How to Start Your Own Medical Writing Business: A Practical Guide

Starting your own medical writing business can be both exciting and challenging. Whether you're an experienced medical writer or a healthcare professional looking to transition into writing, setting up your business involves several important steps. Here’s a straightforward guide to help you get started.

1. Identify Your Niche
   First, define the kind of medical writing you want to specialize in. The field includes technical writing for pharmaceutical companies, journalistic writing for physicians and patients, and writing continuing medical education (CME) manuscripts. Knowing your niche will help you target clients and tailor your marketing efforts.
2. Create a Business Plan
   A business plan is your roadmap to success. Outline your goals, target audience, pricing strategy, and marketing plan. Here’s what to include:
   • Mission Statement: Define why the organization exists, what its overall goal is, the kind of product or service it provides, and its primary customers or market.
   • Market Analysis: Research your target market and competitors.
   • Services Offered: List the types of writing you plan to provide.
   • Pricing Strategy: Set your rates based on industry standards and your experience.
   • Marketing Plan: Plan how you will reach potential clients, including creating a website, leveraging social media, and networking.
3. Choose Your Business Structure
   Decide on the legal structure for your business—sole proprietorship, LLC, or corporation. Each has its own legal and tax implications. It might be worth consulting a business attorney or accountant. Also, don't forget to register your business name and get any necessary licenses or permits.
4. Build an Online Presence
   In today's world, having a professional online presence is crucial. Create a website that showcases your services, portfolio, and contact information. Consider including:
   • About: Share your background and qualifications.
   • Services: Detail the writing services you offer.
   • Portfolio: Provide samples of your work.
   • Testimonials: Include feedback from past clients.
   • Blog: Post industry insights and writing tips to demonstrate your expertise.
5. Network and Market Yourself
   Networking is key in the medical writing industry. Join professional organizations like the American Medical Writers Association (AMWA) or the International Society for Medical Publication Professionals (ISMPP). Attend conferences, webinars, and workshops to connect with potential clients and stay updated on industry trends. Use social media, especially LinkedIn, to build your professional network and highlight your expertise.
6. Get Your First Clients
   Getting your first clients can be tough but rewarding. Start by reaching out to your existing network and offering your services. You might consider doing some work for free or at a discount to build your portfolio and get testimonials. Freelance platforms like Upwork, Freelancer, and specialized medical writing job boards can also help you find opportunities.
7. Manage Your Business Operations
   Effective business management is crucial for long-term success. Set up systems for tracking income and expenses, invoicing clients, and managing deadlines. Tools like QuickBooks for accounting and Trello or Asana for project management can help keep you organized.

More on using LinkedIn

Many publishing, continuing education, and medical communication companies look to LinkedIn to find prospective new writers. It is an excellent platform to showcase your work and list the companies for which you've written. And by publishing your work on the site, you can attract followers who might refer or hire you.

Summary

Starting a medical writing business requires careful planning, networking, and dedication. By following these steps, you can build a successful business that leverages your expertise and meets your clients' needs. Stay adaptable and continuously look for opportunities to grow and develop professionally.

EXCLUSIVE: Get a daily dose of inspiration, information, news, training opportunities, and amusing stories by CLICKING HERE.

Links for Today's Episode:

• Why Build Your Own Rewarding CME and CE Writing Business?
• How To Know If You Will Love Medical Writing
• How to Shine as a Technical Medical Writer – 155
• Why Medical Communications Is the Best Nonclinical Career – 061
• Dr. Debra Blaine's Coaching Services

Podcast Editing & Production Services are provided by Oscar Hamilton

Disclaimers:

Some of the links that I refer you to are affiliate links. That means that I receive a payment from the seller if you purchase the affiliate item using my link. Doing so has no effect on the price you are charged. I only promote products and services that I believe are of high quality and will be useful to you. As an Amazon Associate, I earn from qualifying purchases.

The opinions expressed here are mine alone. While the information provided on the podcast is true and accurate to the best of my knowledge, there is no express or implied guarantee that using the methods discussed here will lead to success in your career, life, or business.

The information presented on this blog and related podcast is for entertainment and/or informational purposes only. I do not provide medical, legal, tax, or emotional advice. If you take action on the information provided on the blog or podcast, it is at your own risk. Always consult an attorney, accountant, career counselor, or other professional before making any major decisions about your career. 

The post How to Set Up Your Medical Writing Business appeared first on NonClinical Physicians.

In today's digital age, online networking is the gateway to unlocking numerous opportunities for nonclinical medical jobs. Leveraging social media and LinkedIn can significantly impact your career opportunities and professional connections. In the discussion that follows, we'll explore the strategies and tips that will help you excel in the world of online networking.

Start with Precise Targeting and Keyword Optimization

Begin your online networking journey by identifying specific keywords and phrases relevant to your nonclinical medical niche. Incorporate these keywords strategically throughout your LinkedIn profile and other social media profiles. This optimization will help search engines understand your expertise and improve your discoverability by those seeking your skills.

Crafting an SEO-Optimized LinkedIn Profile

Your LinkedIn profile serves as your digital business card. To optimize it for SEO, use a professional headshot and create a compelling headline that includes your primary keywords. In your summary, highlight your clinical background, key achievements, transferable skills, and aspirations in the chosen nonclinical field.

