Advice For The Diversifying Physician

Here are 5 tips I wish someone had told me when I was exploring options to diversify and differentiate my career as a physician.

Every once in a while, I look back to see what lies ahead.

The year 2010 officially marked 10 years for me from when I first made the critical decision to diversify my career beyond clinical medicine (note that I purposely did not say ‘leave medicine’ because, in my mind, I will always be a doctor first as demonstrated by my lifework philosophies and commitment to health improvement). Since then, it has been quite a journey – navigating through start-ups, public health policy, communications, IT, public relations, education, advertising, marketing, strategy consulting, investing, executive management and more - with scars and bruises that anyone would be proud to share.

Although 10 years may not seem like such a long period of time, in healthcare, the clock seems to run at its own unique pace.  In those days, the perception of physicians exploring diversified careers was one that was frowned upon, bullied and even taunted. Being only a handful of folks, we were commonly perceived as traitors to the profession. To add fuel to the fire, when I additionally pursued a degree in public health and business, others further questioned my commitment to medicine.

This misinformed perception could not have been further from the truth and reality.

I recall those were very tough times for physicians like myself who had interests in diversifying our careers. In fact, back in 1999, I recall forming probably what was one of the very first forums for physicians pursuing diversified interests. It was called MDForum and we had a whopping 300 members at that time.  I was desperate and determined to find others like me. Just remember back then blogs did not exist, nor did social networks or resourceful organizations such as Freelance MD. We relied primarily on word-of-mouth networking to connect with one another. (NOTE: While I still keep in contact with a few of those group members, I would be delighted to hear from any others who were part of the small community that was once called MDForum. It would be nice to reconnect and share war stories at our ~10 year mark.)

Fast forward to today.

The change is absolutely astounding and inspiring. Now, there are thousands of us exploring and pursuing diversified careers in healthcare for a variety of reasons, and we are growing at rates that others cannot ignore nor frown upon.  Although having been only 10 years, it’s as if we have entered a whole new era…an era where people like us are the new unsung heroes of our time.

Our practicing physician colleagues now rely upon us to be their advocates on the front lines of a rapidly shifting medical landscape.  In the midst of a healthcare overhaul, we are critical to the future of all aspects of healthcare delivery. Speaking from experience, I can tell you that many adjacent markets (information technology, biopharma, health agencies, market research, consulting shops, investment banks, VC/PE, etc.) depend on the insights provided by diversified physicians and health professionals, such as ourselves.  Having been on the inside, companies rely on us to share our diversified experiences, perspectives and insights to help drive innovation and advance the delivery of our system for all to benefit.

So now, rather than being questioned on my decision to diversify beyond clinical care, these days I am complimented on my foresight in predicting the industry’s future dependence on diversified physicians to help tackle some of the markets greatest health related challenges. Ten years ago, I made a conscious decision to play a proactive role in shaping our nation’s future healthcare system rather than being reactive to the cards being dealt. And today it is paying off. While my own focus is at the intersection of healthcare, education, innovation and entrepreneurship, other physicians in this FreelanceMD community offer up insightful perspectives and ideas that we should all be listening to. I know I am all eyes and ears.

With that as a backdrop, after 10 adventurous years of exploration and diversification as a physician, I share with you 5 pieces of advice that I wish someone had shared with me way back when as I was shaping my career.

1. If you like it, then do it.  As obvious as it seems, many people (esp. physicians) fear to digress from the career they spent thousands of dollars and several years pursuing. And understandably so.  I am here to tell you, its ok.  You will live.  If there is something that you are passionate about, you should pursue it. That doesn’t mean you have to drop your practice or primary income generator to get involved.  Start dabbling on evenings and weekends, and then see where it takes you. You will be surprised at what you discover along the journey. If it doesn’t work out, then at least you have a new hobby or a story to tell.

