The recent report published by the Faculty of Medical Leadership and
Management (FMLM) addressing 'Barriers and Enablers for Clinicians moving into
Senior Leadership Roles' will be welcomed by many Clinicians (FMLM, 2018). You don’t have to look far
to find a discussion on which attributes are valuable in effective leadership. A
deeper question is whether we should we be identifying potential earlier, and
facilitating Clinicians to step into leadership roles based on potential not
seniority?
Seniority vs
Potential
In Medicine there is a natural hierarchy which by necessity values clinical experience
and knowledge. The linear training progression means that those interested in a
career in leadership must do so alongside their other training demands both
within and outside service provision. Alternatively, clinicians can place their
interest on the back-burner until settled into a consultancy role. There may be
similarities between this progression and that of our colleagues from different
Healthcare backgrounds as they are also unable to progress to leadership roles
until a certain level of seniority. However, the difference is that the
seniority Doctors are expected to reach is that of consultancy. This can be
anything from six to ten years following graduation.
This asks the key question as to whether we value the contribution and
potential of Medically trained professionals within leadership, or whether
their value and credibility is seated within their clinical seniority. Should
there be a ‘legitimate and valued career-path for doctors’ (FMLM, 2018) which recognises a role in
Leadership and Management as a destination in itself? Would this pathway be
reflective of the fast-track schemes available to non-medical graduates? We readily
recognise that Doctors have already been selected as some of the most academically
able and trained to develop a multitude of transferable skills; identifying and
developing Clinicians at an earlier stage would be a natural step in optimising
this mission critical talent pool. Not doing so re-enforces the concept that a
Doctors value is in their role as clinician and that a career in leadership and
management is of lesser value.
Career Planning and Coaching for Inclusion
The role of career planning in developing future leaders is centred on the
need for support in reflection and experiential learning. Thus, complementing
and embedding the distinct skills and knowledge that provide a strong
foundation to effective leadership. It also recognises the need to bring
individuality to any role and in the same way that each persons’ journey is
unique, their support must also be bespoke.
Given recent reports concerning the Gender and Black and Minority Ethnicity
(BAME) pay gap (Appleby, 2018, Connolly &
Holdcroft, 2018), it is crucial that access to coaching is widened and
encouraged. An approach which targets individuals after they have expressed an
interest or applied for an initiative will do nothing to promote inclusion,
although it will support them in achieving their potential. To take an
inclusive approach we must first support individuals in exploring their values,
strengths, goals and career anchors. Unless they identify the potential in
themselves, it will likely remain hidden.
Making the Change
Earlier development and ongoing investment in leadership skills will promote
the experiential learning required to produce Medical leaders. This approach
needs to be complemented by active and early talent management; recognising the
value of Medical Professionals as potential leaders in their own right, not just
after reaching consultancy. A structured and accredited career pathway for
Doctors interested in progressing to organisational leadership roles will move
towards levelling the playing field between ourselves and colleagues in other
Healthcare Professions. To accelerate
this inevitably slow culture change, we should be promoting and investing in existing
coaching and mentoring structures.
If we want Doctors to value a career in leadership
then we must also recognise the role as a career destination in itself. One
accessible to all with aptitude and potential to enabling us to explore the
different ways that we can bring innovation, growth and sustainability to our
National Health Service.
