legal Op • Natl Stats • Contact
The quarterback who tries to carry every play doesn't last the season.
Own the relationship. Lead the care.
Why physicians who share the work may keep the relationship longer. Told as a story where your patient is the hero and you are the guide, and backed by primary care research, real practice redesigns, and the membership businesses your patients already love.
Your patient is the hero. You're the guide who calls the play. A great quarterback doesn't run every route; they own the game plan, read the field, and trust the team to execute.
The scoreboard
Five things the evidence says, before the story begins.
Physician hours per day to deliver guideline care to a 2,500-patient panel. With a team model: 9.3.3
Nearly two hours of EHR and desk work for every hour with patients, plus 1 to 2 hours at night.2
Clinician burnout fell by at least half in two Colorado practices after a team redesign, except during low staffing.9
In concierge medicine, the patient is the hero
Your patient wants a doctor who knows them, shows up when it matters, and a practice that never drops the ball.
You are the guide. And a guide who tries to carry every play can't guide anyone for long.
In the CMT approach to concierge medicine, the physician is never the hero of the story. The patient is. The physician is the trusted guide who helps them get where they want to go. That is exactly why the guide's stamina matters.
Many physicians, especially those who chose concierge and membership medicine, carry a quiet belief: if I don't do it myself, it won't be done right. It sounds like excellence. Over time, it turns every missed callback and every slow refill into a personal failure. Day after day.
This brief tests a different idea. What if the shift is from "I have to carry it all" to "I own this relationship, and I lead the people around it"?
Objective. To examine whether evidence supports a physician leadership model in which the physician keeps the relationship and the clinical judgment while a led team shares the work.
Methods. Structured review of peer-reviewed primary care research, national survey data, published practice redesigns, public company documents from subscription businesses, and CMT publications. Sources were checked October 5, 2026.
Findings. One physician cannot deliver all recommended care for a typical panel.3 Shared-care redesigns are associated with lower burnout and greater professional satisfaction,8,9 but results depend on team culture4 and on protecting the staff who take on the work.5 Leadership quality is linked to the well-being of those being led.6
Conclusion. The evidence supports the message, framed as leadership and practice design rather than a mindset tip. No peer-reviewed study specific to concierge or membership practices was located; applications to those models are editorial analysis.
Your patient
- Wants to be known
- Wants you there when it matters
- Wants nothing to fall through the cracks
You, the physician
- Brings empathy and authority
- Calls the play
- Owns the relationship
Nurses, MAs, front desk
- Runs the routes
- Follows protocols you wrote
- Never drops the ball
The villain isn't your patients or your team. It's a belief.
"I'm supposed to be the quarterback, and the quarterback carries every play."
It looks like dedication. It feels like love for your patients. But a quarterback who keeps the ball on every snap gets hit on every snap. Eventually, the quarterback doesn't get back up, and the patient loses the guide they chose.
Is "being the quarterback" the villain?
Not quite, and the difference matters. Calling the play is good leadership; that's the guide's job, and it's the hero image at the top of this brief. The villain is the belief that the quarterback has to be the whole offense: run every route, block every rush, and take every hit.
In StoryBrand terms, it's sharper still. Miller warns that a guide who acts like the hero loses the audience.15 A physician who believes they must personally carry every play has quietly cast themselves as the hero of the patient's story. That's the villain this brief names.
Where the old playbook came from
This isn't a character flaw. It was taught, rewarded, and written into the language of medicine.
The language: "captain of the ship"
A 1949 Pennsylvania court case, McConnell v. Williams, compared the surgeon to a ship's captain in complete charge of everyone in the operating room. It arose partly because charity hospitals were then shielded from liability, leaving the surgeon as the one who could be held responsible.23
The culture: never call in
At one large children's hospital, 83% of attending physicians and advanced practice clinicians said they had worked while sick in the past year, even though 95% agreed it put patients at risk.22
The system: work that piles up
Desk and EHR work takes nearly two hours for every hour with patients.2 When no one else is designed to catch it, the most conscientious person in the building does.
The promise: "you'll always get me"
Many membership models sell personal access to the physician. When the promise is personal, every handoff can feel like breaking it.
What happens next: the ripple effect
Follow the chain from one belief to the patient's experience. Each link is supported by research, but these are associations, not proven causes, and most studies are observational.
- The belief"Carry every play"The guide takes on work the team could own.
