A recent column in the BMJ reported Jeremy Hunt expressing his opinion that doctors are unwilling to take on managerial roles. (BMJ2017;356:j529). The Health Secretary indicated that this was a consequence of doctors fearing, “I will not be able to control everything,” and “I sure as hell am going to get the blame if something goes wrong.”
You may, or may not agree with his reasoning for any such unwillingness. As with many healthcare related problems the root causes are likely to be complex and multi-factorial.
Let’s consider the impression that stereotypical medical professionals have of ‘managers’ – be they from clinical or non-clinical backgrounds. There have been numerous initiatives at fostering the belief in ‘one team with common goals’. At one end of the scale are dedicated meetings and team building activities. At the other are simple calls to abandon the old jokes of ‘the dark side’. The latter is a recognition that negative perceptions can easily be unintentionally reinforced in subtle ways. Its admirable that the BMJ has dedicated many pages over the years to explore the issues and the solutions.
Take a moment, however, to look at the image that was chosen to accompany the report in the BMJ.
What does the image of the man in the red suit walking in the opposite direction suggest about the choice a doctor faces when considering involvement in management?
Is it that taking such a step means somehow going in the ‘wrong direction’? Is undertaking a management role seen as giving up on patient care, something less human, even making a decision to no longer be a ‘real’ doctor? Come to think of it, what is a ‘real’ doctor? As mentioned, the negative perceptions can easily be unintentionally reinforced in subtle ways.
The are many types of doctor, all acting in the best interests of their patients. One description of what they tend to have in common could be: they strive to establish what is going on and why; consider the likely implications and outcomes; develop logical intervention options and initiatives; identify and implement the best course of action under the circumstances. That same description could actually apply to virtually any managerial role. The thinking of Evidence Based Medicine has clear parallels to the approaches of Evidence Based Leadership & Management.
What matters most – the title you have or the work that you do?
Regardless of titles, we all lead and manage. Leadership and management are, first and foremost, behaviours. We get things done through our interactions with others. We get things done through the utilisation of systems processes and resources. Whether you have a leadership or management title or not, development of these skills throughout your career will increase your influence and impact with clear benefits for your organisation, your colleagues, your patients and, of course for yourself.
What would a positive view of a doctor choosing to take on a formal management role be? That you can have a greater influence in the way things are done? That you can influence the practice of a greater number of doctors? That you can influence the care and outcomes of a greater number of patients?Is that something that a doctor should drift into as they wind down in the late years of their career? Or something to be grasped with ambition?
Its easy to reinforce the negatives views.
What can you do that would reinforce the positive impressions of leadership and management roles?
