『Sustainable Clinical Medicine with The Charting Coach』のカバーアート

Sustainable Clinical Medicine with The Charting Coach

Sustainable Clinical Medicine with The Charting Coach

著者： Dr. Sarah Smith
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On the Sustainable Clinical Medicine Podcast we are capturing the stories of physicians who have made clinical medicine sustainable in their own lives, including their before and after stories. I will also interview coaches who are helping Physicians create sustainable clinical medicine for themselves.© 2026 2024 出世 就職活動 心理学 心理学・心の健康 経済学 衛生・健康的な生活 身体的病い・疾患
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  • Conflict Resolution for Doctors: Why Conflict Is a Vital Sign, Not a Disease | Episode 188

    Conflict Resolution for Doctors: Why Conflict Is a Vital Sign, Not a Disease | Episode 188
    2026/09/07
    Most doctors were never taught how to handle conflict. They were taught to avoid it, outlast it, or hand it to someone else. Dr. Lee Sharma is a gynecologist who completed a master's degree in conflict resolution in the middle of a busy clinical career and discovered something that changed everything: it was not medicine she did not like. It was the unresolved conflict happening around it. In this episode, she introduces a reframe that shifts the entire conversation, treating conflict not as a disease to eliminate but as a vital sign to investigate, and makes the case that learning to do that is one of the most direct paths to a sustainable clinical career. Six Timestamped Highlights [04:00]: Dr. Sharma describes the Monday morning meetings where nobody said anything, the same problems plagued the practice for years, and what she now understands about what was actually happening in that room. [13:00]: She introduces the vital sign reframe for conflict, and explains why thinking of conflict as a disease is the very reason most doctors run from it rather than move toward it. [20:00]: The doctor who is 45 minutes behind, the patient who is furious, and the specific words that can shift that encounter without abandoning your boundaries or your dignity. [26:00]: How to navigate conflict with administration when goals feel completely opposed, and the one place to start that makes every difficult conversation easier to have. [36:00]: The direct line Dr. Sharma draws between unresolved conflict and burnout, and why closing the charts does not mean you have gone home if you are still replaying a conversation at 8pm. [41:00]: What doctors are and are not responsible for when the system is the problem, and why learning to make that distinction clearly is one of the most important things a doctor can do for their own sustainability. Three Key Takeaways 1. Conflict is a vital sign, not a disease. Dr. Sharma's central reframe is this: when a patient has a fever, you do not blame yourself or the patient. You use the fever to look harder. Conflict works the same way. It is a sign that something underneath needs attention, not evidence that someone is bad, wrong, or failing. When doctors stop treating conflict as something to be eliminated and start treating it as information to be investigated, the fear around it shifts. Curiosity replaces avoidance. And curiosity, she argues, is the single most effective tool for moving through a difficult encounter without losing the relationship on the other side. 2. Unresolved conflict does not stay at work. Dr. Sharma is direct about the burnout connection. A doctor can close every chart and leave on time and still not have gone home if they are replaying a difficult patient interaction at the dinner table. Those thousand small cuts of the clinical day, the nurse who seemed unhappy with an order, the colleague who made a comment in the corridor, the patient who challenged a treatment plan, accumulate in the body and do not switch off just because the clinic is locked. Learning to engage with conflict constructively means fewer things get carried home. And fewer things carried home is one of the most underrated contributions to a sustainable clinical career. 3. With administration, start where you agree, not where you differ. When conflict involves a power differential, most doctors walk in defending their position against someone defending theirs. Dr. Sharma calls this positional bargaining, and it almost never works. What she coaches instead is finding the single thing both parties can agree on and starting the conversation there. In a dispute about appointment numbers or supply budgets, that shared point is almost always quality of patient care. Starting from shared ground does not guarantee the outcome a doctor wants. But it preserves the relationship for the next conflict, which is always coming. Guest Bio Dr. Lee Sharma is a gynecologist, conflict resolution specialist, and co-founder of Lintel Health, based in Auburn, Alabama. After completing a master's degree in conflict resolution while practicing full-time OBGYN, she opened her own solo practice in 2001 and has spent over two decades consulting with hospital systems, residency programs, and clinical offices on conflict resolution in medicine. She is the creator of the SPARC system for addressing conflict in real time and co-hosts the podcast Scalpel and Sword. Find her at lintelhealth.com. Would you like to view a transcript of this episode? Click Here Charting Champions is a premiere, lifetime access Physician only program that is helping Physicians get home with today's work done. All the proven tools, support and community you need to create time for your life outside of medicine. Learn more at https://www.chartingcoach.ca Enjoying this podcast? Please share it with someone who would benefit. Also, don’t forget to hit “follow” so you get all the new episodes as soon as they are released. ...
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    49 分
  • Therapy for Doctors: Why You Do Not Have to Be in Crisis to Ask for Help | Episode 187