- The overload26.7 hrsNeeded per day to do it all alone for a 2,500-patient panel.3
- The burnout41.9%Of U.S. physicians reported at least one burnout symptom in 2025.1
- The exit risk3.1×Higher odds of intending to leave the job when burned out.24
- The hero feels it2.2×Higher odds of patient dissatisfaction with burned-out physicians.24
A 2022 review pooled 170 studies of 239,246 physicians.24 Burnout was linked to:
Gauges are drawn to scale against an odds ratio of 4, and against 22 studies for continuity.
Why continuity is on this list. A guide who burns out or leaves breaks the relationship. In a systematic review, 18 of 22 studies found that patients with greater continuity with the same doctor had lower mortality. All of that evidence is observational.26
Read with care. An earlier meta-analysis found burnout had a weaker, but still significant, link to lower patient satisfaction than to provider-reported quality.25 Results across studies vary widely, and many outcomes are self-reported.24
A note on integrity. You may have seen a widely shared 2018 JAMA Internal Medicine meta-analysis on burnout and patient satisfaction. It was retracted, so CMT does not cite it as evidence.27 The 2022 review cited above comes from the same research group.24
The problem, on three levels
StoryBrand describes problems on three levels: what's happening on the outside, how it feels on the inside, and why it's simply wrong.15 Here's how all three show up for the guide, and why your patients feel it too.
On the outside
More recommended care, messages, and paperwork than one person's hours can hold.
On the inside
Every gap feels personal. Guilt follows the doctor home.
What's simply not right
A good doctor shouldn't have to be a martyr to give patients good care.
The problem isn't your work ethic. It's the math.
Physician burnout is improving, but it hasn't gone away. In 2025, 41.9% of U.S. physicians reported at least one symptom of burnout, down from 43.2% in 2024 and 48.2% in 2023.1 Better. Still roughly two in five.
The time pressure is structural. Researchers at the University of Chicago estimated how long it would take one primary care physician to deliver guideline-based preventive, chronic, and acute care, plus documentation and inbox work, to a 2,500-patient panel. The answer was 26.7 hours a day. With a team-based model, the physician's share dropped to 9.3 hours.3
Much of the load isn't uniquely physician work. An AMA-led time-and-motion study found that for every hour of direct patient time, physicians spent nearly two more hours on EHR and desk work during the clinic day, plus one to two hours most nights.2
Why membership medicine feels this differently
Membership practices typically serve much smaller panels, so the time math is gentler. But the pressure often isn't. Many membership models promise personal access to the physician. When the promise is "you'll always get me," every handoff can feel like breaking a promise. That is editorial inference, not a measured finding, and it is exactly why this conversation matters for CMT readers.
Trade in the old playbook
The change this brief asks for is a change of identity, from the player who carries the ball to the leader who calls the play.
An honest caution. Physicians Wendy Dean and Simon Talbot argue that much clinician distress is moral injury, rooted in broken systems rather than broken people.7 A reframe alone won't fix a broken system. Practice design and leadership, though, are things a physician can change inside their own walls.
Even great guides need someone in their corner
In StoryBrand, a guide earns trust two ways: by understanding the hero's struggle, and by proving they can help.15 You do that for your patients every day. Here, CMT offers the same two things to you.
You went into medicine to take care of people. Not to answer portal messages at 10:40 at night.
If you've ever stayed late to clear the inbox because you couldn't stand the thought of something slipping, you're not alone. That instinct is why your patients chose you.
It's also the instinct most likely to wear you out.
Game film: practices that changed the play
These are published, verifiable examples. None is a concierge practice, and that matters: CMT located no peer-reviewed redesign study inside a membership practice. What these examples offer is a tested pattern.