Your LinkedIn URL should be customized, excluding unnecessary characters that LinkedIn often includes when first setting up an account. Ensure that your profile URL contains your full name, consistent with that on your website if you have one, and other social media sites for easier search engine indexing.

Building a Network with Purpose

Expand your LinkedIn network thoughtfully. Connect with fellow nonclinical medical professionals, industry experts, recruiters, and alumni from undergraduate and graduate institutions, medical school, residency, and fellowship programs. Personalize connection requests with a brief message mentioning common interests or goals.

Actively engage with your connections by liking, sharing, and commenting on relevant content. These interactions enhance your visibility and influence within your network.

Content Creation and Sharing

Establish yourself as a thought leader in your nonclinical niche by creating and sharing valuable content on a regular basis. Write blog posts, articles, or case studies that showcase your expertise. Improve your consistency by scheduling 30 to 60 minutes once or twice each week dedicated to this process.
Incorporate keywords naturally into your content while addressing topics relevant to your audience. Share this content on LinkedIn, and encourage your network to engage by liking, commenting, and sharing it.

Leveraging Other Social Media Platforms

LinkedIn is not the only platform for nonclinical medical professionals. Twitter, for instance, offers opportunities for concise thought leadership and networking. Use it to share insights, engage with healthcare communities, and participate in relevant conversations. Optimize your Twitter bio with keywords and provide a link to your LinkedIn profile.

Monitoring and Analytics

Regularly monitor the performance of your online networking efforts. Tools like Google Analytics and LinkedIn Analytics provide valuable data about your audience and engagement levels. Track your ranking for specific keywords relevant to your niche and adjust your strategy accordingly. Identifying what works and what doesn't is vital for ongoing improvement.

Guest Blogging and Backlinks

Guest blogging on reputable healthcare websites can boost your online presence and authority. It allows you to showcase your expertise while obtaining valuable backlinks to your LinkedIn profile or personal website. Seek opportunities to contribute to industry-related publications and include your optimized LinkedIn profile link in your author bio.

There are several well-known medical journals and publications that welcome non-research submissions, including essays and first-person narratives. These include:
Annals of Internal Medicine
Journal of the American Medical Association
British Medical Journal
Health Affairs
American Medical Writers Association Journal

There are other online news publications to which to submit articles as a way to grow your authority, including:
KevinMD
Physician's Weekly
Medscape
Doximity

Conclusion:

Mastering online networking as a nonclinical medical professional is a continuous journey. By applying these SEO strategies, you can enhance your visibility, connect with like-minded professionals, and open doors to exciting career opportunities. Stay committed to your networking efforts, and over time, you'll see the benefits of a strong online presence in a nonclinical medical field.

The post Online Networking for Nonclinical Medical Professionals: Mastering Social Media and LinkedIn appeared first on NonClinical Physicians.

Unveiling the Science Behind Drug Development

Let's delve into the intriguing world of research and development (R&D) in nonclinical pharma careers. Today, we explore the critical role played by nonclinical scientists in the captivating realm of drug development. From preclinical studies to groundbreaking discoveries, let's uncover the science behind this essential aspect of the pharmaceutical industry.

Nonclinical R&D: A Foundation for Success

In the field of pharmaceuticals, nonclinical R&D serves as the backbone of drug development. Nonclinical scientists conduct extensive research and preclinical studies to evaluate the safety and efficacy of potential drugs before they enter human trials. They investigate various aspects, including drug absorption, distribution, metabolism, and excretion, to optimize dosing regimens and ensure patient safety. Most of the physicians involved in these activities have moderate to extensive previous experience in research and often hold a Ph.D. in a relevant field.

The Process of Preclinical Studies

During preclinical studies, nonclinical scientists design and conduct experiments to assess a drug's efficacy and safety. These studies often involve testing on animals or in vitro models. Scientists evaluate the drug's therapeutic effects on disease models and thoroughly investigate potential adverse reactions or toxicities. The data collected during this stage provides crucial information for regulatory submissions and helps guide decision-making for clinical trials.

Tools and Techniques in Nonclinical R&D

Nonclinical R&D relies on a wide range of techniques and technologies. Scientists utilize cell culture, animal models, molecular biology, imaging technologies, and advanced analytical methods to gather comprehensive data. These tools enable them to evaluate drug efficacy, determine dosage, assess toxicity, and identify potential risks associated with the drug.

Skills and Qualifications for Nonclinical R&D Careers

Nonclinical R&D careers require a strong scientific background, critical thinking skills, attention to detail, and effective communication abilities. Many professionals in this field hold advanced degrees in pharmacology, toxicology, or related disciplines, which provide them with the necessary knowledge and expertise.

Growth and Advancement Opportunities

Nonclinical R&D offers numerous opportunities for growth and advancement. With experience and expertise, professionals can progress to leadership roles, become project managers, or contribute to strategic decision-making within research organizations. There are also possibilities for specialization in specific therapeutic areas or emerging fields.

The Impact of Nonclinical R&D

The contributions of nonclinical scientists in R&D are invaluable. Their meticulous work ensures the safety and efficacy of pharmaceutical products. By laying the groundwork for clinical trials and guiding drug development decisions, they play a vital role in bringing innovative treatments to patients and improving healthcare outcomes.

