Constructive Criticism, Part 2

The Hospitalist. 2007 March;2007(03):

March 1, 2007 | The Hospitalist

If you believe you need to address one of these topics regarding a colleague’s performance, plan the logistics of the discussion. “This is a conversation best held one on one—in private,” stresses Dr. Simone. “Don’t discuss these issues in front of colleagues, nurses, patients, families … and don’t do it at the end of a long, difficult day.

“Ideally, do it after hours and out of the workplace, though that can be difficult. Remove the person from the hospital floor or the office, and the emotions and adrenaline associated with work,” continues Dr. Simone. “If the environment is stressful, it will raise their defenses, making them more likely to be resistant and argumentative.”

Talking Points

When you offer constructive criticism, approach the topic carefully. “Take a non-confrontational approach,” says Dr. Simone. “Don’t raise your voice, and don’t take the discussion to a personal level. Use objective data as much as possible. Avoid saying ‘I feel that you’re …’ and instead use ‘Coming in 15 minutes late throws everyone’s schedule off.’ ”

Keep the conversation as casual and as light as possible. “This is not a peer review meeting,” Dr. Simone stresses. “Use a soft approach, and you might have greater success. Stay away from power words such as ‘you shouldn’t’ or ‘don’t.’ ”

Advice to Beat Burnout

One of the five “burnout beating behaviors” for physicians suggested by Abi Berger, science editor of the British Medical Journal, is “Remember the Tarzan rule: Don’t let go of one swinging branch before gripping the next.”

For the complete article on “Surviving (and Even Enjoying) Medicine,” visit www.studentbmj.com/ back_issues/0600/education/196.html

A Resource for Your Future

Hospitalists are typically young and busy—the perfect formula for ignoring financial planning. There are several resources to correct that, including a how-to book published in 2005.

Financial Planning Handbook for Physicians and Advisors, by David E. Marcinko, CMP, MBA, CFP, offers a personal financial planning program geared specifically to physicians. The book explains how to choose a knowledgeable financial advisor and develop a comprehensive personal financial plan, and the author also covers insurance and risk management, asset diversification and modern portfolio construction, income tax and retirement planning, and succession and estate planning.

The book is available on www.amazon.com and in bookstores.

Some phrases you might use include:

“I find it helpful if I … ”
“This has worked for me.”
“Have you considered … ?”

Even if you use careful wording, don’t be surprised if the other hospitalist doesn’t react well—at least initially. “Unless you’re seasoned at doing this, the individual may get defensive,” warns Dr. Simone. “If you’re consistent throughout the conversation, show support, and are astute enough to break down their defenses, you should be effective.”

Also, keep your cool: “Don’t respond to defensiveness in like [manner],” says Dr. Simone. Throughout the conversation, show your support. “Convey that your intent is to help the individual—not harm them. Ask if you can be of help, and offer to be a resource” to help them improve.

Also remember that your colleague is part of the conversation. “Allow responses,” adds Dr. Simone. “Give them a chance to express themselves.”

End the conversation with an offer to follow up or suggest a next step. “Offer your personal help or suggest a resource such as the employee assistance program,” advises Dr. Simone. “You can check in with them from time to time, but if you have an unwilling party this may be construed as meddlesome. You must consider the personality involved and if you think they’d be amenable to continued conversations.”