- 2013Annals of Family Medicine
23 practices that found joy again
Researchers visited 23 high-performing primary care practices, from small private offices to VA clinics and academic centers. The common moves: planned care with previsit labs, expanded rooming protocols and standing orders, team documentation, inbox management by the team, and regular huddles. The authors concluded that shifting from a physician-centric model to shared care, with more support staff per physician, can produce higher-functioning teams and greater professional satisfaction.8
The lesson: the physician still leads every patient's care. The team handles what a protocol can handle. - 2014San Francisco primary care clinics, JABFM
Culture is the multiplier
Among 231 clinicians and 280 staff, tighter team structure was associated with less clinician exhaustion, but mainly where people reported a strong team culture. Where culture was weak, structure seemed to matter little.4
The lesson: an org chart is not a team. Trust and shared ownership come from how the physician leads. - 2018VA primary care teams, JABFM
When delegation becomes dumping
In a national survey of VA physician and nurse pairs, physicians who delegated more reported less burnout. Nurses who were relied on more reported more burnout.5
The caution: leading the team includes protecting the team. Moving work is only progress if the person receiving it has the time, training, and support. - 2019University of Colorado, Annals of Family Medicine
More support, less burnout
Two family medicine practices raised their medical assistant to clinician ratio from about 1:2 to 2.5:1 and expanded MA roles: enhanced rooming, in-room support including scribing, post-visit wrap-up, and inbox help. Clinician burnout fell by at least half in both practices, except during low-staffing periods, which also hurt staff.9
The lesson: the model works when it is staffed and trained. Understaffing erases the gains for everyone. - 2022University of Chicago, Journal of General Internal Medicine
The math, measured
The 26.7-hour estimate showed why the solo model can't work for a typical panel, and the 9.3-hour team estimate showed what's possible when about 65% of services are handled by other team members.3
The lesson: sharing the work isn't a luxury. For a typical panel, it's the only way the recommended care adds up.
What great service and membership businesses already know
Your patients pay for memberships every month. The companies that keep those members for years tell a remarkably similar story: one clear owner, a team given context instead of control, and frontline people trusted to make things right. These are business stories, not clinical evidence. Each comes from the company's own documents, its leaders, or published reporting.
Never lose a guest
Ritz-Carlton co-founder Horst Schulze has described the moment he told his managers that every employee, not only supervisors, could make a decision worth up to $2,000 to keep an unhappy guest. He called it the biggest shock anyone had heard. The experienced managers resisted more than the new employees did.17
His example was small on purpose. A guest says street noise kept them up all night, so an employee simply buys their breakfast. No escalation. No waiting for permission. And the freedom came with training: Schulze said each employee was certified in how to resolve problems well.17
Your team is the patient experience
Michael's books on patient experience make the same point from inside the practice: patients judge a practice by every person they meet, not only the physician. These practices from the books translate directly into leading the care.18,19,20
A simple plan beats a heroic one
Read this first: what this plan is, and isn't
StoryBrand says a guide should hand the hero a clear plan.15 You do that for your patients. But a guide needs a plan for running the practice, too. Dan Martell's Buy Back Your Time supplies it. His core idea: leaders should hire to buy back their time, not only to grow, and then reinvest that time in the work only they can do.14,21 His three-step Buyback Loop translates well to a clinic.
Track three clinic days. Write down every task you touch, including the ones after dinner.
Sort each task with CMT's Keep, Coach, Hand Off lanes, then move one. Martell's Camcorder Method helps: record yourself doing it once so the team can learn it.14
Spend the time you won back on the complex patient, the hard conversation, the relationship. And yes, on your family.
The 10-80-10 visit
Martell describes a 10-80-10 rule for handing off delivery work: the leader does the first 10%, the team handles the middle 80%, and the leader finishes the last 10%.21 Here's one way it could look in a membership practice. This adaptation is CMT's.
Illustrative only. The 10-80-10 percentages describe a leadership principle, not measured time in clinical visits. Which tasks a team member may perform depends on state law, credentials, supervision rules, and your practice's protocols.
The three-step start
Track three clinic days
Write down every task you touch, including the ones after dinner.
Sort each task
Keep what only you should do. Coach what a trained teammate could own with a protocol. Hand off what never needed a medical degree.
Move one task
Just one. Write the protocol, train it, and check in two weeks later so a handoff never becomes a gap.
Keep, Coach, Hand Off is CMT's own framework, inspired by Martell's time audit. It is not Martell's terminology.
Climb the ladder, one rung at a time
Martell's Replacement Ladder says leaders should hand off work in order, starting with administrative tasks and climbing toward leadership.21 A practice version, adapted by CMT, might look like this.
CMT's adaptation of Martell's Replacement Ladder for medical practice. Order and roles are suggestions, not a staffing standard.
Try it: where would you put these?
Choose a lane for each task to see CMT's suggestion. What you can delegate depends on your state, your team's credentials, and your own protocols.
