Do we value Doctors as Leaders?

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.