Maximize Efficiency and Achieve Work-Life Balance: The Time Priority Matrix for Physicians

Do you ever finish the day feeling as if the time raced by, but instead of making progress on your goals, you’ve just been putting out fires?

With a constant surge of urgent issues, combined with your daily responsibilities and opportunities, it can be challenging to prioritize effectively.

Using the Time Priority Matrix can help you to visualize not only where but how you are spending your time. By categorizing your daily activities, you will discover how your attention is being directed, and where you might be able to streamline and optimize the way you use this most valuable and limited resource.

This tool is also known as the Eisenhower Matrix. Former US President Dwight D. Eisenhower didn’t create the idea, but he famously referenced Dr. Roscoe Miller, a former president of Northwestern University, when he said: "I have two kinds of problems: the urgent and the important. The urgent are not important, and the important are never urgent.”

The matrix was subsequently popularized by Stephen Covey in his landmark book The 7 Habits of Highly Effective People.  It’s something that’s often taught to business leaders, but the concepts can easily be applied to physicians and anyone else seeking to take back some control of time and attention.

How to Use the Time Priority Matrix

Quadrant I tasks are both urgent and important. Ideally these are limited, but as a physician, these tasks are part of daily life.

The critically ill patient, the urgent report, the call from a worried family member. Often these issues are out of your control. But sometimes there is a way to mitigate the urgency, and that's where Quadrant II comes into play.

Quadrant II: Preparation, planning, and prevention fall into Quadrant II. By working in this quadrant, you anticipate and trouble shoot before trouble arises. That's what preventive care is all about.

You can also apply this idea to your own life. For example, if you're studying for your boards, taking a set amount of time every day for a few months will get you much farther ahead than waiting until the last couple of weeks to study. And learning a new skill or technique and making the time to practice it will ensure that when you need it, you'll be more confident and prepared.

Building trusting relationships with patients and colleagues also falls into Quadrant II. By taking the time and putting in the work at the outset, you’ll build trust and confidence. Ultimately that will enhance your ability to provide care more efficiently and collaboratively.

Work in this quadrant might not always be exciting or immediately fulfilling, but it will keep you on track to accomplish the goals that are meaningful to you.

You can apply Quadrant II ideas to your personal life as well. Think about your relationships, family, and other interests. What can you do to ensure that the things that matter to you outside of work are cared for and able to flourish?

Quadrant III is more problematic. In this quadrant, you're dealing with things that are not particularly important, but which require some urgency to complete.

As a physician, you're probably all too familiar with this quadrant. Interruptions, EHR redundancies and pre-authorization inefficiencies that have to be addressed are daily if not hourly occurrences. Some meetings and much email fall into this category.

Sometimes it can help to work on these things in "chunks" so that your attention is focused and you can be more efficient. This is known as task batching, and it can be a highly effective way to clear out some of the clutter that routinely piles up. Making it clear that these non-urgent issues will only be addressed on a certain day at a given time is one way to not only set boundaries but to limit interruptions.

Delegating whenever possible is an important aspect of Quadrant III management. For example, can someone else be assigned to fill out routine paperwork, leaving only the physician-specific sections for you to complete? Perhaps staff can be empowered to respond to simple patient requests for notes or documentation, or to schedule a visit when it’s clear that a non-urgent call or message requires more than a simple response.

Quadrant IV is where you have the greatest likelihood of clearing out some time and space. Mindless scrolling, low-value emails, watching random TV shows, and stressing over social media are good examples of this quadrant's activities.

Sometimes you need a little downtime, but being cognizant of how you are spending it may help you to gain some well-earned margin for the things that matter most to you.

It can be a great thought exercise to think through the way you are using your time. The Time Priority Matrix is a valuable tool that can help you to manage your workload and your personal life more effectively. By identifying and prioritizing tasks based on urgency and importance, you’ll have a tool that can enhance your productivity, improve patient care, and help you achieve a healthier and more fulfilling work-life balance.

DISCLAIMER: As an Amazon Associate I may earn from qualifying purchases, which means that if you click on one of the product links, I’ll receive a small commission. This helps support the website, for which I am grateful! Please do your own research before making any important decisions.