CMT's suggestions are editorial examples for discussion, not clinical, legal, or compliance determinations.
Check these with qualified advisors
- Scope of practice and licensure. What nurses, medical assistants, and other staff may do varies by state, credential, and setting.
- Supervision and standing orders. Many states set rules for physician supervision, delegation, and written protocols or standing orders.
- Documentation. Delegated work should be documented so it's clear who did what, when, and under which protocol.
- Privacy and communication. Patient messages and callbacks handled by staff must meet HIPAA and your own privacy policies.
- Professional liability coverage. Confirm with your carrier how expanded staff roles are covered.
- Patient agreements. If your membership agreement promises direct physician access, review its language before changing who responds to members.
- Staff capacity. In a national VA study, nurses who were relied on more reported more burnout.5 Train, staff, and check in.
This checklist is educational and not exhaustive. It is not legal, medical, financial, or compliance advice and does not create an advisory relationship. Consult a healthcare attorney, your state licensing boards, and your liability carrier before changing clinical workflows, staffing roles, or patient agreements.
Great guides don't wait for a perfect season. They call the next play.
Run your three-day audit
Track three clinic days. Mark each task Keep, Coach, or Hand Off. Then move one task. One task. That's how leadership starts.
Review the planLearn with physicians who made the shift
Join physicians and practice leaders at the Concierge Medicine Forum, CMT's educational leadership gathering. Learn. Build. Lead.
Learn about CMF"I'm your doctor, and I lead a team that makes sure nothing falls through the cracks."
Redefine the promise before anyone feels a broken one. Patients who know who will call them, and why, are less likely to feel handed off. Review any change to your membership agreement with counsel first.
If nothing changes
Exhaustion. Quiet resentment. A practice that depends on one tired person. And eventually, patients who lose the doctor they chose because that doctor burned out or walked away.
Martell calls this point the Pain Line: when a leader's workload outgrows them, he argues, they tend to sabotage, stall, or sell.21 The physician version, in CMT's reading, is familiar.
In 2025, 41.9% of physicians nationally reported at least one symptom of burnout.1
What success looks like
You leave on time on a Tuesday. Routine callbacks were handled by a protocol you wrote together. The portal was triaged before it reached you. The complicated patient who needed you got your full attention.
You're still their doctor. You're just not doing it alone.
In StoryBrand, the story ends in success for the hero.15 Here, your patient gets a practice that never drops the ball, and you get to become the guide you meant to be. Not less of a doctor. More of a leader.
The best concierge physicians I know aren't the ones who do everything. They're the ones who make sure everything gets done well.Michael Tetreault, Editor-in-Chief, Concierge Medicine Today
Leadership is now a clinical skill. The physician who leads a great team will give more care, for longer, than the physician who tries to give it all alone.Michael Tetreault, Editor-in-Chief, Concierge Medicine Today
CMT isn't against any practice model or any doctor who is still carrying the whole load. We're for physicians, and for the relationships you've built.
It is no longer about being the best doctor in the world. It's about being the best doctor for the world, for your patients, and for your community. That kind of doctor needs a team.
Inspired by Jeff Henderson's Know What You're FOR.16
How this brief was prepared
- 12 peer-reviewed studies and reviews
- 1 national physician survey source (AMA)
- 5 company documents and leader interviews
- 4 framework books and summaries
- 3 CMT books by Michael Tetreault
- 1 court case, with commentary
- 1 retracted study, listed for transparency only
Design
Structured narrative review. Searches covered peer-reviewed primary care and burnout literature, national physician survey data, published practice redesign evaluations, and public documents from subscription businesses (SEC filings, company publications, leader interviews, and reporting on company practices). Searches were conducted October 5, 2026.
Source hierarchy
Peer-reviewed journals and national survey data were preferred for clinical and workforce claims. For businesses, primary company documents were preferred, such as Costco's Form 10-K and Netflix's published culture memo. Where a primary document was not directly accessed, reputable reporting is identified as such in the references.
Use of business examples
Business examples are analogies that illustrate leadership patterns. They are not evidence that any practice will achieve similar results. Each company is named only to illustrate a practice described in the cited source. Nothing in this brief evaluates any company's products or services, and no company reviewed or endorsed this brief.