Conclusion:

Nonclinical research and development is an integral part of the pharmaceutical industry. Through preclinical studies, nonclinical scientists assess drug safety, efficacy, and potential risks before advancing to human trials. Their expertise, combined with advanced techniques and technologies, is crucial in shaping the future of healthcare. By delving into the science behind drug development, we gain a deeper appreciation for the essential contributions of nonclinical R&D professionals in improving patient care and advancing the field of medicine.

The post Research and Development in Nonclinical Pharma Careers appeared first on NonClinical Physicians.

As physicians, our dedication to patient care is unparalleled, but there comes a time when nonclinical career paths must be considered. However, some of us may reach a point where we seek new opportunities beyond the traditional realm of direct patient care. Fortunately, the field of medicine offers various lucrative nonclinical career paths that allow us to leverage our medical knowledge and expertise while exploring alternative careers. In this article, we will delve into some of the best-paying jobs for physicians that do not involve direct patient care, all while offering insight into exciting opportunities beyond the clinic.

Medical Consulting

Medical consulting offers physicians the chance to provide expert advice and guidance to pharmaceutical companies, insurance providers, healthcare technology firms, hospital systems, and other healthcare organizations. By lending our medical expertise in areas such as product development, regulatory affairs, or healthcare management, we can contribute to shaping the future of medicine.

Medical Writing and Editing

Physicians possess a unique advantage when it comes to medical writing and editing. With our profound understanding of complex medical concepts, we can translate scientific information into accessible language for a wide variety of audiences. Opportunities abound in medical communications, scientific publications, pharmaceutical marketing, and healthcare journalism, thus offering excellent compensation and the satisfaction of disseminating medical knowledge to a broader audience.

Healthcare Administration

Our extensive experience in the medical field positions us well for healthcare administration roles. These positions involve managing medical facilities, and overseeing healthcare policies and regulations, all while ensuring quality and patient safety. and optimizing operational efficiency. Healthcare administrators play a crucial role in shaping the future of healthcare delivery, and our leadership is highly valued, resulting in lucrative compensation packages. Healthcare management offers multiple lucrative nonclinical career paths.

Medical Research and Clinical Trials

Physicians with a passion for research can pursue careers in medical research and clinical trials. This path involves designing and conducting clinical studies, analyzing data, and contributing to medical advancements. Research roles often come with competitive salaries, especially in pharmaceutical companies, research institutions, and government agencies focused on healthcare.

Medical Entrepreneurship

Physicians with an entrepreneurial spirit can embark on their own ventures, developing medical devices, healthcare technology platforms, and more. By identifying gaps in the market and utilizing our medical expertise, physicians can create successful startups or join existing healthcare startups as consultants, advisors, or executives. While entrepreneurship can be financially rewarding, it also offers the thrill of innovation and the potential for impactful change.

Medical Education

We have the opportunity to shape the next generation of medical professionals by engaging in medical education. Academic positions at medical schools, universities, and postgraduate training programs offer competitive salaries. Teaching, curriculum development, and mentoring medical students and residents provide financial rewards. However, it also offers physicians the satisfaction of passing on their knowledge and experience.

Conclusion

While patient care has been the cornerstone of our medical careers, there comes a time when some of us seek alternative career paths that do not involve interaction with patients. Fortunately, the medical field offers a myriad of lucrative nonclinical jobs.

Whether it be medical consulting, medical writing, healthcare administration, medical research, medical entrepreneurship, or medical education, these paths allow us to continue utilizing our medical knowledge while enjoying competitive compensation. 

The key lies in identifying one's passion and leveraging the skills acquired through years of patient care to explore new horizons and embark on your professional journey.

Other resources:

How to Kill the Myths About Alternative Jobs for Clinicians (podcast episode)

Doctors Should Explore One of These 4 Unique Nonclinical Careers (podcast episode)

Is It Really That Hard to Find Your New Career? (podcast episode)

The post Expanding Horizons: Lucrative NonClinical Career Paths for Physicians appeared first on NonClinical Physicians.

While the thought of stepping away from a career that defines us may be daunting, there exists a perfect opportunity for physicians in pre-retirement to embrace a role that allows for a more relaxed pace without sacrificing fulfillment. Let us explore the ideal job for a physician seeking a transition that nurtures their passion while fostering a healthier work-life balance.

A Mentorship Role

One path that perfectly aligns with the values and expertise of a physician in pre-retirement is mentorship. Sharing the wealth of knowledge and experience gained throughout one's medical career can be profoundly rewarding. Becoming a mentor allows us to guide and shape the next generation of medical professionals, imparting not only clinical skills but also the invaluable wisdom gained from years of patient care. This role fosters a sense of purpose and gives physicians an opportunity to make a lasting impact on the future of healthcare.

While mentorship is generally a non-compensated role, it can develop into paid coaching or consulting. To make the transition, formal coaching training, and certification may be worth the investment of time and money, but may not be necessary. Starting a formal consulting company will usually require some basic accounting and legal help to get started, but otherwise is fairly straightforward,

Academic Positions

For those inclined toward a more intellectually stimulating environment, pursuing academic positions can be an excellent option. Transitioning into teaching roles within medical schools or universities offers an opportunity to engage with eager minds, contribute to research, and shape the future of medicine through education. 

Such positions may involve teaching medical students, supervising residents, or conducting research, allowing physicians to maintain a connection to the medical field while embracing a slower pace.

Locum Tenens or Part-time Work

Another viable option for pre-retirement physicians seeking a more flexible schedule is exploring locum tenens or part-time work. Locum tenens positions offer the freedom to work temporary assignments in various healthcare settings, providing an opportunity to explore different practice environments and locations. 