If you’ve enjoyed this article and would like to stay in the loop for more insights on creating a sustainable, fulfilling, and happy life as a physician, sign up for my newsletter or reach out on my website. I’d love to hear from you.

And if you’d like to schedule a complimentary introductory meeting with me, click the link below.

Setting SMART Goals: A Guide for Physicians

If you’re a physician, you’re no stranger to goal setting. You wouldn’t have gotten to where you are now without setting some very specific and actionable goals.

But once you’ve made it through your training, landed a position in your specialty, and begun the process of living your own life, your goal setting muscle may have atrophied a little. What’s more, no matter where you are now and where you might want to be in the future, there’s no longer a prescribed set of steps to get you there.

If you seek growth or change, creating the map is up to you. Unlike the well-worn trail you may have followed in the past, the direction you will take is based on your own unique talents, interests, and visions. As Joseph Campbell warned, in his book The Power of Myth, “If the path before you is clear, you're probably on someone else's.” And starting this adventure begins with setting goals.

Choosing, planning, and carrying out your own goals can feel daunting. Whether professional, financial, personal, physical, or even spiritual, it can all seem like a lot. Where to start? And what can you expect along the way? As with so many other life skills, it’s likely that no one ever taught you how to set goals.

Fortunately, there’s a template that you can follow that breaks the goal-setting process down into clear and accessible parts. Innovators and movers in the business world have been using this tool for years, and it’s something that can work for physicians as well. In this article, I’ll walk you through the process of setting SMART goals that matter to you.

Defining and setting your goals will pave the way for your ultimate success. For instance, a study of medical students undergoing a surgical clerkship found that those who set clear and specific skill-related goals were more likely to get the outcomes they desired than those who just hoped for the best.  And goal setting may also reduce your cognitive load, meaning that you have exert less mental effort to get the work done.

Writing out your goals by hand is more likely to ensure that you stick to the process compared to typing them into a document or entering them into an app.

Give yourself an uninterrupted stretch of time to really think through the goals that you want to set, and the outcomes you hope to achieve. And then map it out using the SMART template. You may be surprised by what you’re able to achieve, and by what you discover about yourself along the way.

Specific

Get as specific as possible about your goal. As author Jack Canfield puts it, “vague goals produce vague results.”   Define your goal clearly and succinctly. It should be something that you can describe in one to two sentences.  

To make it clearer and more engaging, phrase your goal in positive terminology.  This has the added benefit of making it more likely that you’ll get it done. For example, instead of deciding you want to get out of an unhappy work environment, you might reframe this to a desire to get into a more fulfilling position.

Measurable

You should be able to objectively track your progress, whether that’s a checklist, a habit tracker, a set of numbers, or anything else that gives you a way to measure your efforts towards the goal.

Achievable

Choosing a realistic goal that is within your control is important, since you want to set yourself up for success. Choose a goal that requires a moderate stretch, but that you know is achievable.

The magic of the process is that once you reach that goal, other possibilities that are currently out of reach may open up. In the words of writer Joseph Campbell, “Follow your bliss and the universe will open doors for you where there were only walls.”

Relevant

Get in touch with your core values and ask yourself how this goal aligns with your personal vision. The goal should matter to you, not just to your friends, family, or administrators. It’s great if the goal will make everyone happy, but if it’s not your own, you’ll be less likely to commit to it.

Time-Bound

Unless you set a deadline, or a series of deadlines, you may find it hard to get started. That’s just human nature. When you set and commit to a target date, you’ll be more likely to bring your goal to fruition.

Once you’ve identified your goal, break it down into “micro goals” that you can complete within a very short period of time. This progress of completing will help propel you forward, keeping the momentum going.

Don’t forget to celebrate your wins, even the small ones. Calling a friend, going out for dinner, savoring a cookie, listening to music, or even taking a walk are all ways to honor the effort that you’re putting into the process.

Goal setting is naturally tied to effective use of your time. Looking at a big goal can seem daunting, but simply devoting ten to fifteen minutes several days per week can move you forward.

If you struggle with time management, I have a number of articles available on the website that may be helpful. They focus on issues that are specifically relevant to physicians and medical practice. If you’re looking for more guidance, my Four Week Focus Shift course is a self-guided way to find focus for the goals that matter. I also offer 3 and 6 month Time Management coaching packages for physicians.