Frameworks and voice
The structure follows Donald Miller's StoryBrand framework,15 applied the way CMT and Michael Tetreault apply it to concierge medicine: the patient is the hero and the physician is the guide. The plan draws on Dan Martell's Buy Back Your Time, including the Buyback Loop, the Camcorder Method, the 10-80-10 rule, the Replacement Ladder, and the Pain Line, described from the book and published summaries.14,21 The tone draws on Jeff Henderson's Know What You're FOR.16 No direct quotations from those books are used. Their application to medical practice, including the quarterback metaphor, is CMT's. Practices attributed to Michael Tetreault's books are CMT publications by the Editor-in-Chief, identified as such, and are editorial guidance rather than research findings.
How the plan in Part 5 was developed
The plan combines Dan Martell's business frameworks, as described in his book and published summaries, with practices reported in peer-reviewed studies of team-based primary care. CMT translated those ideas into clinical language and examples. The plan, the task suggestions in the sorter, and the practice ladder are editorial guidance. They have not been tested as a package, have not been reviewed by Martell, and are not clinical protocols or compliance standards.
Use of statistics
Figures are reported as published by their sources, with the source year shown. Odds ratios come from observational studies and describe associations, not proven causes. Where sources disagree or carry important limits, the brief says so. One widely cited 2018 meta-analysis was retracted and is listed only to document that it is not used.
Limitations
No peer-reviewed study measuring burnout or team design inside concierge or membership practices was located; this does not mean none exists. The Porter estimates assume a 2,500-patient panel and an idealized team. The Colorado evaluation covered two practices. The Mayo leadership study measured supervisors of physicians, not physicians leading teams. Burnout surveys use different definitions. The Editor-in-Chief quotations are opinion, not findings.
Preparation disclosure and citation
This brief was drafted with AI research assistance and reviewed against the listed sources. It should receive editorial review before publication. Any sponsorship or conflict of interest should be disclosed here before distribution.
Cite as: Concierge Medicine Today. Own the Relationship, Lead the Care: Why physicians who share the work may keep the relationship longer. CMT Research Brief No. 23. October 2026.
Disclaimer
This publication is provided by Concierge Medicine Today, LLC for educational and informational purposes only. It is not medical, legal, financial, tax, or accounting advice and should not be relied upon as such. Rules for delegation, scope of practice, standing orders, supervision, and membership agreements vary by state, credential, and setting, and change frequently. Consult qualified legal, regulatory, and financial professionals before changing clinical workflows, staffing, or patient agreements.
Concierge Medicine Today is an independent leadership publication and industry convener. It does not endorse any practice model, company, or vendor, and it does not disparage other models of care. References to organizations and authors are informational and do not imply endorsement by or of those organizations or authors. Statistics are reported as published by the cited sources; where CMT has inferred a connection, it is identified.
© 2026 Concierge Medicine Today, LLC. All rights reserved.
References
- American Medical Association. U.S. physician burnout hits lowest rate since COVID-19 (2024: 43.2%; 2023: 48.2%; 2022: 53%). 2025. ama-assn.org. And: Healthcare Dive. Physician burnout is improving but some specialties lag, the AMA finds (2025: 41.9%). 2026. healthcaredive.com
- Sinsky C, Colligan L, Li L, et al. Allocation of physician time in ambulatory practice: a time and motion study in 4 specialties. Annals of Internal Medicine. 2016;165(11):753-760. PubMed
- Porter J, Boyd C, Skandari MR, Laiteerapong N. Revisiting the time needed to provide adult primary care. Journal of General Internal Medicine. Published online July 2022. Summaries: UChicago Medicine; AAFP, Family Practice Management; category breakdown via Healthcare Innovation
- Willard-Grace R, Hessler D, Rogers E, Dubé K, Bodenheimer T, Grumbach K. Team structure and culture are associated with lower burnout in primary care. Journal of the American Board of Family Medicine. 2014;27(2):229-238. jabfm.org; sample described by National Academy of Medicine
