Voici comment vous pouvez identifier les principales qualités de leadership que les médecins recherchent chez leurs dirigeants.

Consider nothing less than the power of a calm mind. "In the hustle of rural healthcare, we often forget to pause. But when we do, we don't just see what's in front of us—we anticipate what's next." This anticipation isn't just about expecting the unexpected; it's about preparing for the unexpected, turning challenges into opportunities for innovation. It's about understanding the community's unique needs and crafting culturally and linguistically appropriate solutions that are both effective and sustainable.

Building relationships in healthcare hinges on trust, communication, and quality time. To foster these, it’s essential to genuinely know and understand patients by discussing their lives openly—like talking about sex, drugs, and rock'n'roll as if they were close friends or family. As a health professional, I position myself as a coach, advocate, and cheerleader, not a judge. My role is to uplift and ensure patients feel seen and heard, especially in times of crisis. This approach helps embody the support one would desire when unwell, keeping everything straightforward and compassionate.

During a couple's visit to my practice, a discussion about the husband's back pain took an unusual turn when the wife produced a large glass object. The husband reacted with a firm, "You're not using that." This moment, awkward at first glance, revealed a communication gap. The object, recommended by an alternative medicine provider for back massages, could be heated or cooled but should never touch the skin directly. After reviewing the instructions together and properly heating the object in a towel, the couple left the clinic hand in hand 30 minutes later. This incident highlights the importance of asking questions and keeping an open mind—things aren't always as they seem.

Here’s how we make feedback fun and insightful at our office using four unique sound instruments: 1. Triangle: This signals a smooth checkout process. Ring it if you're in and out without hiccups. 2. Doorbell: Oops! You forgot something, or there’s a reason for a quick return. Ding-dong means “I’m revisiting you!” 3. Cowbell: Had a fantastic experience? Grab the cowbell and give it a good shake to share your joy. 4. Chinese Gong: A resounding gong indicates that we completely missed the mark. It’s our call to do better. While not as fancy as a 5-star Google review, these sounds keep our team humble and make our office fun for patients to communicate their experiences.

Have you ever realized you're tied to a scandalous business partner, feeling the weight of guilt by association? It's crucial to stay true to yourself. In times of crisis, our deepest values surface. If empathy, generosity, humility, and love define you, these qualities will shine through, no matter the setting. Remember your core values; they will guide you through any situation.

Not to forget that the whole business of physician is to uphold the medical ethics code previously known as Hypocrates oath and that is to help the patient reach his goal of getting healthier and that the physician job is to take the place of the patient who is novice and lay person about mdicine as if doctor becomes his patient to guide him in whar is called the doctor patient relationship and that the triple oath outweigh any other oath made by doctor and loyalty is to patient only even if patient is labeled as enemy or not worthy person as is mentioned in Hypocrates oath "to help even the enemy and slave"! recover from ailment and keep everything confidential. That is the quality to be expected or wanted from supervisor physician.

they look for: EQ, empathy, patience, understanding, punctuality, timeliness, kindness, decisiveness, attention to detail, responsiveness, integrity, intelligence, and honesty.

Team work should not impede the confidentiality part of the medical ethics code previously known as Hippocrates oath that no information about the patient be leaked to outside parties even the knowledge that the patient has actually visited the clinic in the first place as that might harm the patient.

These are all great qualities of a leader. To add to this, the strongest leaders of physicians I’ve worked with aren’t trying to be their boss, or their servant, frankly. The strongest leaders I know consider themselves advocates of physicians. They partner with them. They don’t think about “us versus them.” Their goal is to help physicians shine in doing what they do best - whether that’s patient care, research or leadership. They strive to make things easier for physicians so they’re not having to jump through hoops to do their work. They seek physician input and then listen. And they align goals and incentives so when the organization does well, the physicians win too.