    Therapy for Doctors: Why You Do Not Have to Be in Crisis to Ask for Help | Episode 187
    2026/08/31
    Most burnout conversations focus on systems, strategies, and workflow. And those things matter. But what happens when the inbox is clear, the charting is done, and something still feels wrong? Dr. Annia Raja is a clinical psychologist whose practice is almost entirely dedicated to serving doctors in therapy, and she sees this pattern regularly. The practical strategies work, until they reveal something underneath that the strategies were never going to reach. In this episode, she talks about the deeper psychological dynamics that underpin burnout in medicine, why the traits that made someone an excellent doctor often have roots that go much further back than medical school, and why therapy does not have to wait for a crisis. Timestamped Highlights [05:00]: Dr. Raja describes what happens when a doctor finally clears their inbox and gets their clinical day under control, and why for some of them the relief they expected does not arrive. [09:00]: She introduces the tangled ball of yarn as a more honest metaphor than the onion for understanding how medicine, personality, childhood, and relationships interweave in burnout, and what it means for how recovery actually works. [12:00]: Why rest is not a destination you arrive at, and what she keeps finding in therapy when doctors finally create time away and discover they do not know what to do with it. [16:00]: The ruminative pattern she sees most often in female doctors, where it comes from, and why telling someone to simply stop replaying an interaction is never going to work. [20:00]: The real reason most doctors wait until crisis to seek therapy, including the specific fears around credentialing and licensing boards, and what has changed in the US that most doctors do not know about. [26:00]: The difference between symptom-focused therapy and depth-oriented therapy, and why she makes a specific case for the latter with high-achieving doctors who have already tried every other fix. Three Key Takeaways 1. Practical strategies work until they reveal what they cannot fix. Dr. Raja is not dismissive of workflow strategies, charting systems, or inbox management. She sees their value. What she also sees, regularly, is doctors who have implemented all of those things and still feel something is off. When the busyness clears, what is left? Who are you when you are not overwhelmed? For some doctors, that question is more confronting than the overwork ever was. The strategies address the surface. Therapy, she argues, addresses what is underneath it. 2. The traits that make doctors vulnerable to burnout usually started long before medical school. Dr. Raja describes burnout not as something medicine creates from scratch but as something medicine builds on top of. Perfectionism, people-pleasing, hypervigilance, martyrdom tendencies, these patterns often have roots in family environments, childhood experiences, and personal histories that preceded medicine by decades. Medical training did not create them. It found them, rewarded them, and amplified them. Understanding that changes what recovery needs to look like. 3. You do not have to be in crisis to go to therapy. Dr. Raja uses the gym as her analogy, and it is a good one. You do not go to the gym only when something is broken. You go to maintain, to build capacity, to stay ahead of what would otherwise accumulate. Mental and emotional care works the same way. She is direct about the credentialing fears that keep doctors from seeking help and equally direct about what has changed. Over 40 US state boards have now removed the intrusive mental health history questions from their applications. The barrier many doctors think is there may no longer exist. Guest Bio Dr. Annia Raja is a clinical psychologist based in California whose practice is dedicated almost entirely to serving doctors in therapy. She practices across multiple US states through PSYPACT and offers private pay sessions specifically to protect her clients' confidentiality and privacy. She will be speaking at the White Coat Investor Conference in February 2027. Find her at helmpsychologygroup.com and on Instagram at Helm Psychology. Would you like to view a transcript of this episode? Click Here Charting Champions is a premiere, lifetime access Physician only program that is helping Physicians get home with today's work done. All the proven tools, support and community you need to create time for your life outside of medicine. Learn more at https://www.chartingcoach.ca Enjoying this podcast? Please share it with someone who would benefit. Also, don’t forget to hit “follow” so you get all the new episodes as soon as they are released. Come hang out with me on Facebook or Instagram. Follow me @thechartingcoach to get more practical tools to help you create sustainable clinical medicine in your life. Questions? Comments? Want to share how this podcast has helped you? Shoot me an email at admin@reachcareercoaching.ca. I would love ...
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    30 分
  • Curiosity in Medical Leadership: Why Asking Questions Outperforms Having Answers | Episode 186

