 So, we're ready to begin. Before we begin, I just want to give a quick reminder about the pre-survey link that we have posted on the chat section. Kindly take a look and try to fill it up before the end of the session. So with that said, hello to all wonderful participants joining us from various time zones worldwide. Good day, good evening, or good morning, depending on where you're joining us from. My name is Oma Sandal Kumar. In short, go by Oma. I received my MD from St. Matthews University from Cayman Islands. And I completed my first graduate residency training in family medicine from Eastern Virginia Medical School United States. So prior to my MD degree, I received a professional doctoral degree in Indian system of medicine. It's a herbal medicine. And now that I have MD in allopathic medicine, I'm able to see the immense value in integrative medicine combining the best aspects of medicine from all around the world. I was encouraged to me to pursue a fellowship in integrative medicine, and I was blessed to get an opportunity to do it at the world renowned Andrew Whale Center for integrative medicine in Arizona, United States. After several working years in United States, now I'm delighted to be a part of wonderful team at a dream hospital in Abu Dhabi UAE, where I serve as a consultant family medicine physician and integrative medicine physician. I always value networking and would love to connect with you all. Please email me or connect with me on LinkedIn, and I will look forward to learning about your stories. So I think that's sufficient enough about my background. Let's move on. I so much wish I can see you all in one room, such a diverse group of aspirin physicians still joining into the session. I can't hide my excitement about learning the influence of our individual cultural values in leadership. So we are very delighted to have you here with us today. And from Oka Aspire team, a warm welcome to all to this empowering session on physician leadership. Let me start with saying the best physician is the one who can lead with compassion, inspire with knowledge and heal with both expertise and empathy leadership in medicine is not a title. It's a commitment to inspire, influence and instill hope in the lives of those we those we serve. So physician leadership leadership is a crucial aspect of a doctor's career and but we all recognize it is not typically emphasized or formally taught in medical schools. But as physicians progress in their careers, they often find themselves in leadership roles, whether as a department heads team leaders or administrators effective leadership becomes essential for driving positive change, improving patient outcomes and fostering a collaborative healthcare environment. With the significance of physician leadership, there has been a growing acknowledgement of the need to incorporate the leadership training into the continuum of medical education. So with that in mind today, we embark on a journey to understand the profound impact of leaders within the medical profession. All faces unprecedented challenges just like we had covered. It is crucial to recognize the pivotal role that physicians play, not only in healthcare, but also as leaders shaping the course of our future physician leadership is a relentless relentless pursuit of excellence I would say it is about being an advocate of change, a catalyst for innovation and a voice for those who cannot speak for themselves. As Simon Sinak clearly says leadership is not about being in charge. It is about taking care of those in your charge. Okay, so that's a beautiful quote and I want to embark on this journey. I want to raise the responsibility to lead with purpose and conviction. So today we come together to dwell into the fundamentals of physician leadership. These set of engaging sessions will equip you with essential principles qualities and competencies required to excel as leaders within the medical field. Whether you are a seasoned professional seeking to refine your leadership skills, or an aspiring leader ready to embark on a transformative journey. This platform is tailor made for your growth. I can vouch for that. Our esteemed speakers are seasoned experts in the realm of physician leadership. They will share valuable insights drawn from real life experiences. They will also guide us through the intricacies of effective leadership, emphasizing the significance of empathy, collaboration and resilience in driving positive outcomes in healthcare. So we really encourage all of you to actively participate, ask us questions and share your interests during the session. So let us foster an environment of collaboration knowledge sharing for it is our collective endeavors that we can truly make a difference in the lives of our patients and medical community. So, please join me in welcoming the speakers and congratulations each other for taking the first step in sharing in shaping ourselves as transformative leaders, a few logistics before we dwell into this. So this leadership workshop series will have three sessions and these are the dates today the first one and second is September 2nd and the third one is on September 30th. Those who attend all all three sessions and respond to the evaluation