What’s been discovered within the realm of physician (and other healthcare professionals) wellbeing, is startling, to say the least. The healthcare industry can be highly toxic, resulting in unprecedented levels of depression, suicide, suicidal ideations, physician turnover, presenteeism, and general dissatisfaction with work and life. But the condition that precedes these and is most readily associated with physician wellbeing is burnout. This, above all, is what we must be working against in our field.
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Today we continue our discussion about the four domains of wellbeing. So far, we’ve explored both personal life and work life as separate domains. We’ve also begun thinking about how these domains interact with and affect each other. It’s easy to imagine how a personal crisis can affect an individual’s performance at work or how a work crisis can be more difficult to handle if one’s personal life is out of balance.
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Last post, we began our exploration of four separate domains of wellbeing. In order for an individual to truly thrive, attaining the top rung of the Ladder of Wellbeing, they must maintain either balance or outright success in all these domains.
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A quick internet search reveals models developed by different writers, bloggers, consultants, and therapists. While the word domain has many definitions, for our purposes we will use, “a sphere of knowledge, influence, or activity.” With this definition, we can safely narrow down the domains we will discuss as relevant to personal wellbeing.
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In recent years, wellbeing has arrived as a science, complete with research and applications. But as a concept, it has existed for millennia. Religious leaders, poets, writers, and (in the last century) secular self-help experts have written about it ad nauseum. It’s no wonder our modern world is fascinated and mesmerized by the concept.
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Back on the blog again with another episode from one of our favorite podcasts! After Harjot spent time on the podcast at the first of this year, Dr. Dike Drummond had to schedule him back to chat again. In episode 17, Harjot and Dike chat about what superpower you need to prevent burnout. You’ll have to watch to find out!
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The verdict is in. The research is clear. Individuals who are actively engaged in their work have higher levels of personal wellbeing and productivity, plus lower levels of burnout.
Physician leaders looking to engage their team should avoid these mistakes and ask the important questions.
In an ideal world, leaders are able to work with their organization to build an effective engagement program. But alas, we are often not in the utopia we dream of.
So we ask: what happens when organizations refuse to create effective engagement programs and invest in their employees?
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This week I’m sharing an episode of one of our favorite podcasts! Recently, I spent some time with Dr. Dike Drummond talking about one of my favorite topics — wellbeing. In our chat, I outline four levels of wellbeing and discuss the growing field of the science of wellbeing. Dr. Drummond is a delight!
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Recently, we’ve discussed the lack of flow in many physician’s daily work life and how that lack of flow, over time, leads to a disengaged and dangerously burnt out team of physicians. We’ve also outlined 5 important mistakes for physician leaders to avoid when putting in place an engagement plan. In addition to avoiding mistakes, every physician leader striving to form an effective, engaged, and highly functioning team, must be asking the following four questions.
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We know that the ability to achieve a flow state regularly in one’s profession is a key indicator of a physician’s ability to engage in their work. It follows that achieving a flow state consistently should be (so often it’s not!) a priority of organizational management and leadership.
Yet, engagement is more than just flow.
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Since we’re already well-versed in why low levels of engagement are a problem, let’s move on to what’s needed to create engagement, i.e. flow.
Engagement at an individual level has been studied for nearly five decades and there is significant research to bolster this claim. Positive psychology has contributed the most to studying the connection between engagement and flow. Mihaly Csikszentmihalyi popularized the concept of flow as he researched creativity and productivity and conducted interviews with people who were successful in a wide range of professions.
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But this isn’t just a “doctor problem”, it exists on the leadership side as well. Physician leaders are pressured to put new initiatives in place and check boxes that they’ve provided “programs” (there’s a vague word) for physician engagement. Rarely are they asked to collect and analyze data about how these programs perform or how they impact the team’s quality of life.
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To recap briefly (if you’ve been following the whole time feel free to skip this opening paragraph), we’ve been spending this fall semester bravely wading through the many, varied and interwoven problems in the healthcare industry. More specifically, we’ve been looking at issues related to physician overwhelm and burnout as well as leadership’s responsibilities to work toward a solution.
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While lack of trust in any workplace a serious threat, in the healthcare industry, it’s literally a matter of life or death. Lack of trust comes as the culmination of many of the problems already unpacked and discussed. Because physician training is so far removed from Chief Medical Officer (CMO) or physician leader training (or lack thereof), it’s easy to understand why physicians may be wary of their CMO’s motives.
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Leaders are often saddled with the ultimate responsibility for physician burnout, which is a fair point. However, an untrained leader who is unable to successfully inhabit their own role is not equipped to help others avoid career pitfalls that they themselves have not avoided.
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This week we begin to tackle another sizeable problem in the healthcare field: lack of training. A kingpin of the problems in our field, the lack of adequate training for physician leaders steers the entire industry into a quagmire from which it’s nearly impossible to extract ourselves. The position of physician leader is still relatively new and, thankfully, evolving.
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Last week, we began exploring the lack of engagement pervasive across the healthcare industry. Nearly every healthcare professional, physicians in particular, will be subject to this struggle at least once during their career. Often, healthcare leaders misunderstand this apparent lack of engagement as a physician withholding their “best effort”, as mentioned last week, which leads us deeper into the chasm of misunderstood motives.
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It feels strange, because a physician is arguably one of the “most-trained” positions in the modern world. Physicians spend longer in higher education that any other profession. Yet the career transition from physician to physician leader involves minimal and inadequate preparation in the best of situations.
Why aren’t our physician leaders as well prepared for their role as physicians are? And what can we do to change this for the future?
One of the reasons physician leaders aren’t properly trained is they aren’t given time.
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