This flexibility allows physicians to select assignments that align with their preferences and availability, granting them the freedom to take time off for personal pursuits or travel. And those doing locums work in hospitals do not need to get involved with hospital politics or participate in committee and department meetings.

Nonclinical Roles

Transitioning into nonclinical roles can be an intriguing avenue for physicians seeking a change. Pharmaceutical companies, insurance providers, communication companies, and healthcare consulting firms often seek the expertise of seasoned physicians to guide their strategies and ensure a patient-centered approach. These roles allow pre-retirement physicians to utilize their medical knowledge and experience in a different capacity while embracing a slower-paced work environment.

Community Service and Volunteer Work

Many physicians enter the medical field driven by a desire to serve their communities. Pre-retirement can be an opportune time to delve deeper into community service and volunteer work. Organizations such as free clinics, humanitarian aid groups, or medical missions offer avenues for physicians to utilize their skills while making a difference in underserved populations. 

There are also opportunities to serve on public health boards, and healthcare-related boards such as those for hospice provider organizations, hospitals, and other nonprofits. Engaging in such endeavors allows physicians to reconnect with their initial motivations for entering the medical profession and find renewed fulfillment in serving others. And these unpaid positions may serve as a segue into compensated positions.

Conclusion

The transition from a demanding medical career to a more relaxed pace in pre-retirement can be a fulfilling journey for a physician. Whether it's embracing a mentorship role, pursuing academic positions, exploring locum tenens or part-time work, venturing into nonclinical roles, or engaging in community service and volunteer work, there are various options available to match individual preferences and goals. 

By leveraging our expertise and experience, we can continue to contribute to the medical field while prioritizing our own well-being and achieving a healthier work-life balance. Embrace this transition as an opportunity to discover new paths, nurture your passion, and create a meaningful impact beyond the confines of clinical practice.

Other resources:

Why You Must Dare to Discover Your Purpose When You Retire (podcast episode)

How to Go from Retirement to Ardent CMO and Medical Expert (podcast episode)

How to Find Nonclinical Opportunities in Retirement (podcast episode)

The post Embracing a Fulfilling Transition: The Ideal Job for a Pre-Retirement Physician appeared first on NonClinical Physicians.

In this post, I want to explain why it is important to validate your business idea. You may recall that in my previous blog post in this series, I described the factors needed to select a product or service to offer future customers:

• It's an area that you’re passionate about (or reflects your purpose),
• You have expertise or skills to share,
• There are customers with a problem to solve, and
• The customers are willing and able to pay for the product or service.

Try Selling a Prototype or Presell a Course

This trial run does not necessarily have to be a fully developed product. Let's look at an example.

• there are parents of these children looking for online help, and
• they’re willing to spend money to meet that need.

I’ve since found that there are products and services that physicians are willing to purchase to expedite their career transitions. This became evident when I started helping with a Facebook group (Physician Nonclinical Career Hunters) devoted to nonclinical careers two years ago, which now has over 15,000 members.

I now recognize that there's a demand for coaching, mentoring, and training. Several books have been published on the subject of nonclinical careers. There is a growing interest in this niche. And I’ve started to sell my own products.

I created a course dedicated to finding a job as a medical science liaison. That sold fairly well. So, I created more courses. Since I planned to continue developing courses, I decided to accelerate that process and open a membership site. I started with a minimal viable product (in my mind that was 12 courses).

I was able to sell an encouraging number of memberships. Now I've put more time into improving the first 12, and have added 6 new courses. I've recruited several affiliate partners to sell my course to their followers. And I'm relaunching the Nonclinical Career Academy Membership program very soon.

Several physicians I have interviewed who are coaches have followed a similar path. They started with one-on-one coaching. After building a sufficient following, they added group coaching. Some of them later created a course developed from their coaching experiences, which scaled their business, while serving more clients.

Examples include:

• First, Optimize Your Attitude – Interview with Dr. Katrina Ubell – 035,
• How to Be a Successful Physician Entrepreneur – Interview with Dr. Nneka Unachukwu – 123
• How to Be a Shrewd Business Coach and Consultant – Interview with Dr. David Norris – 111

Summary

As you plan your nonclinical online business, be sure to validate your business idea by confirming the demand for your product or service. Begin by looking for others who seem to be successful.

Then sell a prototype, or begin with a limited run of whatever you're selling. If you are a coach, sell a few discounted sessions to get going. Assess the response of your clients and the success of your coaching.

If you're creating a course – develop the first few lessons, then try to pre-sell the soon-to-be-finished course. But only finish creating it if there is interest confirmed by sales. Then use the feedback from your first few students to help direct future lessons.

Coming Next

In the next blog post, I will answer this question: What are the legal and business issues I should address before moving on?

Next Steps

Please add you're thoughts and questions in the Comments. I will respond to them all.

Contact me: john.jurica.md@gmail.com

Thanks for joining me.

Until next time.

The post How to Validate Your Business Idea appeared first on NonClinical Physicians.

This week, John describes what a great hospital quality medical director needs to know to succeed. By understanding and implementing these concepts, the medical director will be able to lead a strong QI program.

A hospital's quality improvement program is designed to ensure that medical care is undeniably effective, evidence-based, timely and error-free. The field has exploded over the past 30 years, with an increasing emphasis on measuring and reporting outcomes of care.

