PHYSICIAN LEADERS Learning Leadership
by JEREMY CLARK , MD
It is frightening not to have all the answers . As physicians , we have rehearsed clinical vignettes and treatment algorithms , so we always have some response to the chaos . We are drilled to be robotic and infallible , but still asked to retain our empathy and compassion . Early in my clinical career when a patient diagnosis escaped my grasp , or when a proposed treatment plan failed to yield improvement , mostly I felt embarrassment , offended by my incompleteness . On my own personal journey through medicine , I have decided upon the undeniable truth , no one is perfect or has all the answers 100 % of the time .
My journey into leadership has been a similar path with a similar conclusion . Leaders cannot have all the right answers , leaders cannot be perfect . So what , then , makes a great leader if they cannot guarantee the team ’ s success ? I have been blessed to learn from amazing leaders in many diverse roles . I have also been humbled to hold numerous leadership positions of my own across multiple disciplines . I have learned good tactics , and also some strategies I would rather not employ . I would like to share some of my reflections and emphasize that learning leadership is a constant process . I add
and subtract ideals and amend beliefs regularly .
Guiding Vision
An effective leader must possess a clear vision . This is especially important when a transition of leadership takes place . The vision acts as a guiding compass , providing direction and purpose . A leader with strategic thinking can anticipate future trends , opportunities and challenges , and plan accordingly . They can see the bigger picture and understand how everyone ’ s contribution fits into the overall goals . This forward-thinking approach not only motivates the team , but also ensures that the organization remains adaptable and resilient in the face of change . In his book The Checklist Manifesto , Dr . Atul Gawande , renowned surgeon and author , talked about his work with the World Health Organization and a steadfast commitment to making the patient ’ s experience and surgery safer . This was a singular focus that drove the whole initiative . His vision helped to improve safety in the operating room and was adopted by over 200 medical societies and ministries . The Lancet praised his work and went on to say , “ But the checklist is not an end in itself . Its real value lies in encouraging communication among teams and stimulating further reform to bring a culture of safety to the very centre of patients ’ care .”
6 LOUISVILLE MEDICINE