Doctors as Non-Clinical Leaders
09 October 2014
Why is leadership in a non-clinical setting often hard to establish and maintain?I’ve been running a few leadership sessions over the summer and it’s also a regular issue that comes up for individual coaching clients. You may be a divisional director, leading a research team, be a senior partner, managing an educational programme or part of a national project. Whatever the context, I hear the same difficulties regularly:
- How can I engage others more effectively?
- Why don’t people do what they say they will do?
- How come everyone has a slightly different view of our goal?
- Why isn’t this more straightforward?
- The context may be nebulous and ever-changing, but your preference is to get things decided and actioned quickly?
- Your preference is to consider the impact in the long-term, but the context is to get value for money immediately?
- Remember that your personality preferences will affect the culture of the team – are these enablers or blockers to the context?
- Remember that you can’t just focus on the task of the team – the individuals and whole group need leading too.
- Remember that your clinical leadership skills are transferable – just make sure you reflect and review on how you use them.