Clinicians can bring to leadership a deep understanding of patients’ needs and the expertise to make a real difference
In the year I turned 40, I was appointed director of a children’s rehabilitation service and became a clinician manager. I had a role description, some natural skills and a growing pile of “how to be a leader” books, but little formal training. From being responsible for my patients and their families and taking a collegiate interest in my peers, I now felt responsible for a whole team, all the patients, and was accountable for centre costs and clinical outcomes. It was terrifying. I suspect that, like other clinicians turned managers, I was a little naive when I pushed “send” on my job application.
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