DISCLAIMER: As an Amazon Associate I may earn from qualifying purchases, which means that if you click on one of the product links, I’ll receive a small commission. This helps support the website, for which I am grateful! Please do your own research before making any important decisions.

If you’ve enjoyed this article and would like to stay in the loop for more insights on creating a sustainable, fulfilling, and happy life as a physician, sign up for my newsletter or reach out on my website. I’d love to hear from you.

And if you’d like to schedule a complimentary introductory meeting with me, click the link below.

References

Campbell, J., & Moyers, B. (2011). The Power of Myth. Anchor.

Doran, G.T. (1981) There’s a SMART Way to Write Management’s Goals and Objectives. Journal of Management Review, 70, 35-36.

Etkin, J. (2019). Time in relation to goals. Current Opinion in Psychology, 26, 32–36. https://doi.org/10.1016/j.copsyc.2018.04.013

Gardner, A. K., Diesen, D. L., Hogg, D. C., & Huerta, S. (2016). The impact of goal setting and goal orientation on performance during a clerkship surgical skills training program. ˜the œAmerican Journal of Surgery, 211(2), 321–325. https://doi.org/10.1016/j.amjsurg.2015.07.028

Locke, Edwin & Latham, Gary. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35Year Odyssey. American Psychologist. 57. 705-717. 10.1037/0003-066X.57.9.705.

Nebel, S., Schneider, S., Schledjewski, J., & Rey, G. D. (2016). Goal-Setting in educational video games. Simulation & Gaming, 48(1), 98–130. https://doi.org/10.1177/1046878116680869

Oscarsson M, Carlbring P, Andersson G, Rozental A. A large-scale experiment on New Year's resolutions: Approach-oriented goals are more successful than avoidance-oriented goals. PLoS One. 2020 Dec 9;15(12):e0234097. doi: 10.1371/journal.pone.0234097. PMID: 33296385; PMCID: PMC7725288.

Van Der Weel, F. R., & Van Der Meer, A. L. H. (2024). Handwriting but not typewriting leads to widespread brain connectivity: a high-density EEG study with implications for the classroom. Frontiers in Psychology, 14. https://doi.org/10.3389/fpsyg.2023.1219945

Optimizing Patient Flow: Time-Saving Tactics for Physicians

One of the biggest pain-points for physicians is the paucity of time allowed for patient visits in the office. Unless you own and manage your practice, it’s likely that someone else controls your schedule.

Despite these constraints, there are some fairly simple things that you can do to optimize the time that you have available.

By focusing your attention on taking care of your patients, empowering your staff to manage routine tasks, and automating some of your EHR processes, you may be able to free up valuable time. Over the course of the work day, these small gains can improve your ability to care for your patients, reduce your wait times, and end the day feeling more in control of your time and attention.

 Pre-visit Information Collection

• Assign your medical assistant (MA) to briefly gather basic symptoms, including duration and intensity, before you enter the room. This has the added benefit of making the MA a valued part of the care team.

• Have your MA ask patients to list their top three questions and concerns. This way, you can start with pertinent issues, and be aware of any unexpected concerns. This won’t eliminate the “by-the-ways” doorknob questions, but it can help.

• Review these issues before walking into the room so you are prepared and can direct the conversation appropriately.

Standardization and Checklists:

• Develop simple checklists for common diagnoses to help guide your patients through symptom description, potential treatments, and follow-up steps. This documentation may also help when it comes to pre-authorization.

• Use protocol and instruction lists for routine procedures, common surgeries, or testing to streamline the process and maintain consistency.

Efficient Communication Techniques:

• Make use of the Teach-Back Method to confirm patient understanding quickly by having them repeat back information about their diagnosis or treatment plan. It might take an extra minute or so, but you’re likely to save time in the long run by addressing misunderstandings at the outset.

• Implement closed-loop communication techniques to ensure tasks like tests ordered or referrals made are understood. In closed-loop communication, the person receiving information repeats it back to make sure the message is understood correctly, and the sender confirms to “close the loop.”

Technology and Tools:

• Utilize EMR templates and macros for common visit types to expedite documentation

• Recommend or create patient education resources to reduce time spent on common issues, reduce post-visit in-box messages and focus more on specific concerns.

