In this fourth issue, we look at health-related coaching from the perspective of those who are the recipient of information and treatment in the domain of health.
Dr. Margaret Cary is President of The Cary Group, an executive coaching, training, facilitation and public speaking firm. She started her professional career as a family physician in Santa Rosa and has moved through nearly every facet of health care – private practice; emergency department management; turn-around expert for an occupational medicine clinic; television program developer and co-host; senior executive in President Clinton’s administration; envisioner, developer and Director of Community of Champions, the national physician leadership development initiative in the Veterans Health Administration; medical director of a $200M medical communications company; employee #6 in a medical device startup and author of Telemedicine and Telehealth: Principles, Policies, Performance and Pitfalls. She is a credentialed and certified leadership coach (PCC), a member of the National Speakers Association and of the International Women’s Forum. She is a faculty member at Georgetown and George Washington universities’ medical schools. She combines her understanding of the critical importance of effective communication, emotional intelligence and leadership and management skills in physician leadership development with practical knowledge of how organizations work. As an executive coach for physicians, Dr. Cary’s clients value her honesty, insight, evidence-based approach, understanding of the challenges in being a physician and ability to help them understand their strengths and how to use them in increasing their management and leadership effectiveness. Dr. Cary adds to healthcare’s improvement one physician at a time.
In this fourth issue, we look at health-related coaching from the perspective of those who are the recipient of information and treatment in the domain of health.
We are offering several different perspectives on the coaching of physicians in this issue.
Patients’ emotions influence their quality and value ratings as well as what they tell their friends. High-emotion healthcare includes services related to major life events, some of which are at the top of the Holmes and Rahe scale of stressful life events that can contribute to illness. Fine-tuning the way healthcare services are delivered can make a big difference in patients’ satisfaction and outcomes. …
I look at some of my colleagues who have failed at weaving all the strands together – medical training, personal insight, becoming a leader
Human factors, leadership, and communication are the top three contributors to unexpected events in a healthcare setting that kill or harm patients.
I suspected she was in good hands. I was window dressing. I was doing what all physicians are often asked to do—to just be there, to help translate medical terms, to comfort the patient and her family.
The problem is physician executives were landing in their posts for the same reason that physicians became department chairs in academic medicine – not because they were good at management, but because they were well-respected clinicians.
We physicians live in a blame and shame world, a rigid hierarchy, one where Mistakes. Are. Not. Allowed.
Jack and I created A Whole New Doctor as an experiment with the strong hypothesis that providing coaches to medical students would make a difference in their lives (like providing coping skills and reducing pressures that lead to depression or learning how to engage in team leadership and mindset shifts).
Margaret Cary, MD MBA MPH PCC and Cliff Kayser, MSOD, MSHR, PCC “I’m so exhausted. I love my patients, but caring for them gets in the way of time with my family. I have young kids and I want to be there for them. My dad was always at work and I barely remember him. I don’t want that to happen …
Cinnie Noble: I find the alternatives are to ask the client more questions ( see the last part...