Though it’s unlikely anyone is building a quality program from scratch, the information presented in this episode is useful for anyone from a part-time hospital quality medical director to a full-time chief quality officer. It will help you to improve your hospital's quality and safety program. And it may help you prepare for an interview for a medical director or chief quality officer position.

Our Sponsor

We're proud to have the University of Tennessee Physician Executive MBA Program, offered by the Haslam College of Business, as the sponsor of this podcast.

The UT PEMBA is the longest-running, and most highly respected physician-only MBA in the country, with over 650 graduates. And, unlike other programs, which typically run 1 – 1/2 to 2 years, this program only takes a year to complete. Recently, Economist Magazine ranked the business school #1 in the world for the Most Relevant Executive MBA.

While in the program, you'll participate in a company project, thereby contributing to your organization. As a result, University of Tennessee PEMBA students bring exceptional value to their organizations.

Graduates have taken leadership positions at major healthcare organizations. And they've become entrepreneurs and business owners.

By joining the University of Tennessee physician executive MBA, you will develop the business and management skills needed to advance your career. To find out more, contact Dr. Kate Atchley’s office by calling (865) 974-6526 or go to vitalpe.net/physicianmba.

Culture and Credentialing

The foundation of a great hospital quality program is a culture that values quality and safety. The mission of the organization must include a commitment to patient care that is based on superior quality and patient safety. It’s vital that the culture values teamwork and effective communication.

The underpinning of any good program is to start with a culture of quality and safety.

Measurement

The ability to measure outcomes is the cornerstone of a quality improvement and patient safety program. The tools used to measure outcomes must use a risk-adjustment methodology in which physicians have confidence.

There are numerous systems  available to extract the data needed to provide clinical quality and safety reporting. Becoming an expert in the measurement tools will make you an invaluable asset to your organization.

Leadership and Structure

Leadership of the QI and PS program is also extremely important. Each hospital must have a knowledgeable clinical expert to lead the department or division. Physicians are best able to understand the impact of quality on the care of our patients. We can help by serving on and leading committees, and by serving as hospital quality medical director or chief medical officer.

Implementation of a great QI program depends on an organizational structure that includes a mastery of QI concepts at each level, from CQO to Pharmacy Director, Quality Improvement Director and Health Information Management Director, to Quality Nurses, Clinical Documentation Improvement Specialists, Infection Preventionists,  and Utilization Management Advisors.

The post Know This to Be a Great Hospital Quality Medical Director – 133 appeared first on NonClinical Physicians.

Heather is a certified coach and owner and founder of Doctor’s Crossing. It's there that she works with physicians who are seeking to renew and reinvigorate their careers and avoid burnout.

After practicing for 9 years in her own successful dermatology practice, she made the difficult decision to leave her practice and pursue a calling to serve others in a different way.

Having gone through a career transition, she is able to integrate her experience, training, and abiding interest in her work to help other physicians find happiness, success, and fulfillment in their own lives and careers.

After reading her blog post, I thought it would be helpful to physician leaders and to physicians considering a career transition. Here are her recommendations on the subject of personality types and burnout. 

Burning Out? Recommendations For Your Personality Type

I really, really wish I could change the healthcare system so it would stop burning out so many hardworking doctors. I would gladly be out of a job if it meant this soul-crushing medical system cared half as much about doctor satisfaction as it did about patient scores.

But sadly, I know I alone will not change the system. So every day I ask, “How can I help my doctor clients avoid burnout?”

It’s not a magic wand, but what I offer here is a tool to help you better understand your risk factors for burnout based on personality type, and provide recommendations for healthy coping strategies.

My approach is based on the Enneagram Personality System, which has 9 basic personality types (ennea means nine). If you don’t already know your type, you can take the most accurate $12 Full RHETI test – by clicking here. Alternatively, you can read through the descriptions and see which ones best fit you. Even though you will only have one primary personality type, aspects of the other types are present in you to a lesser or greater degree. This is a long blog, so it is fine to just read the section for your type!

The Reformer/Perfectionist: High standards, wants to do the right thing, disciplined, focused on improvements. Wants to avoid mistakes, can be self-critical, judgmental of others.

Risk Factors:

• Working in an environment where integrity & respect are lacking
• Being obsessive/compulsive regarding charting and tasks
• Feeling guilty when relaxing and not being “productive”
• Having difficulty delegating and trusting others to do a good job
• Having a harsh inner critic

Recommendations: Since you have a very high degree of integrity and care deeply that things are done correctly, you can suffer greatly in a work environment that is not aligned with your values. You may be spending extra time and energy trying to change a system that does not see things as you do. If this is the case and conflict is arising, you may need to find a different approach or a better job fit.

You have high standards for your work, including documentation, but if charting is taking an inordinate amount of time, do a trial period of more succinct notes for two weeks. You can always go back to the longer notes, but perhaps shorter notes (with even a few typos) may be acceptable.

The Type One has a very strong inner critic, which can be very hard on itself (and others). See how it feels to take on a kinder, more forgiving tone with yourself. There is often a subconscious fear in Ones that if they give themselves a little slack, they will turn into slackers, but this is not a risk! Allow yourself more freedom for guilt-free indulgence, and simple, pure fun.

The Helper: Enjoys doing for others and being needed. Warm, compassionate, connecting. Can over-do and get caught in people-pleasing.

