Dr Andre Posner is a respected physician and medical educator based in Philadelphia, known for his calm leadership and dedication to clinical teaching. Born in Dakar, Senegal, during his parents’ Peace Corps service, Andre was raised in Merion Station, Pennsylvania, in a large, multigenerational household. Early exposure to medicine through his father, a physician who worked on the smallpox eradication campaign in Africa, planted the seeds for a purposeful medical career.
Andre studied pharmacology at the Philadelphia College of Pharmacy and Sciences before earning his medical degree from Nova Southeastern University’s College of Osteopathic Medicine. He has since worked as a hospitalist across several leading institutions, including Frankford Hospital, Main Line Health, and Penn Medicine.
What sets Andre apart is his approach to leadership—quiet, structured, and student-focused. His teaching style has earned him numerous awards, including the Faculty Award for Resident Teaching at Lower Bucks Hospital and multiple honours for excellence in medical education.
Rather than leading with volume, Andre leads with clarity. He developed a four-question framework that helps medical residents organise complex cases, encouraging confidence and sharper decision-making. His focus on mentorship, mindful practice, and real-time teaching tools has made a lasting impact on many young doctors.
Outside the hospital, he finds balance in meditation, chess, and nature walks—habits that reflect his thoughtful and steady approach to medicine.
Andre Posner continues to be a guiding force in medical education and a leader committed to building clear-thinking, confident healthcare teams.
Q&A with Dr Andre Posner
You were born in Senegal while your parents were in the Peace Corps. Did that influence your path into medicine?
Yes, quite a bit. My father was a physician and helped in the effort to eliminate smallpox in Africa during the 1960s. That idea of using medicine to help whole communities stuck with me. I didn’t fully realise it at the time, but I grew up thinking of healthcare as something tied to service, not just science.
What was your path into the field after that?
I grew up in Merion Station, Pennsylvania, with my parents, grandparents, and six siblings. It was busy and loud, but you learned to pay attention. I went to the Philadelphia College of Pharmacy and Sciences, then on to Nova Southeastern University for medical school. I’ve been working as a hospitalist ever since, first at Frankford Hospital, then Main Line Health, and now Penn Medicine.
What drew you toward medical education?
Early in my career, I noticed how many new doctors struggled to organise their thinking under pressure. I started creating small tools to help—nothing complex. One of them was a four-question framework I used during rounds. It helped residents focus and present cases with more confidence. They started using it every day. That’s when I realised teaching could be built into everything we do.
You’re known for being a quiet leader. How has that helped you in a loud industry?
I used to think I had to talk fast and fill every silence. Over time, I learned that giving people space helps them think better. I now pause after I ask a question. I give residents a few seconds to respond. Those little pauses changed everything. They feel safer. They take more ownership. I’m not trying to impress anyone—I want them to be able to think on their feet.
Has that mindset influenced how you run your teams?
Absolutely. When you focus on clarity instead of speed or volume, people make fewer mistakes. They also communicate better. It’s not about slowing everything down—it’s about creating enough space to avoid confusion. That’s especially important in medicine, where even small missteps have big consequences.
You’ve won several teaching awards. What feedback stands out most to you?
I once had a resident tell me, “You made me feel like I could figure things out on my own.” That meant more than any award. My goal has never been to show how much I know. I want to make people feel capable—because they are.
How do you handle burnout in such a demanding role?
I use small routines—chess puzzles in the morning, short walks between buildings without my phone, and three-minute mindfulness breaks during shifts. They keep me grounded. I also encourage residents to try the same. If your brain is overloaded, your decisions suffer. Medicine is hard enough—you don’t need to run on empty.
What advice would you give to someone starting out in medicine today?
Ask questions. Slow down your thinking. Don’t be afraid to admit you’re unsure. And find a mentor who listens more than they talk. You’ll learn a lot from watching how calm leaders operate under stress.
What’s the biggest shift you’d like to see in medical education?
More focus on thinking, not just memorising. We teach a lot of facts, but we don’t always teach how to use them when it matters. If we spent more time helping young doctors think clearly under pressure, outcomes would improve—for everyone.
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