Mentoring services add value to an already
established medical executive or executives. All solutions can be
tailored to and adapted to the timeline and schedule of the involved
individual(s), and consist of a pre agreed combination of direct
and indirect contacts. Progress reporting and prognoses are
included as required.
Diagnosis Phase of the problem, a detailed
implementation plan is prepared, in writing, giving the steps
that need to be accomplished. Timeframes and projected effects
of each step will be noted in the
Prescription Phase of the project. It is possible that
an institution decide that this is enough information to
implement the process.
the Implementation Phase, personal
on the job orientation and training is provided, with emphasis on practical
problem solving and organizational dynamics, using real time
institutional problems, supplemented with case studies.
the period of the Implementation Phase engagement, there is continuous indirect
support provided by phone or email, for problem intervention,
brainstorming and job related stress support.
Limited post engagement email and phone
support for continuing issues of concern is provided. More
extensive post engagement support can be arranged.
There are several situations when this
mentoring service is needed:
the new Medical Executive is picked on merit, but new to the
Medical Staff, there are a number of transitions that need to be
made. There is acclimatization to the role within the executives
of the health organization. There is also need to establish an
effective leadership relationship with the physicians. Failure
to recognize and defuse overt and hidden problems can render the
position ineffective from the start.
Executive strengthening is needed in one of two situations: The
current Medical Executive is compromised because the of the
structure or because of prior personal
the structure of the Medical Staff is not altered to accommodate the Medical
Executive, the relationship with the Chief of Staff will not function properly:
The push-pull between the two will either render one ineffective, or cripple
both. The solution is to mediate an amenable architecture. In some cases the
defect is in the organizational structure of the health facility. If reporting
relationships and authorities are incorrect, the position will not function.
Medical Executive may have baggage that hampers effective
relationships in the new position. The most common instance is
when a "revered or senior " physician is selected by the
administration. Not only does that physician rarely have the
combination of experience and talents to be effective, but
previous referral group associations may be an additional
impediment to credibility. This situation can be remedied, but
requires careful attention to particulars.
In another variant, those prior referral
relationships may have already become entwined in a decision or
series of decisions that have caused a furor within the medical
staff. These situations need to be fixed before they fester and
destroy the Medical Executive Office and its inhabitant.