questionnaire that that we have posted on the chat section will receive a leadership certificate from Onka. So please post any questions you may have about this in the chat section. So now to the most exciting part, please allow me to introduce our wonderful speakers. First speaker we have Dr. Maria Nobre, she is a family doctor from Portugal, currently working in pediatric emergency department in Faro, and as a continuous improvement consultant at Cason Institute helping clients to change for better through structured holistic approach that combines agile digital and lean tools. As an entrepreneur she was co founder and manager of three companies on health care sector to focused on digital health and one on home care services. This is so impressive. In the European lies an officer of aspire global leaders program since 2018 and has promoted several workshops and meetings on leadership topic in both wonka European and world conferences. Interesting facts about Maria I just want to share here. She dances hip hop with kids with half her age. She enjoys really I can believe this she enjoys tandem skydive and hang gliding. Okay, kudos to you Maria. She's a well rounded physician leader and we take pride to welcome you Maria we are very happy and honored to have you here. Next, moving on to our second speaker miss Isra Khan so is rise a professional coach and organizational development leader who partners with leaders teams and companies to make the right things easier to do. She is a natural connector and absolutely are going to witness that she has a beautiful gift of helping uncover our true vibrancy, and they just passed few months working with her I cannot agree more to that. She is she has spent 15 years guiding leaders to drive high performance and transformational change. She has spent seven years at Moffitt Cancer Center, developing leaders at all levels, and is especially passionate about creating programs that develop clinical Isra currently serves as the director of organizational development at Yuma Regional Medical Center in Yuma, Arizona, United States her portfolio has expanded to including coaching and facilitation for the family medicine resident program, as well as with the medical directors across the world. Isra holds a bachelor degree in psychology and business from University of Minnesota, Twin Cities, and a master's degree in industrial organizational psychology from the Chicago School of Professional Psychology. A few interesting facts. Isra lives in southwest Arizona with her two dogs and I'm really impressed with the names Cove the Boxer and Ari the lab. Outside of work is you can catch Isra performing her own music at local coffee shops. She also enjoys traveling and cooking outside on the grill point worth to be noted Isra. We are immensely grateful for the significant contribution with with your expertise in organizing this webinar Isra having you here. Isra is an absolute honor and delight. Okay, moving on to our third speaker. Last but not least, we have Dr. Sanka Ranendra Kumara. So Sanka is the young doctors lead of Wonka World Organization of Family Doctors. He's the chief family physician of the group practice called the Family Health Clinic in Colombo Sri Lanka. Sanka started his career as a medical office in charge of a rural hospital in southern Sri Lanka, which was later transformed to an award winning model primary care hospital by the team led by him. In recognition, he was appointed to the expert team compiled the World Bank country project, reorganizing primary healthcare in Sri Lanka as the junior most member. In addition to his contributions to Wonka, Sanka has led various leadership positions in Sri Lankan Medical Association and the College of General Practitioners of Sri Lanka. Sanka has delivered two orations published several papers on international international journals and contributed to a few book chapters. In addition to family medicine and primary care, his research interests are in planetary health, lifestyle medicine, palliative care and archaeology. Sanka has been a valuable pillar of support in this webinar series, serving as a role model for all of us to learn from his approachability and prompt responses make me wonder if he ever sleeps. It's a great pleasure and honor to have you with us Sanka with with us beautiful introductions about our wonderful speakers. I would like to turn the platform to our first speaker, Maria, it's all yours Maria. Thank you, for the lovely introduction. Hello everyone, and thank you for joining our webinar. So first of all, I would like to ask you, why are you here today, assisting a webinar on this leadership topic. What are your expectations for for this webinar. You can write the answers in the chat or you can raise your hand to speak. Check who do we have here. No expectations so far. Okay, Purushottan. Hello. Hello. Good evening here. Good morning. Good afternoon. I'm Dr. Purushottan. I'm a pediatrician in Bhutan, and I can see my colleague who actually, you know, prompted me to join this. I'm so excited. I am afraid I may not fall in the eighth group but I definitely thought that it might make me feel younger like a young doctor, like all of you and I really look forward to learning. I think probably