Your Blueprint for Fostering a Positive Healthcare Culture
In today’s fast-paced healthcare industry, leaders are tasked with creating environments that best serve patients while also supporting their colleagues. Working with Distressed Physicians: A Guide for Physician Leaders is an invaluable resource designed for physician leaders who face the challenge of fostering a positive workplace while managing distressed and disruptive behaviors among their peers.
This comprehensive guide serves as a blueprint for colleagues and administrative leaders within healthcare settings; and a beacon of hope for distressed physicians themselves. Drawing from lived experiences, the authors provide essential tools and insights to help you navigate these challenging situations, leading to personal achievement and advancements within your unit. By focusing on self and team improvement, you set an example of excellence in healthcare delivery and positively impact the larger healthcare landscape.
Addressing Key Challenges Preventing a Harmonious Workplace
In this book, you will identify solutions to three critical issues that often arise in healthcare environments:
Leverage Practical, Research-Based Strategies Immediately
Grounded in research and inspired by esteemed thought leaders, this practical resource equips you with strategies to effectively manage distressed behaviors. Offering specific considerations, actions, and follow-up steps, you’ll have the tools to coach and guide physicians right at your fingertips.
Implement these strategies immediately to foster a harmonious culture of positivity and respect through appropriate and productive actions.
Join the Movement
Healthcare leaders across the industry are driving change to create more harmonious and effective workplaces by enacting empathy, decisiveness, and commitment. This book is your essential guide to building the knowledge and skills needed to make a lasting difference.
Table of Content
Prologue
Part One: Foundations
Chapter 1 Setting the Stage
Purpose and Focus
The Context for Physician Leadership
Previews of Coming Attractions
Chapter 2 Pinpointing Our Target Physicians
Searching for a Meaningful Definition
A Legacy of Tolerance
The Impact of Unchecked Disruptive and Unacceptable Physician Behavior
Summary Checklist
Chapter 3 You Are Here
Multifaceted Impacts
Individual Skills and Training
Individual Circumstances
Team Dynamics
Leader Skills and Experiences
Diversity
Industry Trends
Systems Theory
Respond … Don’t React
Summary Checklist
Chapter 4 Are They Really That Different?
Physician Characteristics
Physicians and Disruptive Behavior: A Darker Side
Facing Reality
And of Course … Context Makes a Difference
Summary Checklist
Chapter 5 Preparing to Engage with Your Target Physician
Physician Leaders as Coaches
Building a Coaching Relationship
The Coach’s Mindset
The Coach’s Self-Awareness and Perspective-Taking
Balancing Development and Action
Summary Checklist
Part Two: Conversations and Action Steps
Chapter 6 The Conversation
Early Intervention
The Communication Process: The First Message
Focus and Limit the Agenda
A Blueprint for the Next Step: Coaching
Additional Considerations for a Formal Conversation
Circling Back to Expectations and Needs
Summary Checklist
Chapter 7 Moving to Action
The Evidence
A Structured Approach
Consequences and Ramifications
A Winding Path of Growth and Development
The Next Best Step
Summary Checklist
Chapter 8 Areas for Growth
A Fundamental Perspective
Enhancing Self-Awareness
Impulse Control
Building Empathy
Apologies
Rebuilding Trust
Summary Checklist
Chapter 9 The Rest of the Team
Winning Teams
Team Leadership
Summary Checklist
Chapter 10 When Is It Finally Enough?
A Lack of Success Is Not a Failure
The Game Has Changed
And Once Again … The Rest of the Team
Lessons of Leadership
Summary Checklist
Chapter 11 Conclusions
The Target Physician Is a Friend
The Target Physician Is a Disruptive Boss
How Can I Assert Myself and Have Respectful Disagreements?
The ‘Why Me?’ Question
Stemming the Tide of Negativity
A Final Perspective
Summary Checklist
About the author
Jennifer Robin, Ph D, is an executive coach and consultant with a doctorate in Industrial/Organizational Psychology from the University of Tennessee. She is a psychologist, ICF credentialed (PCC) and Certified Co-Active coach (CPCC) and Strategic Doing workshop leader, and an expert in leadership development, organizational culture, and strategic human resource management. Jennifer is an affiliate professor at Indiana University’s Kelley School of Business and a former professor of management in the Foster College of Business at Bradley University. She has also served as the dean of the School of Business at Southern Connecticut State University and associate dean at Bradley University.
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