Risk Factors for Burnout:

• Becoming overcommitted
• Having difficulty saying “No” and setting boundaries
• Allowing others to take advantage of the desire to please
• Losing focus on your own needs and wants
• Being overly empathic and suffering compassion fatigue

Recommendations: You truly enjoy helping others, connecting and seeing how you can meet the needs of others. As a physician, this can put you at high risk for compassion fatigue and burnout from giving too much. Examine your current personal and professional commitments. Where are you being stretched too thin? What can you let go of?

Before saying “yes” to additional commitments, press the pause button and consider whether this obligation serves you. Is it something YOU want to do? Take stock of your self-care and personal time. Is all your time going towards work and family, with little left over for you?

Try putting yourself first for a few weeks and see how that changes things. To do this, you will likely need to ask for more from others and redefine some boundaries. If others’ needs are so important, why would yours not be just as important?

The Achiever: Focused on accomplishments and getting things done. Motivating, efficient, adaptable. Likes to check off boxes and climb the ladder. Image conscious, competitive.

Risk Factors for Burnout:

• Looking to achievement for self-worth
• Being a workaholic
• Losing self in the pursuit of goals/status
• Letting relationships suffer from neglect
• Having difficulty slowing down and just “being”

Recommendations: You excel at setting goals and achieving. You thrive from performing well and having the high regard of others. Doing so can result in career success and a great CV, but it can also leave you feeling empty and disconnected from your heart. Ask yourself what is important about your goals, why do they matter to you? What have you had to sacrifice to achieve your goals? Are there other things more important to you now?

As an Achiever Type, you may have put your feelings aside to reach your goals. Slow down in order to find out what is driving the achievement. Ask yourself if there is something else your heart desires. Even in spite of significant achievement, Threes can have self-esteem issues.

A good counter to this is fully accepting who you are, and letting go of comparisons with others. Finding your own authenticity and being comfortable with all aspects of yourself, including your appearance, will create more inner peace than any outer achievement.

The Individualist/Romantic: Values self-expression, creativity, and finding meaning. Well-developed aesthetic sense, stylish. May be moody and overly sensitive.

Risk Factors for Burnout:

• Working in an environment that is a mismatch for your True Self
• Being hypersensitive to criticism, feeling shame from mistakes
• Being prone to moodiness, melancholy, depression
• Becoming quickly dissatisfied with accomplishments, circumstances or people
• Allowing emotions to get in the way of staying on task, not being disciplined

Recommendations: You are highly creative, intuitive, and seek meaning and connection in your work. As you like to express your ideas and unique approach, a work environment that is too confining and does not value your individuality will not be a good fit.

Having a job primarily for income will not be sustainable. Look for ways to custom tailor your work to match you. Allow yourself time for creative pursuits in your personal life: writing, music, interior design, acting, cooking, etc.

If your emotions are getting in the way of finishing more mundane jobs such as charting and completing projects, habitually schedule specific times for these tasks on your calendar. Melancholy is pretty common for this type; but if you find yourself slipping into depression, seek help. See where you can acknowledge the goodness in yourself and what you have created in your life and find satisfaction there, without anything having to be different.

The Investigator/Observer: Tireless learner and experimenter. Perceptive, innovative. More comfortable acquiring knowledge and working with ideas than interacting with others. May feel socially awkward. Likes time alone for thinking.

Risk Factors for Burnout:

• Excessive patient and staff interactions (strong introversion)
• Having to be in a noisy, busy clinic or hospital setting
• Feeling intellectually stagnant in routine practice
• Avoiding dealing with issues because of emotional content
• Being preoccupied with “what if’s” – worries, scary thoughts

Recommendations: You are an innovator and deep thinker. Your ideal work setting is one where you can focus deeply without interruptions and work independently in your area(s) of interest. A clinic setting with high patient volume, interruptions, and too many routine cases is going to burn you out quickly.

Diversifying patient care with research, teaching, and projects can be helpful. Try to find a quiet place to do your work and ask others to minimize their interruptions.

Wealth and prestige are not huge motivators for you, but internal success is. You do what you do because it fascinates and intrigues you. If your work is not feeding this need, it may be valuable to reexamine your job/career.

The Loyalist/Questioner: Dependable, hardworking, reliable. Wants to know the rules, do what’s expected. Engaging, loyal. Concerned with security and preparing for the future. Prone to “what if” thinking and anxiety. ***At least half of my clients are Type 6’s. Very common for doctors.

Risk Factors for Burnout:

• Over-working and preparing in order to exceed expectations
• Worrying about patients and catastrophizing
• Focusing on problems instead of possibilities
• Staying in a bad situation out of loyalty
• Being uncomfortable with uncertainty – (change is hard)
• Experiencing self –doubt (second guessing decisions)

Recommendations: You excel in organizations due to your hard work, problem-solving abilities, people skills, and desire to exceed expectations. Able to make sense of large amounts of complex information, you can readily explain things to others in simple terms. You easily over-work yourself, so set healthy limits on your own expectations and set boundaries in your work environment.

Because anxiety and self-doubt can be an issue, make a realistic assessment of your abilities and have more confidence in your own decision-making capacity. Try to avoid spending unnecessary time second-guessing yourself and asking other’s opinions. Pay attention to how often you are worrying about the future.