Delegate Simple Tasks:

• Delegate routine prescription refills and diagnostic test orders to nursing staff or MAs to free up time for complex decision-making.

• Assign follow-up tasks, such as checking if a patient has completed a test or started a medication, to designated team members.

Optimize Scheduling Practices:

• If possible, incorporate short buffer times every couple of hours to handle any overflow or unexpected delays.

• Whenever feasible, schedule patients with similar needs in consecutive slots to minimize mental switch costs and preparation time.

Structured Patient Interactions:

• If possible, sit down facing the patient to create an impression of focus and interest.

• Begin each visit by asking the patient what they aim to achieve during the appointment, directing the conversation efficiently. This also lets the patient know that you are focused on their needs, and can help to build trust. Over time, that may also reduce unnecessary messages to your inbox.

While you may not be able to fully control your schedule, putting these strategies into play can significantly free up some of the limited time you have with each patient. As a result, you’ll enhance both patient satisfaction and the quality of your care. And ultimately, your own satisfaction may improve.

If you’ve enjoyed this article and would like to stay in the loop for more insights on creating a sustainable, fulfilling, and happy life as a physician, sign up for my newsletter or reach out on my website. I’d love to hear from you.

And if you’d like to schedule a complimentary introductory meeting with me, click the link below.

Maximize Your Time: Essential Toolkit for Physician Time Management

Being a physician often means that you are expected to be a wizard with time, creating minutes and hours out of thin air. It’s not your imagination. A recent study found that in order for a primary care physician to provide guideline-recommended care and communication, they would have to work nearly 27 hours every single day.

With burnout impacting more than half of US physicians, some healthcare systems and many medical associations are beginning to take note. The problem is multifactorial, but administrative burdens are an important issue for many physicians. System-wide commitments to streamline tasks and automate simple processes are beginning to take hold. But true reform is likely to be several years away.

Meanwhile, when every second of your day seems to belong to someone else, managing your personal time isn’t just an option, it’s a necessity. But despite the ever-growing demands of the profession, the skills of time management are rarely taught in our training years.

As a cardiologist in a busy practice for many years, I developed a keen interest in productivity, educating myself by studying some of the masters in the field. The skills I learned allowed me to practice more efficiently. And equally important, I found meaningful ways to nurture my interests outside of medicine, and to create more time and energy for my friends and family.

As a physician coach, I enjoy sharing these simple techniques and insights with my clients. For some, they can be transformative. By optimizing your personal time, you may find that the more rigid pressures of work feel like less of a burden.

You can pick and choose what works best for you, but the important thing is to commit to making at least one change. When you invest a little time and energy to get started, you may be surprised by how much you get back.

Bullet Journal

A bullet journal is more than just an old-school planner. It's a customizable, hand-written system that combines planning, organizing, goal setting, and reflection.  Here’s why it’s beneficial:

• Customizable Layout: Tailor it to your specific needs, whether it’s daily to-dos, long-term goals, or reflective journaling. Don’t worry about making it look pretty. I use a very simple to-do checklist, and scribble notes as they pop into my head during the day.

• Mindfulness Practice: The act of writing by hand encourages memory retention and mindfulness and will help you to prioritize tasks. I like to take 10 minutes every evening to set up my plans for the next day. Even if I don’t meet all of my goals for the day, simply writing them down creates an intention and makes it more likely that they will be completed in the future.

If you want a deeper dive into bullet journaling, check out The Bullet Journal Method, written by Ryder Carroll. There’s no rush to get through it. Commit to reading just 10 minutes each evening (or morning), and over time you’re likely to create serious momentum.

Colored Pens

Never underestimate the power of colors for organization. When you use your colored pens for your Bullet Journal or to take notes while studying for boards, talks, or other commitments, you will:

• Enhance Organization: Assigning different colors to various tasks or appointments helps create quick visual categorization.

• Boost Memory Retention: Color coding  will help you to remember important ideas, tasks and deadlines.

Audiobooks

In general, multitasking is overrated. That’s because most people tend to do both things halfway. And multitasking can make you more vulnerable to distractions. But listening to a good podcast or audiobook on your commute or while exercising can be a great way to safely and efficiently feed two birds at the same time. That could be CME, a good story, or personal development.

