Ask the coach: physician executive experts answer your medical leadership and management questions

Physician Executive, July-August, 2003 by Howard Kirz

"Doctor, doctor!"

I know I'm supposed to know this, but how the heck do you communicate with a non-physician executive (female, Wharton MBA and my peer on the senior management team) who persists in calling me, "Doctor, doctor" in a grating tone at every opportunity. She never acknowledges that I'm an executive, too, but with a different professional background?

A Physician Executive

Dear Doctor (2)

I hate to admit it, but my first inclination is to just call her "Ms. MBA, Ms. MBA" at every opportunity and see what happens. However, my better judgment tells me to ask a friend, communications guru Tim Keogh, PhD, of Tulane University, what he thinks.

Tim says your best strategy is to focus on the "three main barriers to effective workplace communication: gender, degree and perspective."

Concerning gender, he suggests that you might be sending unconscious clues that signal a gender bias to this colleague. His first recommendation, "Ask a trusted female friend for some feedback on how you're perceived."

Concerning degree and perspective, Tim says your situation reflects the age-old professional conflict between health care providers and financial people. We've all experienced it one time or another. "Get over it," he says. "In today's health care organization, you need them and they need you."

And finally, Tim recommends that if you really want to change the way your colleague reacts towards you, "you can go a long way towards earning her respect by simply being professional and smiling without commenting" when she grates, "Doctor, doctor."

Personally, I'm not sure I could actually follow all of Tim's advice, but I suspect he's absolutely right about your situation and you should start by following his three recommendations. "Ms. MBA, Ms. MBA" can always be your back-up plan.

A bonus for charity

I'm a medical group president and we're having a tough year. Because of some abrupt changes in the local economy and payer environment, our physicians won't be receiving their customary annual bonus based entirely on group financial performance.

My own bonus is based one-third on group finances and two-thirds on a set of leadership objectives set by our board. I hear through the grapevine that the committee doing my evaluation this year has a dilemma. On one hand, they apparently want to reward me for my non-financial performance, On the other, they wisely don't want to cause a problem with our docs or with my ability to lead in the future.

In most years, I'm a pretty heavy contributor to various charities. Last year for example, I gave $31,000 to my church, United Way, several colleges etc. I'm thinking about suggesting that, if the board wants to give me a bonus this year, they might consider just making contributions to these charities in my name. Do you think that's wise, or is it just too weird to mention?

A Medical Group President

Dear Prez,

Weird? Well maybe, but I like it. You've got the right stuff. Do it. It's a really nice example of the two sides of your well-developed emotional intelligence. On the one hand, you've correctly identified and empathized with the dilemma your board feels. And on the other, you're aware of your own emotional needs and capable of modulating your behavior in a way that can result in all parties feeling fine.

The phenomenon of emotional intelligence has been widely discussed and debated since Daniel Goleman's blockbuster book Emotional Intelligence in 1995. If it exists, (as a separate form of intelligence at least) it consists of the many tools we use to both understand and influence people, including ourselves.

As an executive coach for a number of senior health care leaders, I see this collection of skills directly impacting my clients' professional success and satisfaction every day. If you want to learn more about this fascinating subject I'd suggest the exceptionally well-researched Emotional Intelligence: Science and Myth (2003) by Gerald Mathews.

My big fat Greek medical director

What do you do if your boss is really, really fat? (He's not Greek; I just made that up). I'm a director of quality and I report to our health plan medical director, an internist with a heart of gold but a truly massive health problem.

This medical director is the best boss I've ever had. He's bright, energetic, articulate, supportive, innovative and wise. But I'm very concerned about both his health and our organization's image. Sometimes when we're at meetings he pants so hard that it seems like he's going to have a heart attack right there. When we're at outside conferences people often ask me about him behind his back.

I'm really in a quandary, stuck somewhere between my concerns about my colleague and the limits of both friendship and professionalism. Do you think I should say or do anything about this situation? If so, what?

Trying to Help

Dear Trying,

Tough question. There are no "right answers" to this one. I suspect that a number of our readers have experienced situations like it themselves-a colleague with a life--style related health problem- and might have a variety of views.