See what you can take care of in the moment to relieve your anxiety, and counter the habit of perseverating. Trust that you have the resources, both internal and external, to meet what the future holds. This trust can help you move forward if you need to face uncertainty in order to make positive changes.

The Enthusiast/Adventurer: Optimistic, social, multiple interests and activities. Resists limits. Can become easily bored, scattered.

Risk Factors for Burnout:

• Becoming bored from limitations of routine practice
• Being impatient and seeking adventure can lead to impulsive decisions, risk taking
• Getting scattered from too many spinning plates
• Becoming dissatisfied with present, focusing on future
• Avoiding underlying issues/anxiety by keeping busy

Recommendations: You are a glass is half full kind of person and bring energy, high spirits, and a sense of adventure and fun to those around you. You will do best in a work environment with a lot of variety, stimulation, and interaction with others.

Jobs where you can take on new projects and then move on, such as consulting, or jobs with excitement and the fast pace of the ER are good options. If you’re feeling bored in your career, take time to understand yourself and your needs before leaping into something else.

Be careful not to overload yourself with so many activities that you get scattered, impatient and drained. The desire for adventure and excitement, and avoidance of anxiety and pain, can make it hard to be present and enjoy the now.

The Challenger/Asserter: Assertive, big energy, likes to be in control, lead others. Entrepreneurial, may be a risk taker. Will suffer in order to protect others. Not overly concerned with others’ opinions. Avoids vulnerability.

Risk Factors for Burnout:

• Pushing beyond healthy limits, overworking
• Getting into conflict/power struggles
• Not wanting to show vulnerability, not seeking help
• Taking risks that jeopardize financial stability

Recommendations: As a Type 8, you like challenges, autonomy, truth, and being able to be your own boss. You may be in a surgical subspecialty and or have a leadership role. You are no stranger to hard work, and may put in longer hours than your colleagues. However, know that you’re human too, and need rest and healthy limits.

Take a look at your weekly schedule. Are you overdoing it? Is there any downtime? Try to understand what is driving you to push yourself so hard. What do you want to achieve from your efforts? If you tend to be overly self-sufficient, see where you might allow others to meet some of your needs and provide support for you.

There may be times when you are feeling passionate about something, but others may interpret this as anger. A rousing discussion to you could feel like an argument to someone else. If you are experiencing conflict with others, it could be helpful to hear their perspective and solicit feedback.

The Peacemaker: Grounded, calm, agreeable. Goes-with-the-flow and keeps peace at any cost. Able to see all sides of a situation. Patient. Non-confrontational.

Risk Factors for Burnout:

• Putting others needs, wants, and preferences first
• Failing to advocate for self by being conflict avoidant
• Having difficulty knowing what you really want
• Procrastinating, escaping reality (reading/TV, etc)
• Discounting your value, selling yourself short

Recommendations: You bring a calm, accepting energy to your workplace and like to be in a comfortable environment where you feel connected to others and valued. You listen deeply and have a gift for seeing things from someone else’s perspective without judgment. These are great things, however your adaptability and sensitivity to others can cause you to lose sight of your own needs and wants.

Often there is something you need to express or ask of someone else, but you discount its importance or do not want to stir up conflict. Try writing out exactly what you want to say or ask for, whether it is to your boss, spouse, colleague or friend. Find a diplomatic way to then address the issue.

It is important for you to know that you can have a voice and express yourself. As a type 9, you may be staying way too long in a job that you don’t like. Inertia can take over and days can turn into years. Procrastination is rarely due to laziness. There is usually some underlying fear, concern, or false belief that is maintaining the status quo. Give yourself a pinch, set a deadline for action, and know that when you align with your own inner driver, you are unstoppable.

Final Note. One reason I like the Enneagram system is because it is a tool for personal transformation. For each of the nine types, the Enneagram system describes nine levels of psychological health, offering a roadmap for moving up the levels, thus enabling us to live from our highest, truest self. The things that challenge us about our type, often become our greatest gifts, as we learn who we really are, beyond the structure of the personality

Want to learn more?

Enneagram Institute Website

Books:

The Wisdom of the Enneagram by Riso and Hudson

Bringing Out the Best in Yourself at Work: How to Use the Enneagram System for Success by Lapid-Bogda

The Career Within You: How to Find the Perfect Job for Your Personality Type, by Wagele and Stabb

The resources above were used to help create the content of this blog. The focus on physician burnout is my own and does not necessarily represent the views or opinions of the authors. [Heather Fork]

VPE : I hope you enjoyed this post. I think it provides a useful framework to use when thinking about our own personality types and how we respond to stress and burnout. I'm very grateful to Dr. Fork for allowing me to reprint it here.

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The post Personality Types and Physician Burnout with Heather Fork appeared first on NonClinical Physicians.

In an article for my blog a few months ago, what I wrote was perceived as critical of certain physician leaders. I linked to examples of their writing that were popular with physician readers. They pertained to issues that physicians find very intrusive, that promote burnout, and often interfere with the practice of medicine. 

In quoting their articles, I made it look like I was critical of their writing, rather than simply pointing out the popularity of such topics with their audiences. I received several critical comments from my readers.

After trying to defend myself, I finally came to the realization that I was wrong and needed to apologize to the authors of those articles. But I made a major blunder, forgetting the proper way to apologize that I previously described, or the way that Michael Hyatt recommends when admitting a mistake.

