Читать книгу Physician Leadership - Karen J. Nichols - Страница 15

I recommend reflection or thinking as a helpful exercise to prepare for each roadmap chapter.

“Thinking? Really? I'm a doctor! I think all the time!”

Yes, I get that, but I'm recommending a focused, organized logical system. Spending even a few minutes at the end of the day reviewing that day's interactions will be instructional. We tend to spend time analyzing why something didn't work; we are less likely to analyze why something did work. Both outcomes deserve equal attention When something doesn't work well, we tend to ask this question of ourselves: “What were you thinking?” We also need to ask ourselves, “What WEREN'T you thinking?”

 What worked well, and why? (General Overview)

 Did I listen more or talk more? Chapter 2, Communication

 Was I able to move forward the pivotal points/comments/issues that popped up that could have gone either way, by clarifying definitions, asking more questions, and being careful about inferences? How well did I read body language of the others, even in virtual meetings? Chapter 3, Communication Techniques

 How did my perspectives and those of others in the encounter regarding the situation facilitate or hamper the resolution of the situation? Chapter 4, Perspectives

 How well did the decision‐making part of the meeting go? If that part of the meeting did work well, what did I do that enhanced the likelihood? Or the reverse? Chapters 5–6, Decision‐Making.

 Did I contribute positively or negatively to my team and others around me? Did I set an example for others? Chapter 7, Character and Ethics.

 What could I have done differently to make someone feel better after an interaction with me than they felt before? Chapter 8, Relationships.

 How well did I maintain composure under stress? Chapter 9, Negotiations.

 Did I bring my own unstated “rules” to the conversation? Chapter 10, Conflict Management.

 Was I able to effectively employ proven principles and techniques of persuasion to move the discussion? Chapter 11.

 When seeking to move a change, did I start by establishing a sense of urgency? Chapter 12.

These are also helpful questions to review when watching another leader, novice or experienced, and see what worked and didn't work. Most importantly, why?

I wish I could say that I don't have to conduct this analysis myself. I wish I could say that I have mastered every point in every chapter and can achieve the optimal outcome every time. But that doesn't describe my approach – and I dare say it doesn't describe that of any other physician leader that I know, either.

Realistically, I also wish I had the time to conduct a full reflection of my day as a leader, every day. I just don't have the time and you won't, either. However, every one of us can do a gut check, which only takes a couple of minutes. Either “day went well” or “sheesh!” Take a couple notes from the “went well” days and from the “sheesh” days and do the reflection exercise when you have a little time to dedicate to your leadership progress. Believe me, it will pay you dividends many times over.

So, let's get started! Full speed ahead!