- Edwards ST, Helfrich CD, Grembowski D, et al. Task delegation and burnout trade-offs among primary care providers and nurses in Veterans Affairs Patient Aligned Care Teams (VA PACTs). Journal of the American Board of Family Medicine. 2018;31(1):83-93. jabfm.org
- Shanafelt TD, et al. Impact of organizational leadership on physician burnout and satisfaction. Mayo Clinic Proceedings. 2015;90(4):432-440. Mayo Clinic News Network
- Dean W, Talbot S, Dean A. Reframing clinician distress: moral injury not burnout. Federal Practitioner. 2019;36(9):400-402. MDedge
- Sinsky CA, Willard-Grace R, Schutzbank AM, Sinsky TA, Margolius D, Bodenheimer T. In search of joy in practice: a report of 23 high-functioning primary care practices. Annals of Family Medicine. 2013;11(3):272-278. PMC
- University of Colorado Department of Family Medicine. Practice transformation under the University of Colorado's Primary Care Redesign model (previously APEX). Annals of Family Medicine. 2019;17(Suppl 1):S24. PMC
- Innovation Leader. Ex-Amazonian Bill Carr shares the keys to Amazon's culture (single-threaded leadership; co-author of Working Backwards). innovationleader.com
- Netflix. Netflix Culture Memo (context not control). Accessed October 5, 2026. jobs.netflix.com
- Costco Wholesale Corporation. Form 10-K for fiscal year ended August 31, 2025 (member renewal rate; human capital). U.S. Securities and Exchange Commission. sec.gov
- Chewy (company publication). Joymakers: Nicole Collado-Lopez dreams up and delivers personalized presents for Chewy's pet parents. be.chewy.com. And: CommerceNext. How Chewy turned customer care into its biggest competitive advantage. 2025. commercenext.com
- Martell D. Buy Back Your Time: Get Unstuck, Reclaim Your Freedom, and Build Your Empire. Portfolio; 2023. Summary: Next Big Idea Club
- Miller D. Building a StoryBrand. HarperCollins Leadership; 2017. Summary: grahammann.net
- Henderson J. Know What You're FOR: A Growth Strategy for Work, An Even Better Strategy for Life. Zondervan; 2019. Global Leadership Network
- Chief Executive. Ritz-Carlton founder Horst Schulze on creating a gold standard (interview). chiefexecutive.net
- Tetreault M. No More Waiting Rooms: A Customer Service Road Map to Help Remarkable Medical Offices Navigate Their Way Towards an Irresistible Practice Where Gratitude Is on Repeat. Concierge Medicine Today, LLC; 2024. (CMT publication.)
- Tetreault M. Remark-ology: Creating a Remarkable Patient Experience Worth Remarking About to Others. Concierge Medicine Today, LLC; 2025. (CMT publication.)
- Tetreault M. Marketing Your Brand of Membership Medicine. Concierge Medicine Today, LLC; 2025. (CMT publication.)
- Summaries of Martell D, Buy Back Your Time (Buyback Loop, Replacement Ladder, 10-80-10 rule, Pain Line): SoBrief; Insight Books; Jonathan Rintala. Secondary sources; consult the book for Martell's exact framing.
- Szymczak JE, Smathers S, Hoegg C, Klieger S, Coffin SE, Sammons JS. Reasons why physicians and advanced practice clinicians work while sick: a mixed-methods analysis. JAMA Pediatrics. 2015;169(9):815-821. Summary: The Hospitalist; Healio
- McConnell v. Williams, 361 Pa. 355, 65 A.2d 243 (1949). Discussed in: The Hospitalist, Law and Medicine column, "Captain of the ship" doctrine (the-hospitalist.org); Physician's Weekly, Understanding "captain of the ship" (2022) (physiciansweekly.com). Not legal advice; the doctrine's status varies by jurisdiction.
- Hodkinson A, Zhou A, Johnson J, et al. Associations of physician burnout with career engagement and quality of patient care: systematic review and meta-analysis. BMJ. 2022;378:e070442. bmj.com. Odds ratios as reported by HealthDay via Physician's Weekly. Observational studies with high heterogeneity.
- Salyers MP, Bonfils KA, Luther L, et al. The relationship between professional burnout and quality and safety in healthcare: a meta-analysis. Journal of General Internal Medicine. 2017;32(4):475-482. PubMed
- Pereira Gray DJ, Sidaway-Lee K, White E, Thorne A, Evans PH. Continuity of care with doctors: a matter of life and death? A systematic review of continuity of care and mortality. BMJ Open. 2018;8(6):e021161. bmjopen.bmj.com
- Retracted: Panagioti M, et al. Association between physician burnout and patient safety, professionalism, and patient satisfaction. JAMA Internal Medicine. 2018;178(10):1317-1331. Listed only to document its retraction; not used as evidence. jamanetwork.com