Who motivates you to become a doctor
Self-management: who motivates the doctor?
There is a lot of talk about what managers can do to help keep employees motivated during difficult times. It is sometimes forgotten that a manager can also fall into the demotivation hole. Who helps the doctor to tackle difficult problems with motivation?
The answer is: “Help yourself, otherwise nobody will help you!” The doctor should use self-management methods to pull yourself out of the swamp of demotivation. The distanced self-reflection has proven itself: The doctor looks at the problem from above from the mountain perspective, he rises above the motivation problem and tries to adopt an overarching external point of view: “If I had the same motivation problem as this colleague down there: what would I do ? "
The perspective from above frees the doctor from his personal entanglements in the motivation problem and clears the view for new possible solutions. It is advisable to take the written route: Many people find it easier if they choose the written form for self-assurance and keep a diary or ask and answer questions in writing about their current motivational situation.
Demotivation is often due to unconscious beliefs that prevent us from activating creative energy. It is useful for the further development of the doctor to recognize and reinterpret the beliefs identified as inhibiting. Perhaps a belief like “I can't do that anyway” can be replaced by an “I can do it” attitude.
Accepting that such beliefs exist is often the first step towards change. The doctor should therefore ask himself which beliefs burden him and prevent him from developing his creative energy. Then he has a starting point to build new and beneficial beliefs.
In addition to self-management, outside support helps: Some external coaches offer so-called target coaching: The doctor has a problem here and now - he is correspondingly depressed. And today, of all times, he is facing the difficult appraisal interview - the employee is not performing as well as desired. There is a risk that he will take the negative energy that he has built up with him in the appraisal interview. That must not be.
The doctor therefore makes a phone call with a coach and receives brief and concise support from the external advisor. This shows him how often he has mastered similar situations in the past and focuses him on positive events. Above all, however, he tries to scare away the doctor's destructive thoughts.
External feedback provider
Of course, the external consultant has to be paid for his service. Target coaching, however, has the great advantage of guaranteeing the doctor punctual and prompt professional support in problematic situations. However: Not every doctor would like to discuss their motivation problems with an external coach, the reasons for which are often in the private-personal area. The coach is and remains an outsider, even if the doctor has established a relationship of trust with him.
An alternative is a close friend or acquaintance whom the doctor trusts and whom he can ask for help. This friend or acquaintance is not a professional coach - but he knows the doctor so well on a private level that he can help him to free himself from the hole in which he is demotivated. By giving feedback to the doctor as an outside person, it is possible to set motivational impulses.
Perhaps the doctor should set up a motivation circle - with other doctors. The technical exchange is only marginally important. It is crucial that people who are on the same hierarchical level can exchange ideas, criticize and motivate productively, also because you know the problems of your colleague from your own experience.
In timed meetings that are held at short intervals - about every week, more often if necessary - the doctor talks to other doctors about what works well, what does not work well, what motivational problems the colleagues and himself have. He learns how colleagues solve their motivation problems and can transfer these problem solutions to his situation.
It is about the fear-free look beyond one's own motivation problems, about the exchange of experiences and about benefiting from other people and their experiences. After participating in a motivational circle, many doctors are able to take a different perspective on their motivational challenges.
The following applies: Precisely because such meetings counteract the self-image of the omniscient manager who masters every challenge, they develop a constructive energy.
It may be advisable to extend the motivation circle to other people, i.e. not to limit it to doctors. It is important that the circle consists of people who have a similar experience background as the doctor, for example, are managers and have managerial responsibility or work as self-employed. However, you can be active in completely different areas than the doctor.
The great advantage of exchanging ideas with someone else is that the conversation pulls the doctor out of the demotivating situation. He is no longer “so close” to the problem and can look at it with different and solution-oriented eyes.
If you want to free yourself from a hole in which you lose motivation, you should have the courage to take unconventional paths. Dealing with your own beliefs, working with a coach and setting up a motivation group are certainly among these unconventional options.
Dr. Michael Madel
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