Lisa Herbert, MD, FAAFP, CPEC CEO/Executive Leadership Coach Just The Right Balance.
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Strong physician leadership is crucial for healthcare organizations to achieve their goals and improve patient outcomes. Physicians bring unique knowledge and skills to healthcare leadership roles. They have extensive medical training (four years of medical school and three to seven years of residency/fellowship) and are experts in caring for patients, which gives them a deep understanding of the complexities of healthcare delivery. They are trained to work in a high-pressure, fast-paced environment, which makes them adept at making decisions under stress and adapting to changing environments. They also have a unique perspective on the challenges facing physicians and other healthcare providers.
This knowledge and perspective are essential in leadership roles where decisions need to be made that impact patient care, the care and well-being of communities and the day-to-day life of clinicians. Yet, physicians are not well represented in the C-suite and face challenges in leadership roles. One challenge is a lack of formal leadership training. While physicians receive extensive medical training, they may not receive adequate training in leadership skills. As a result, they may feel unprepared or unsure of how to navigate the complexities of healthcare leadership.
Physicians who are elevated to leadership roles must often balance clinical responsibilities with administrative duties, manage teams and change their mindset to begin thinking about strategy and innovation. As a result, many physician leaders struggle with burnout, stress, conflict management, communication and other leadership issues. Without leadership training and support, these physicians are set up for failure.
Healthcare organizations that invest in leadership development are more likely to succeed in a rapidly changing and competitive healthcare landscape. That's where executive coaching comes in. Investing in executive coaching is a powerful tool that can help physician leaders develop the skills, mindset and strategies needed to succeed in their roles. They also begin to understand what good coaching looks like and how to use the skill of coaching with their team.
First, to use coaching effectively, organizations have to know what coaching is and what it isn’t.
For instance, it shouldn't be used solely as remediation for an employee on a performance improvement plan. When used in conjunction with a comprehensive and structured remediation program tailored to the specific needs of physicians, coaching can be a valuable tool if used correctly. It can strengthen or develop those crucial leadership skills identified in a performance review and help them to improve work-life balance and relationships. However, relying solely on coaching may not sufficiently address the complexities and challenges associated with physicians' performance issues.
Coaching isn’t consulting. Coaching typically focuses on an individual's personal and professional development and growth. Consulting, on the other hand, provides expert advice and the goal is to solve a problem by providing recommendations and solutions. Coaching empowers individuals to develop their own solutions.
Lastly, coaching isn’t counseling. Coaching is future-oriented, helping individuals set goals and create an action plan. Counseling, on the other hand, often focuses on addressing past emotional issues and mental health concerns. Coaching generally addresses a specific area of a person's life, whereas counseling is more broad.
Most physicians welcome coaching as a means to help them grow personally and professionally if they are a part of the discussion when coaching is recommended. They have to be clear about the expectations and feel a connection with their coach. Executive coaching, if used correctly, can be a valuable tool that can help empower physician leaders to thrive in their roles, improve the healthcare landscape, provide better patient care and contribute to the success of their organizations.
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