The MDU has developed new guidance for doctors embarking on their first consultant post. In the first of a series of articles guiding doctors through the common non-clinical challenges they might face, Dr Emma Sedgwick from Healthcare Performance, looks at some of the skills needed to become a successful leader.
Why develop leadership skills?
The GMC’s Good Medical Practice and Management for Doctors both recognise leadership as a key part of doctors’ professional work, regardless of specialty and setting. There are a number of specific skills associated with leadership which doctors can develop and improve.
Leadership framework
To be an effective leader, it is important to have vision, direction and clear focus on priorities for the organisation or department. There are a number of different leadership frameworks which can help a consultant achieve their potential as an effective leader. One of the best known is the Medical Leadership Competency Framework. This was developed specifically for doctors by the Academy of Medical Royal Colleges and the NHS Institute for Innovation and Improvement.
This framework describes the leadership competencies doctors need in order to become more actively involved in the planning, delivery and transformation of health services. The framework is set around five domains:
• Personal qualities - such as developing self awareness and acting with integrity.
• Working with others - such as building and maintaining relationships and working within teams.
• Managing services - such as planning and managing resources, people and performance.
• Improving services - such as ensuring patient safety and encouraging improvement; and
• Setting direction - such as making decisions and evaluating impact.
Personal qualities
Just as important as vision, direction and focus, a doctor needs a good understanding of their own approach and style of working. There may be many things a consultant does not have absolute control of in the workplace such as team size, the level of resources and the demand for services. But a consultant can choose how to approach and respond to professional challenges.
Identifying a leadership style
There are numerous theories on the topic of leadership and leadership styles. Different situations demand different leadership styles. There may be times when an authoritative style is appropriate, and others when a more participative style will be better suited to the task at hand.
Developing flexibility in leadership can be the greatest challenge: knowing when to use different skills in the different situations is sometimes described as the mark of an effective leader.
Developing leadership qualities
A consultant may want some help identifying their own leadership style. There are a number of ways this can be approached such as finding out how the framework mentioned above can be applied, developing greater self-understanding by taking one or more psychometric tests - such as the Myers Briggs type indicator, or participating in a formal leadership scheme, or employing a career coach.
Why time management is a good skill to develop
Time is a limited - and therefore precious - resource. Effective leaders need to be able to manage their limited time. Developing techniques for using time more effectively can have beneficial consequences, for example it can help a doctor to achieve a good balance between work and home life.
Time management tools (adapted from Mind Tools)
1. Overcoming procrastination
The greatest enemy to effective time management is procrastination. We’re all familiar with the notion that when you should be doing something you don’t want to start, any lowly task can seem more attractive. Once a doctor acknowledges that they’re procrastinating there are techniques they can apply to overcome these hurdles.
2. Break the task into smaller chunks
To overcome feeling completely overwhelmed, break the task down into smaller tasks. A doctor can then start with the smallest and easiest task. Once that has been achieved - even if it’s a small part of the whole - a person feels better as they’re on the way. So, for example, instead of thinking “I will write the whole of the report this weekend”, list out the component parts which make up the whole task - for example, the background, methodology, findings and conclusions. Each of these areas can be further divided into even smaller, more manageable chunks.
3. Prioritise tasks
If a consultant is looking to concentrate on a particular project they need to look at scheduling their time. They should look at the available time by day, week or over the coming month. Next, they need to list out all the various tasks to achieve the goal and break these down into smaller tasks. Then the doctor should consider which tasks are both the most urgent and the most important. The truly urgent and important tasks should be scheduled in first. The least important and least urgent tasks should be scheduled in at the end, when the doctor has achieved the others. Using this technique a busy person should find it easier to fit in everything you need to do.
They should also try to avoid switching between tasks. It is tempting for consultants to keep checking emails, for example, and therefore getting distracted from what they’re really doing.
Once the tasks have been planned and prioritised, the doctor can ask someone else to hold them accountable. Getting a good friend or relative to ring or email the person to ask if they’ve completed the task yet can help.
Consultants can also cost out their time. They should consider how much their time is worth per hour, then add up how much time, and therefore money they’re effectively wasting by not getting on with the task in hand.
4. Choose a role model
Chances are a more experienced colleague is very organised and good at using their time. They effortlessly manage a number of different things at the same time, do them well and meet deadlines. Ask the person you know how they do it and learn their tips and solutions for time management. These tips should be put into practice and, if necessary, they can be asked for more information and the recipient can further refine their techniques.
5. Timing
We all have a time of day when we are most alert and efficient. A doctor should find out when theirs is. It may be first thing in the morning, or late at night. It doesn’t matter when it is, just exploit the times when you can really focus on work and get far more done.
6. Reward yourself at the end
If you need to tackle an unpleasant job, focus on the outcome and set yourself a reward for when it is completed. Try to imagine what it will be like when you have done it.
Consultants should remember that even small changes to the way they manage their time can have a significant impact.
The MDU’s new consultant pack contains 18 fact sheets on subjects such as communicating with patients and colleagues, good record keeping, supervising staff and marketing and media. Part one of the pack covers leadership skills and is available free to the MDU’s consultant members.
Dr Emma Sedgwick is a joint director of the company Healthcare Performance Ltd which provides coaching, workshops and consultancy to healthcare organisations. Emma, who trained as a child and adolescent psychiatrist, previously worked as a medico-legal adviser at the MDU and now leads the MDU’s communication skills workshops.