2. Avoid analysis paralysis.  The choices are abundant. I know. I get it. I’ve been in your shoes.  It can be confusing and daunting at times not knowing where to start. In medicine, we have clear pathways to a future career. However, once you step out, the comfort of that path is lost.  For that reason, I suggest making a plan and then tackle it one step at a time. Start with keeping notes. Network and talk to a few individuals. Find mentors to help guide you.  Explore your options before jumping into anything. Take baby steps.  In my case, after intense reflection, I realized my core interests were in building exciting things - which led me to the path of innovation and entrepreneurship.  To get here, I built a hypothetical “business of healthcare residency” program made up of career elements and pursuits that I thought were critical to reach my goal.  As with any success, it takes time to get there, as it did for me. Which leads me to my next tip…

3. Be patient, but remain persistent. Success does not happen overnight. We are so accustomed to hearing the stories in the news about the rise to rapid success. Just remember, those are the exceptions, not rule…hence their newsworthiness. You didn’t become a doctor overnight, so why do you expect to be an expert at [fill in blank here] overnight? You need to pay your dues (energy, time, effort) just like everyone else. All too often I have seen physicians leave medicine only to return to clinical practice within a year.  After being top dog of their profession, they encounter frustration that no one sees what they do. As with any profession, it takes commitment and persistence to succeed. Just because you are a physician, does not mean you are entitled or that your skills can be easily transferred to other professions. Keep trying; keep improving yourself…your day will come.

4. If you help others, they will help you back. This is the core principle of effective networking. By openly and unselfishly assisting others (whether it be making introductions, freely sharing expert knowledge or something else), we build trust, credibility, and stronger relationships. Down the road, this will pay off in multiples for you. In today’s world, this is much easier accomplished with the assistance of social media networks like LinkedIn.  Stay connected and always be relevant.  I can honestly tell you that my success is a direct result of the relationships I hold. Through my trusted networks and circle of friends, I have grown my knowledge base, explored new adventures and obtained new business opportunities.

5. Find your niche and own it.  Going forward, if the trends continue as they are, the diversified physician market will become increasingly competitive.  Recognize that simply having clinical experience is no longer a differentiator (perhaps 10 years ago, but not now). To succeed in today’s world, you must find a diversified niche that is synergistic to your clinical background and then run with it.  Learn it. Own it. Be it. Earn the respect as a thought leader for that space. For example, my niche expertise resides at the intersection of health, education, innovation and entrepreneurship.  Others like Kevin Pho have made a name for himself as the physician social media expert. Gregory Bledsoe as the expert in expedition medicine and Jeff Barson as an expert in medical spas. You get the point. Find your niche and own it!

I look forward to sharing more tips and advice as I encounter them in the adventures that lay ahead.

That's it for now. Have anything to add or want to share your experience? Please do so in the comments section below or by emailing me at gautam@gulatigroup.com. You can view my bio here.

The journey is just beginning!

Cheers,

Gautam 

Leadership Is Everyone’s Business

And other lessons learned from over 30 years experience in industry.

Leadership is not a place—it’s a process.  It involves skills and abilities that are useful whether you are a physician in clinical practice or a CEO in the executive suite, on Wall Street or on Main Street.  Leadership is everyone’s business. 

Leadership is a relationship between those who aspire to lead and those who choose to follow.  Any discussion of leadership must consider the dynamics of this relationship.”   

Here’s what I’ve learned:

1.  Credibility is the Foundation of Leadership

What do you look for and admire in a leader, someone whose direction you would willingly follow?  We look for many special qualities in our leaders.  Studies by Kouzes and Posner suggest that several qualities are important—but a few stand out.  The most admired leaders are honest, competent, forward-looking, and inspiring.  And their credibility is based on their trustworthiness, expertise, and enthusiasm (energy and drive).

When people perceive leaders to have high credibility, they are proud to tell others they are part for the organization.  They talk up the organization with friends and associates.  Their values are aligned with the organization’s values.  And they feel a sense of ownership for the organization.  When people perceive leaders to have low credibility, they display behaviors on the other end of the spectrum.  How do you earn and sustain credibility over time?

 2.  Personal Values are the Source of Organizational Commitment

Leaders can’t do what they say, if they have nothing to say.  The place where leaders must start earning and sustaining their credibility—and becoming a role model—is with finding their voice.  They have to clarify their values and beliefs.  They have to be clear about the core principles that guide them in their work and personal life.  Only then can they choose the actions that are consistent with those principles.  Clarity about our personal values directly affects the level of commitment we have toward our organization.

