Physicians as leaders of change and burnout agents face constant challenges of leadership within their group practices. The importance of skills, knowledge, and competencies necessitates that the rapidly changing and volatile healthcare environment needs to be reassessed. Seeing physicians as burnout individuals in hospital systems, having limited effectiveness, only seems to evade the need to wield effective leadership in private practice. This paper aims to offer a lens to approach leadership changes and physician burnout from a mindfulness, selflessness, and compassionate (MSC) framework. An MSC culture relying on foundational human drivers is important to adopt.