Here’s a brief list of some of my favorite productivity audiobooks:

• Atomic Habits by James Clear focuses on the development of small, incremental habits to achieve significant life changes. The book emphasizes the compound effects of your small daily decisions and the importance of establishing systems rather than focusing solely on goals.

• Stolen Focus by Johann Hari delves into the modern crisis of attention, exploring how various factors in our environment and daily lives erode our ability to concentrate. Hari argues that the decrease in attention spans is not an individual failing, but rather a systemic issue influenced by technology, diet, sleep patterns, and societal structures. Although Hari advises systemic change, simply being aware of these forces can help you to push back.              

• Deep Work: Rules for Focused Success in a Distracted World by Cal Newport advocates for a practice of deep, focused work as opposed to the more common shallow, multitasking approach. The book offers practical advice on how to cultivate a deep work habit, minimize distractions, and maximize your cognitive capabilities. Although the ideas in the book are not always applicable to the reality of a physician’s practice, you will come away with a greater understanding of the importance of focus and the negative impact of constant distractions.

Online Yoga (or other activities)

Physical and mental well-being is integral to managing time effectively. As a registered yoga teacher, I love the option of online yoga classes. That’s because they offer:

• Flexibility: Yoga apps allow you to practice at your convenience, fitting sessions into a busy schedule. Most yoga apps give you a range of types, levels, and duration. I like DownDog, AloMoves, and YogaWorks. All three also offer options besides yoga, including strength training and meditation. And some offer live options as well.

• Stress Relief: Yoga is a great way to unwind and maintain physical and mental health. So are many other forms of physical activity. If you want to start, but exercise isn’t part of your routine, simply commit to 10 minutes twice weekly, and see where that takes you.

One caveat: if you’re new to yoga, Pilates, weight training, or any other chosen activity, consider taking a few classes or working with a private teacher first. That way you’ll have the basics, get your questions answered, and develop a practice that is safer, more effective, and more enjoyable.

 Time Tracking App 

Understanding where your time goes is the first step to better time management. My favorite easy-to-use option is Toggl. Time tracking apps can help you to:

• Identify Time Drains: When you track your time online, you may pinpoint activities that take up unnecessary time. That doesn’t mean you shouldn’t stay up to date on email or social media, but when you know where your time is going, you may find that you naturally begin to make choices that are more aligned with your priorities and values.

• Create Structured Work Intervals: I especially like the Pomodoro Technique. It goes like this: Work for 25 minutes, then take a 5-minute break. This structured and repeatable process can enhance focus and prevent burnout. You can also use time tracking to break larger projects (as well as tasks like charting) into smaller intervals. That way you’ll maintain your focus and create a more manageable and efficient process.

What time management tricks and tools have you found that keep you organized and on task? Drop me a line. I’d love to hear from you!

DISCLAIMER: As an Amazon Associate I may earn from qualifying purchases, which means that if you click on one of the product links, I’ll receive a small commission. This helps support the website, for which I am grateful! Please do your own research before making any important decisions.

If you’ve enjoyed this article and would like to stay in the loop for more insights on creating a sustainable, fulfilling, and happy life as a physician, sign up for my newsletter or reach out on my website. I’d love to hear from you.

And if you’d like to schedule a complimentary introductory meeting with me, click the link below.

“Doctor, You Just Don’t Have Time for Me Anymore”

This article originally appeared on Doximity.com, where I was an Op-Med Fellow from 2022-2023.

“Doctor, I feel like you just don’t have time for me anymore.”

My 92-year-old patient Mr. Gray peered at me through his thick glasses, his bushy eyebrows knitted together. I felt my breath catch in my chest.

Mr. Gray was right. As the constraints of medical practice had tightened over recent years, time had become a limited commodity — and something I had lost control over. I did my best to make the brief encounters that now passed for office visits feel like something more, but a threshold had clearly been crossed.

It had not always been this way. Over the 20 years that I had cared for Mr. Gray, my medical practice had changed almost unimaginably.

We had gone through three iterations of the EHR, each more onerous than the last. Like many other groups faced with the economics of 21st century health care, my large cardiology practice had been acquired by a health care system several years prior. Over that time, we had gradually ceded control.

