“Larry draws wisdom from his long, successful healthcare leadership career and brings new insights from his extensive study of current behavioral research. He gave me tools to improve my personal and situational awareness, then helped me identify stress points and develop strategies for overcoming these challenges. His approach is individualized rather than a rote formula for success. I highly recommend him to anyone wanting to increase their effectiveness at work or in their personal life.”
Dr. Jay Cook
Division Chief of Surgery
Providence Regional Medical Center Everett
Case Study: Clinician to Organizational Leader:
A prominent and highly respected surgeon, Dr. M. is appointed Chairman of the Department of Surgery of a larger tertiary medical center. She is faced with balancing his busy clinical responsibilities with extensive administrative accountabilities. The transition brings with it significant challenges not the least of which is establishing a more tolerable work/life balance. Dr. M. finds herself torn between the two and often overwhelmed by the challenge of balancing the needs of her department, patients and family. Although usually calm, thoughtful and mild mannered, exhaustion soon tries her patience. This is particularly notable in her interactions with her new administrative colleagues where her use of surgical “language” and her surgical “demeanor” create a communication barrier. She also realizes she is neither “fish nor fowl”, no longer completely trusted by her physician colleagues and not fully accepted by the administrative leadership team. Dr. M. gladly accepts the offer of a coach to help her work through the issues.
Resolution:
If not classic, this is by no means a unique circumstance. So much of what goes into the traditional role of clinician is antithetical to the skills required to be a broader organizational leader. Add the pure physical burden of two jobs and the isolation that comes of living in two worlds and the challenge of the transition is magnified. The work of the coach in this case was to become a partner in Dr. M’s journey, which Larry did by being probably the only individual with no agenda for the surgeon.
Through deep listening and holding Dr. M. in “unconditional positive regard” Larry encouraged Dr. M. to explore her history and the influence it had on her career, demeanor and most importantly her sense of self-worth all of which gave her the background to explore her current behaviors. Like so many, she had marginal awareness of the triggers for her behavior and the somatic cues that preceded them. By identifying and increasing her awareness, Dr.M was able to reflect upon her feelings before acting on them. The critical element for successful coaching was there; a desire to change, to become her better self. Working together Larry and Dr. M were able to use her awareness as the springboard to new embedded positive behaviors.
