Balanced Physician Coaching Program

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Balanced Physician Coaching

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	"When people make a decision (either consciously or unconsciously) to follow your leadership, they do it primarily because of one of two things: your character or your skills." -- Chris Widener "All employees must be able and willing to assume a leadership role when the need arises, regardless of their job title." -- Connie Podesta "The greatest gift we can give others is our caring, connection and gentle guidance. Whether you realize it or not, you are a role model for the people in your life. Your every action is being watched. Someone is looking to you for inspiration, support and leadership." -- Keith Harrell


	Case Study: Becoming a more effective leader in practice and in life The Client: Dr W is a young and well established surgeon in private practice. He was elected as the chief of staff for his department in the hospital where he practiced. Even though he knew that his leadership skills in his office were good, he also knew that more effective leadership skills, time management skills and communication skills were required to ensure a successful relationship not only with his colleagues but also with the hospital administration. The issue: He felt he needed to improve his skills as a leader in order to continue having a successful practice and in order to create a successful relationship with hospital administration and colleagues in his new role as chief of staff.

Physician leadership


	The process I worked with Dr W. by phone and in person. We didn’t jump in right with the conventional way of leadership skills but rather we started out with his personal vision and the vision he had as chief of staff. When I work with my clients on leadership I always challenge them to initially work on their self leadership and self-management and how that impacts the people around them. After all, I do believe in Ghandi’s quote “Be the change you wish to see in this world.” We cannot lead someone beyond the point that we are, so we have to become the leader who pulls others forward, who inspires others to do better and work towards a common goal. Once Dr. W. crystallized the what (vision) and worked on the who (self), adding the how (communication / interpersonal skills) came easy. I shadow coached him during his staff meeting and gave him valuable feedback on his communication style and relation style. Our work together included a combination of coaching and consulting and it set a good foundation for his new role as chief of staff.


	The Outcome Dr. W feels competent and confident in this new role as chief of staff. He is aware of the different leadership styles and uses them appropriately based on the situation. He also feels more comfortable to address sensitive topics with his colleagues; he knows how to keep his emotions under control and how to develop win-win solutions. Dr. W. noticed also an improvement in the performance of the staff in his own practice. He credits that to his increased communication and the acknowledgement that he shares with them. He has been receiving positive verbal feedback from the hospital administration and also behavioral feedback from his colleagues.

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