How do you clarify your guiding principles? How do you help others to do the same?

3.  Challenge Provides the Opportunity for Greatness

When we think of exemplary leaders, we usually recall individuals who served during times of crisis, innovation, and change.  The same is true when “ordinary” people describe their personal best leadership experiences.  Leadership begins with a search for opportunities to change, grow, innovate, and improve.

When times are stable and secure, no one is severely tested.  We don’t take the opportunity to reach deep inside and discover the true gifts buried within.  But in times of hardship, we come face-to-face with who we really are—and what we’re capable of becoming. Only challenge produces the opportunity for greatness. And given the extraordinary challenges the world faces today, the potential for greatness is enormous.  The essential question leaders must constantly ask themselves is: "What have you changed lately?"

4.  Leaders Function in the Future Tense

Leaders take us to places we have never been before—or we think too difficult, if not impossible, to reach.  They look a few degrees above the horizon, imagining the exciting possibilities that are ahead.  Leaders light the fire of passion, breathing life into our hopes and dreams for the future.

While credibility is the foundation of leadership, being "forward-looking" is also essential to earning the respect of our constituents.  The domain of leaders is the future, and the unique legacy of leaders is the creation of valued changes and innovations that survive over time. What is the future you envision? What is the future you desire?

5.  The Legacy You Leave is the Life You Lead

Just what is credibility behaviorally?  How do you know it when you see it?

One of the behaviors of a good leader is modeling the way.  If leaders want productive people, they must set a good example, establish high standards, and then “walk the talk” (do what they say they’ll do).  As role models, leaders send a variety of signals to indicate what is important to them: how they spend their time, who they spend it with, what’s on their agenda, the stories they tell, and who they reward.  What kind of example are you setting for others to follow? 

6.  High Hope Leads to High Performance

People with high hope versus those with low hope have a greater number of goals across various arenas of life.  They select more difficult goals.  They see their goals in a more challenging and positive manner than people with low hope.  They achieve higher levels of organizational success.  And they report greater satisfaction with life.  How do you sustain hope and encourage others to continue the quest?

For further reading on this topic, check out the following resources: The Leadership Challenge by Kouzes and Posner, Leading Change by John Kotter, and High Flyers: Developing the Next Generation of Leaders by Morgan McCall.

Dermatologist Stories From India

By Rajan T.D. MD

"Dermatologists make rash judgements" say our colleagues in a lighter vein, even though they are the ones who scribble notes to refer cases for our opinion. When the dermatologist opines that it is a case of, say, Haemorrhagic Chicken Pox, they exclaim, "I, too, thought so but wasn’t sure!" So, here we are - we have discovered our raison d’etre! Our job, it seems, is to help physicians, surgeons, paediatricians, gynaecologists be sure of their diagnosis!

The early days as a Dermatology resident is quite unnerving having to confront criticism from other branches of Medicine about the inability to offer a cure for many dermatoses or provide answers particularly to baffling questions from patients about the prognosis of Pemphigus, relapses in Psoriasis or the recurrences of Urticaria. It takes him or her quite a while to argue that neither do others have answers for Rheumatoid arthritis, Ischaemic Heart disease or Diabetes. One of our senior teachers once aptly put it, "The whole world needs Dermatologists, even if it is just to say that this is a case of Lichen planus and there is no definitive treatment for it." This statement attempts to clear the confusion of many young, confused, resident doctors in Dermatology departments everywhere about their perceived role in healthcare.

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Napping For Performance

What's the perfect lenght for a nap that boots performance?

Napping is an art that some physicians have elevated to a science, and there's plenty of evidence to show that it's a proformance booster, but for how long? Nap too long and you'll suffer from sleep inertia: the feeling of being drowsy for an extended period. Nap too little and there's no point. Where's the napping sweet spot?

Brooks & Lack (2005) compared 5, 10, 20 and 30 minute naps to find the best length. For increased cognitive performance, vigour and wakefulness, the best naps were 10 minutes long. Benefits were seen immediately after 10 minute naps but after longer naps it took longer to wake up. Five minute naps only provided half the benefit, but were better than nothing.