Several more patient slots had been added to the morning and afternoon schedules, meaning less flexibility for those who needed a little more time. And our scheduling department was in the process of being moved out of our office and into the larger system for the sake of efficiency.

Following our very first encounter when he was hospitalized with a cardiac illness, Mr. Gray had become a regular in my clinic. I was always happy to see him on my schedule. He might have been a little cantankerous, but he was never afraid to speak his mind. And I felt that we had achieved a great partnership.

Despite his age and long list of health issues, his mind was bright. He always asked great questions, and he loved to challenge me, but he was usually willing to accept my recommendations after we had talked things through.

Reeling from the sting of his accusation, I promised Mr. Gray that I would make the time for him. I assured him that he was important to me, and I apologized deeply.

Although I had not created this situation, I was determined to make sure that I repaired it to the best of my ability.

Mr. Gray was not the only one who had noticed this constriction of time, and ultimately he wasn’t the only patient for whom I surreptitiously bent the rules.

But his age and his medical complexity made the idea of what essentially boiled down to far less than 10 minutes face-time patently absurd.

Mr. Gray had the audacity to remind me of my Hippocratic oath. Faced with his rebuke, I felt compelled to go beyond helpless banalities about “the system” and “the computer.”

The current health care system often rewards those who see more patients, spend less time, and generate higher RVUs. A 92-year-old man’s request for physician time might seem inefficient and irrelevant by those standards.

Yet Mr. Gray reminded me of the importance of living up to the principles that had inspired me as a younger and more idealistic physician.

I contacted our scheduling department and cajoled them into placing an alert on Mr. Gray’s chart, noting that two patient slots would be required for his visits. This was not standard procedure, and I knew that it might be considered an inappropriate use of limited office time by the number crunchers in management. On the other hand, as a senior cardiologist, I had worked with the in-house office staff for many years, and my unusual request was granted without question. Mr. Gray understood that I was going to bat for him, and he appreciated the effort.

From that point on, every visit with him was a reminder of why I became a physician in the first place. Mr. Gray and I were able to discuss his complex health concerns in detail, review the options, and ensure his understanding.

Over this time, I got to know Mr. Gray on a more personal level. An artist since his late 70s, he often brought in paintings that he had made, setting up the examining room as a small gallery. His art would be propped up on the examining table and the desk would be carefully arranged when I walked in. Birds, animals, buildings, historical events — all were subjects that caught his fancy. But he wasn’t only a painter.

Mr. Gray delighted in showing me photos of his raised-bed garden on his smartphone. And over time I learned more about his years in the military and later life as a farmer on the Great Plains. I believe that the trust this relationship created contributed to his longevity.

When Mr. Gray was 95, I decided to retire from my cardiology practice and return to school to study for a fine arts degree in hopes of eventually teaching in the medical humanities. I dreaded having to tell him goodbye.

I checked and rechecked his upcoming appointment, booked for my last month of practice. A few weeks ahead, I saw that a scheduler had moved the appointment to the schedule of one of our practice’s PAs. Although technically this was in line with the practice’s standards, and the PA was very kind and competent, it was not what I had promised Mr. Gray.

By that time, the scheduling department had been centralized and merged with a larger call center serving many different practices. Despite my calls and messages to the scheduling center, the appointment was never moved back to my schedule. Apparently the 30 minutes Mr. Gray required was no longer recognized as a physician appointment by the system.

Nevertheless, I managed to get hold of Mr. Gray that evening by phone. I will always be grateful for that. During our call, I let him know that I would leave him in good hands with one of the other physicians in the practice, and I thanked him for inspiring me.

About six months later, I learned that Mr. Gray had passed away. I was notified when his daughter, whom I had never met, brought one of his paintings to the office as a gift for me.

There may be those who believe this type of care is anachronistic or idealistic. It certainly didn’t optimize revenue, if we look at these longer visits purely from the standpoint of office throughput and RVUs.

But I believe that Mr. Gray’s story is a cautionary tale for these times of metrics and corporate management. When efficiency and productivity take precedence over years of connection and trust-building, we may lose something beautiful and ineffably human. And in the end, the care we provide may itself suffer.