Here is what I wrote:

“…In closing, let me apologize if I somehow seemed critical of your efforts.”

Do you see the blunder? I should have written this:

“…In closing, let me apologize for being critical of your efforts.”

A reader pointed out my mistake, and further stated that an appropriate apology does not include the word “if” but simply accepts responsibility and asks for forgiveness.

I was clearly not communicating as a leader, because what a leader does is own up to a mistake, apologize, and make a commitment to fix things going forward. On the contrary, I was approaching it with a victim's mentality.

In writing this post, I started by writing about the difference between leaders and victims. But I feared that my intentions might be misinterpreted. I am not writing about true victims, who have been bullied, or harmed by their coworkers or mistreated by their supervisors.

No, I’m talking about our colleagues, associates and employees with the victim mentality. They may seek leadership positions based on seniority and want the recognition of being a director, vice president, or CEO. But, rather than thinking and acting like a true leader, they fall prey to the victim mentality.

Definition

The victim mentality can be described as the tendency to believe we're the victim of the negative actions of others, even in the absence of clear evidence to support such a belief. This tendency then colors how we think and behave.

It's a particularly destructive belief system because it prevents us from taking responsibility, or accepting even reasonable risks. This stunts personal growth and causes others to avoid engaging with us as teammates. Harboring a victim mentality is antithetical to becoming an effective leader.  Abandoning the victim mentality is vital to being successful as a leader.

However, when subtle, this mindset can be difficult to recognize.

So, I thought that would be useful to review the “tells” that reveal the victim mentality, and contrast them with the behaviors of the real leaders in our midst.

Why Bother?

Why should we learn to distinguish leaders from victims? There are several reasons:

1. Challenging problems are better solved by true leaders.
2. Organizations with good leaders are more successful and enduring.
3. Our own personal and professional growth is accelerated when working for great leaders.
4. Our teams will be more successful if we avoid hiring those with the victim mentality, because they need to be constantly supervised, their productivity is low, and they hurt morale.

On the other hand, a good leader will inspire and motivate employees, volunteers, and members of an organization.

I believe that physicians are natural leaders, but we sometimes fail, as I did, to demonstrate our leadership skills and attitudes.

Top Clues Reveal the Victim Mentality

Here are examples of words and deeds that expose this way of thinking.

A victim…

needs to be told what to do.

By following specific instructions, the victim avoids the possibility of being blamed for a poor outcome. They don’t want to improvise or be put in a position of finding a creative solution. A leader wants to be given a goal and left to decide on her own how to achieve it.

is quick to assign blame to others.

When a project falters, victims point out that they did what they were told to do, and someone else failed to deliver. Leaders strive for 100% accountability. They will support others to accomplish their parts in a project, while also completing theirs.

fails to seek help when struggling.

They can’t admit that they don’t have the knowledge or skills to accomplish their assignments. They blame someone else for giving them too much responsibility. Leaders admit their shortcomings and seek expert mentors and coaches to help them learn how to finish their tasks.

hates to be seen as a failure.

A victim avoids failing by taking little or no risk. Leaders understand that growth comes from taking on challenges and being uncomfortable. Consequently, leaders admit their mistakes, and welcome failures, as long as they lead to learning and eventual success.

complains more, and takes action less, than a leader.

Leaders will identify a problem, and whine about it briefly, but then dedicate themselves to identifying and enacting solutions. The victim identifies problems but offers no solutions.

is a downer to be around.

The victim is focused on how hopeless circumstances are. Pessimism and resignation are central to the victim mentality. Leaders are optimistic, hopeful and encouraging.

is motivated to achieve by the accolades they'll receive.

Leaders achieve because they find it fulfilling, and are interested in overcoming important challenges. The victim often reminds us of their accomplishments and constantly seeks affirmation.

projects their own weaknesses, shortcomings and insecurities onto others.

When a person with the victim mentality says “I know that they don’t respect me and they want me to fail,” it’s because they're projecting their own attitudes and thought patterns onto others. Leaders don’t spend much time thinking or talking about others' negative thoughts. They focus on getting results.

expresses feelings of entitlement.

Victims expect promotions due to seniority and “time served.” A leader wants to be judged based on performance and results.

is complacent about learning.

If his skills are lacking, someone else should help the victim out. A leader is committed to lifelong learning.

focuses on what’s wrong.

She dwells on the circumstances that are beyond her control. The leader acknowledges reality, but is focused on problems that can be controlled or influenced.

does not apologize sincerely.

They will use a statement such as: “I’m sorry if what I said…” A leader expresses a real apology and owns the mistake and its resolution.

Statements that reveal the victim mentality vs. leadership mentality:

Final Thoughts

I may have just scratched the surface with this list. But you get the idea.

Now listen carefully to the conversations around you, when interviewing a potential new hire, or sitting in a meeting. And watch the behaviors of others.

Are they expressing the leadership mentality, or do they reveal the victim mentality?

Do the questions on the left side of the table seem more comfortable to you? Or do you speak using the language on the right? Be honest with yourself. Do a little introspection. Have you used the language of the victim or the language of the leader more?

We all fall prey to feeling like victims at times. But the quicker we can catch ourselves and switch back into the leadership mode, the better for us and our organization.

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Don't forget to SHARE this post.

Thanks for joining me.

Until next time.

The post Top Clues Reveal the Victim Mentality appeared first on NonClinical Physicians.