Hello Agility helps you build leadership and relationship skills so that you (and your teams) can outperform in life and at work
“Healthcare is the most difficult, chaotic and complex industry to manage”
The moment you decided to become a doctor, you became a lifelong learner and a lifelong leader
Your path towards clinical mastery is clear. It’s structured through decades of rigorous academic and practical training, research and continuing professional development
Your path towards leadership and relationship mastery isn’t so clear. These are the foundational human skills that enable you to thrive in healthcare and medicine. To have the courageous conversations required of you every day in life and at work. Conversations with your patients, colleagues, friends, families and the communities that you serve
“There was this whole unwritten part of how you do more than just know your diseases, how you deal with teams of people in an operating room or in a hospital, how you deal with the volume of knowledge you haven’t had a chance to absorb, how you deal with uncertainty and how you deal with mistakes. All of these are crucial to getting good at what we do and yet none of it was really laid out in ways that I could understand [in my medical training]. It was a kind of absorption process that was just supposed to occur, and I wasn’t sure if it was really happening”
A non-doctor coach who has rigorous coaching psychology training and decades of professional wisdom in how to use leadership and relationship skills to outperform in life and at work offers you fresh perspectives from outside of healthcare and medicine (Bozer et al., 2014). Having someone look in from outside the system helps you see what you can’t see from within
Typical reasons why doctors engage in coaching:
“I’m in a clinical leadership, hospital leadership or college leadership position and I need some practical strategies on how to deal with my team(s), staff or trainees. This often involves politics as well as performance, development and feedback conversations”
“I know I have room to improve in my communications and interactions with other health professionals as well as my patients and their families. Help me work out what that looks like and how I do it”
“I’m nervous about my college clinical exam, viva or equivalent. My day to day clinical performance is solid, but when I’m expected to demonstrate my knowledge and skills under scrutiny, I don’t perform well. Help me prepare to communicate and present confidently”
“I’m overwhelmed and possibly burnt out. There is nothing else I’d rather do with my life than to be a doctor, but I’ve lost the joy in practicing medicine. I’m making silly mistakes, and my home life is now suffering too”
“I’m a clinical leader for a medtech or healthtech organisation. I’m used to leading medical and healthcare professionals but I’m out of my depth when it comes to leading or working with business and technology professionals. Help me work out what that looks like and how I do it”
Engage in coaching under simple structures
Look at the Executive Coaching, Leadership Team Coaching, Group Coaching and Leading with Agility options to determine which structure would work best for your situation and needs
References
Bozer, G., C. Sarros, J., & C. Santora, J. (2014). Academic background and credibility in executive coaching effectiveness. Personnel Review, 43(6), 881-897. https://doi.org/http://dx.doi.org/10.1108/PR-10-2013-0171
Drucker, P. F. (2002). Managing in the next society / Peter F. Drucker. St. Martin's Press.
Gawande, A. (2013). Do Surgeons Need Coaches? https://www.newyorker.com/video/watch/atul-gawandedo-surgeons-need-coaches