    Curiosity in Medical Leadership: Why Asking Questions Outperforms Having Answers | Episode 186
    2026/08/24
    Most doctors are trained to have answers. The higher the stakes, the more certainty is rewarded. But when those same doctors step into leadership roles, that certainty becomes the very thing that gets in their way. Dr. Debra Clary has spent nearly two decades developing leaders inside healthcare organizations, and what her research keeps showing is that the leaders with the highest curiosity have the highest performing teams. In this episode, she talks about what curiosity actually looks like in clinical environments, why resistance to change is biological rather than personal, and what happens when doctors who have spent careers being the expert in the room are suddenly asked to lead people who need to be heard. Timestamped Highlights [04:00]: Dr. Clary shares the research behind The Curiosity Curve, and why the data connecting leader curiosity to team performance surprised even the researchers who set out to find it. [08:00]: She describes the single most powerful thing a leader can say to create a culture where people feel safe to speak up, and it is three words most high-achieving people rarely use. [12:00]: The balance between certainty and curiosity in clinical medicine, and why the same trait that makes a doctor exceptional in an emergency can become an obstacle the moment they step into a leadership role. [16:00]: Why resistance to change is not a character flaw but a biological response, and what leaders need to say before rolling out any new system or technology if they want it to actually work. [20:00]: What AI can and cannot do, and why the differentiator that keeps doctors irreplaceable is not clinical knowledge but something more fundamental. [25:00]: What happens when patients arrive armed with data from their own research, and how a doctor's relationship with curiosity determines everything about how that encounter goes. Three Key Takeaways 1. Certainty narrows curiosity, and that is where dangerous things happen. Dr. Clary's research found that leaders who created environments where questions were welcomed and the status quo could be challenged consistently outperformed those who did not. The same principle applies inside clinical environments. The doctor who is certain about how an encounter should go, how a system should work, or how a team should function stops asking questions, and the moment questions stop, so does learning. She is not arguing against clinical confidence. She is arguing that certainty and curiosity need to coexist, and that most leaders lean too heavily on one at the expense of the other. 2. Change resistance is biological, not personal, and leaders who understand that roll it out differently. When something new arrives, the brain's first job is to assess threat. It is not interested in efficiency or innovation. It is interested in whether this is safe. Dr. Clary coaches leaders to work with that biology rather than against it, which means being transparent about the reason for a change, showing people how they fit into the future, and inviting them to help solve the implementation rather than handing them a directive. The organizations that skip that step, she says, pay for it in resistance, delay, and disengagement. The ones that do not skip it tend to move faster than they expected. 3. Leadership and culture are synonymous. Dr. Clary's closing message is direct: so goes the top of the house, so goes the organization. A C-suite that does not model curiosity, collaboration, and psychological safety will not produce teams that offer those things either. For doctors moving into leadership roles, this reframe matters because it shifts the question from how do I get my team to perform differently to how do I need to show up differently first. The answer almost always involves asking more questions, saying I do not know more often, and being genuinely interested in what the person in front of you thinks. None of that is complicated. Most of it is just unfamiliar. Guest Bio Dr. Debra Clary is a leadership consultant, executive coach, and author based in the United States. With a doctorate in human behavior and organizational design and 18 years at Humana developing healthcare leaders, she works primarily with C-suite leaders and executive teams. She is the author of The Curiosity Curve, published in 2025. Find her at debraclary.com. Would you like to view a transcript of this episode? Click Here Charting Champions is a premiere, lifetime access Physician only program that is helping Physicians get home with today's work done. All the proven tools, support and community you need to create time for your life outside of medicine. Learn more at https://www.chartingcoach.ca Enjoying this podcast? Please share it with someone who would benefit. Also, don’t forget to hit “follow” so you get all the new episodes as soon as they are released. Come hang out with me on Facebook or Instagram. Follow me @thechartingcoach to get more practical tools to ...
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    33 分
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