Offering two blocks of time for complex patients is not always feasible, depending on the constraints of the system. Most doctors no longer own their practices, and they may have little say in the way their schedules are configured.

Fueled by lower reimbursements and a drive for greater profitability, many health care systems demand greater productivity with fewer resources. Meanwhile, the EHR requirements become ever more onerous.

It’s up to physicians to lead the way toward making the patient the priority again. No one else shares our unique vantage point, nor our personal investment in the care of our patients. The time we spend with our patients is more than simply interaction and social connection, valuable as that may be.

The doctor-patient relationship is by its nature collaborative. There are tangible benefits to establishing trust. We may unwittingly break those bonds when we are perceived as rushed or pressured.

Patients may not understand the forces that have created these conditions. Instead, they may understandably interpret these experiences as impersonal and incomplete, a failure of the physician to care.

Especially when dealing with patients with complex and overlapping medical conditions, those who may be reticent to complain, or those who may be wary or uncomfortable asking questions, this trusting connection can be a lifeline.

If you’ve enjoyed this article and would like to stay in the loop for more insights on creating a sustainable, fulfilling, and happy life as a physician, sign up for my newsletter or reach out on my website. I’d love to hear from you.

And if you’d like to schedule a complimentary coaching discovery session, click the button below.

Learning the Art of Delegation: A SMART Tool for Physicians

Delegating is not an easy or comfortable task for many physicians. It’s difficult to give up control of every detail, especially when you are ultimately responsible for the outcome.

That’s why you can’t (and won’t) simply assign a task and hope it all works out. When delegating, the idea is to get the same or better result than if you did the task yourself.

As a physician, there can be a blurry line between what you need to do to assure the optimal care for your patients and what others must do in order for you to accomplish your best work. In this article, I’ll give you a template that can help you overcome some of the hurdles that may be preventing you from delegating appropriately to other members of your team.

It starts with creating clarity around responsibilities and purpose. As the physician, you are the team leader. The goal is to provide the best and most timely care for your patients, and to administer that care with compassion and professionalism. By establishing clear and well documented instructions and expectations, you’ll set your team members up for success.

The SMART Delegation mnemonic is tool that will walk you through the steps that will make delegation work for you, allowing and inspiring your team to do their best work.

SMART Delegation

(Based on the work of Kate Christie of Time Stylers)

SELECT: Choose the best person for the task. This may be someone with little experience but a willingness to learn, or it could be someone with years of practice in the same or related field. Be choosy, but consider thinking outside the box.

MOTIVATE: Motivate your team by explaining why the task is important. This will create buy-in and a sense of importance and pride. This step is important to revisit periodically, especially at first.

ACTIVITY: Explain the details of the task in detail. Be sure to include a checklist if appropriate, and a written guideline that can easily be referred to and updated as needed. Once you put in the work to create the guideline, this bit of heavy lifting is done. This is a crucial part of time management.

RESULT: Describe and explain what a good result looks like. Be sure your delegated team member understands the purpose of their work, and how to recognize common complications.

TIME FRAME: Set realistic but firm deadlines. Consider a mid-point check in if appropriate.

As always, trust, but verify. 

Remember that the team or individual may be learning a new skill. Make time at the outset to be available.

Be approachable and patient, especially at the beginning. But be sure that the person to whom you have delegated the task understands their role and that they will be expected to perform this responsibility without you in most cases.

Keep the lines of communication open so that your designated team is comfortable reaching out for help with complications or unexpected situations. But whenever possible, use these questions as teaching opportunities rather than simply providing the answer. Challenge them to come up with the answers themselves.

Involve a supervisor, if appropriate, so that your team members feel comfortable reaching out for help with more minor issues or questions.

Be generous with both praise and with constructive criticism. Remember to practice patience, but if a team member is unable to do the task to your satisfaction, consider finding a different individual to do the job. Don’t allow yourself to fall back into the time-sucking trap of doing it all yourself.

Delegating can feel like giving up control, so expect to feel a little discomfort at first. Be patient with yourself and with your team, but make your expectations clear.

When you have the right people and processes in place, a SMART delegation process can make you more productive, improve safety, promote teamwork, and enhance patient satisfaction. And that benefits everyone.

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