Editor’s Note: Misunderstandings taint or enhance relationships.
I was selected into an “early admission” orthopedic surgery residency spot in an appealing part of the country. In the past, these rare slots were filled ahead of “The Match.” I was called by the program with the acceptance news while on a clinical rotation in medical school. I made what seemed like a reasonable request to have 24 hours to make my decision. I was then told, “you may not be right for us as you seem like an indecisive woman. You should also reconsider your choice of a career in orthopedics.” Stunning. I happily chose a residency program elsewhere.
In practice, I have generally felt like I was on the same level as my coworkers and support staff. That we are all on the same team, making a joint effort. We labor together and treat each other with respect. We do our work on behalf of the patient(s). This is a typical female horizontal view of work structure. The truth is that many of these co-workers report to me so we are not really on equal footing. This realization has helped me understand why I have been criticized for being harsh, demanding and negative. I was called “Dr. Pit Dog” in the operating room. I did not mind it as I thought it meant I was tough on behalf of my patients who did not have their own voices to use while undergoing surgery. Instead, it was a derogatory term. It took me years to realize the impact of my demanding nature on others. Even though it was not clear to me at the time, in their minds, they were also doing the best they could for the patient.
I once had a “spirited argument” with my Department Chairman about an issue I was passionate about. It was unplanned and just happened. Shortly thereafter, I was promoted to a position of greater responsibility in the department. The Chair told me “Nobody challenges me and you did.” That is why I was promoted. He also recommended executive leadership coaching which I did for six months. This is an example of being rewarded for speaking up.
My leadership coach helped me understand my true effect on people at different levels in our vertical organization. I would recommend this sort of coaching for anyone interested in pursuing leadership positions.
I have also learned to schedule necessary meetings during regular working hours, not in the early morning or after finishing in the OR since not all team members work on a surgical schedule. It is true that physicians and surgeons do the patient care and procedures which keep the organization running. But, they do not get to call all the shots in the system if they want it to run effectively and efficiently. Team members deserve a voice. Now, when I create leadership positions, I ensure that the new leader has time to work effectively with others and that they get paid for their time if possible.