File this under 'good to know'.

Ignore Everybody & Nonclincial Jobs

By Mehul Sheth DO

A great book that I found to be a must read for anyone looking to expand their career opportunities is Ignore Everybody: and 39 Other Keys to Creativity.

Amazon link here

A short book that took me the better part of an hour lunch at Chipotle, it nonetheless has some powerful things to say for physicians. This book is not geared towards clinicians, but rather artists who are looking to fulfill their creative urges. In some sense, that was a great parallel for me when I was evaluating non-clinical careers. Although I had a great job, it wasn’t satisfying. I was frustrated with the idea that my entire CV was composed of clinical positions and didn’t really describe me as a total person. As I contemplated the transition from clinical practice to non-clinical I realized that without the ability to demonstrate translatable experience I was looking at the possibility of quitting medicine and either entering a full time degree program or taking an internship or other low paying job to gain practical experience.

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Why Supply & Demand Doesn't Apply To Primary Care Medicine

One of the most fundamental tenets of economics is the law of supply and demand. 

I love it myself because it’s pretty darn simple, and makes sense to just about everyone…that is, if “everyone” doesn’t include the healthcare industry.

At the most basic level, you’ve got two components: supply and demand.  There is an inverse relationship between the two, so independent of external factors, when one goes up the other goes down, and vice versa.  This allows business owners who have properly positioned themselves in high demand industries or niches to reap the benefits of increased demand for their products or services.  The benefits usually come in the form of increased profits, and one must look no further than the oil industry for an example.

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"Rookie Mistakes" To Avoid If You Want To Publish A Book

How can you avoid rookie mistakes as a first time physician writer?

The other day I was talking to a colleague about my upcoming publishing course (www.HarvardWriters.com) and mentioned that I need to find a way to tell the doctors who attend how to avoid saying the wrong thing right off the bat to an editor or agent. 

It's easy to do, because what makes sense to say isn't always the right thing.  In fact, it might be exactly the wrong thing--a statement that gets your book idea shot down before you can even describe the concept. 

My colleague suggested that I prepare some slides that are called Rookie Mistakes You Don't Want to Make.  I just may prepare those slides!  There are a lot of things I could put on them.  Here are 4 examples:

1.  Don't ever tell an editor or an agent that you want to write a book about a topic that "has never been done before."  The more unique your idea, the more likely it is to get shot down.  I know that sounds counter-intuitive, but if you think about it from a marketing point of view then you'll realize that editors and agents like what is tried and true.  They think that there's probably a good reason why a book such as the one you are trying to describe hasn't been done.  And, as soon as those words come out of your mouth...they're done listening!

2.  Don't start at the beginning!  A lot of people talk to agents and editors about their book ideas as if they are telling a story with a beginning, middle and end.  These folks don't have the time or patience to sit through that again and again.  Begin with the end -- or at least the middle.  I don't mean to confuse them with a an incomplete example, but rather start with your strongest material.  Think of your first few sentences (whether written or oral) as the headline in a news article.  Very few editors are willing to listen to someone build their story to an exciting climax.  They want the climax first.  What's exciting about it and why should they be interested in it?

3.  Don't tell say that you have never seen a book like yours.  This is a bit of a variation on #1, but it's a little different.  You actually do have to differentiate your idea from other books that have been published already.  This has to do with the competitive book analysis that goes into a proposal.  If your competitive analysis is "I haven't ever seen a book that is quite like the one that I am proposing", that statement will mark you as a genuine rookie.  If you say that you've done your research and searched in the bookstore and online booksellers and there are books that are similar but here's how yours is different, that marks you as a pro. 

4.  Don't say that your friends, colleagues, or especially your family members, like your writing or think you are a good writer or anything that even remotely resembles a comment similar to this.  Even if an editor doesn't actually roll his eyes right then, he's thinking, "Oh, brother..."  Good writers publish.  They don't lead with how much their friends or families love their writing. 

I'll write some "Do's" in upcoming columns.  These are just a few tricky pitfalls that truly doom great books from ever getting published!