maybe I would, I was a little scared that I almost finished my career or at least halfway through without having any, you know, leadership or managerial skills. So I kind of look forward to learning some of them and I guess it's not too late so that's the whole reason I joined this meeting. Thank you, Maria. Thank you. It's never too late to learn. So, and age, it's a state of mind so everyone is welcome in our, in our webinar. So I'm just looking here in the chat, people telling to connect with an amazing team of inspiring colleagues. Thank you so much. And learn from each other about how to be a leader to learn more about effective leadership to strengthen my leadership skills. Want to be a better effective leader to learn regarding the leadership in this changing times and to connect with many leaders. So, thank you for sharing your, your, your expectations. Some of the topics we will definitely cover during our sessions, if not today in the part two and three of our series. So, hopefully, hopefully by the end of the three sessions, all your doubts are answered and you feel more confident on your leadership roles, the formal and the informal ones. There are several leadership roles that doctors can assume throughout their careers, starting with student associations up to high management positions. What I didn't expect was the daily leadership associated with our job. I still remember the first time that a nurse called me as doctor in the emergency department. Because they needed my help, and I didn't even look at her because that doctor was not for me. I was not used to be called by the title and I didn't recognize it as to myself. So was I prepared to assume the leadership in that situation. No, I was not. Did I know how to treat that patient in theory. Yes, I did. But I was not confident to assume the coordination of that team to face that crisis. So at that moment, I realized expectations were on me, and I did not feel prepared to live for those expectations. But the research regarding leadership in healthcare is just beginning and this increased focus was due to the raising numbers of burnout, unfortunately, and the COVID crisis, where the need to assume not only the clinical care, but also the narrative to educate our patients and population to be influencers. So our leadership role was forced and to and change in these difficult times. What literature showed us is that physicians are interested in those leadership roles, but formal training and development programs are still lacking in our curricula and that's why we are here today. And hopefully that's what we we help you to to understand and to navigate throughout our, our webinar. So let's move on. Doctors are usually on a leadership role. And this is despite their experience or relationship with the team. Historically, it is related with the differentiation and specialization of skills, and the greater knowledge and higher status, but most recently we noticed that this hierarchy still happens, but now is more related with responsibility and accountability. What we all feel is that on all eyes are on us, people expect from doctors to be the role model to be the example to follow. It puts a great pressure on every doctor, since the first day of our residency, whether we like it or not, whether we want it or not, whether we, we signed for it or not. And in primary care, one of our most important features is the proximity that we have to our patients and the community, as well as with our teams that are usually smaller, especially when we are comparing to to hospitals. And here, the hierarchy may be less strict or high. And it is common to have a young doctor, leaving a more experienced healthcare professionals that are not physicians. So, how do you feel about this? Were you confident to assume that role, like the first time you had to. Anyone would like to share your thoughts from the audience? Bruni, you can go ahead. Hi, yeah, so I had an experience earlier this week when I got called out by one of my senior doctors who were in charge, who was in charge of the clinic I work at. Because I did not let him know that one of the doctors on my shift did not show up to work that day. And I felt a bit, I guess, conflicted because to me, this doctor who didn't show up, not only was older than me, but also that they were a physician before I myself became a physician. But in that moment, you know, my senior doctor told me that I am still in a way, supposed to jump and take a leadership role. And I guess, I guess, speak to the colleague who didn't show up because I was officially trained in family medicine just recently finished the program. And yeah, it was a difficult situation for me to grasp thinking that, even though I am a young family doctor, how do I go and approach someone who has more experience than me and I guess, speak about them, speak to them about it Thank you. Thank you for sharing your story. This is something that probably we all felt we have all experienced the moments where we were not confident enough to be the leaders that we want to be, but that we don't feel that confidence or the training enough to be that person. Is there any medical students in the audience that would like to to share how do you expect to be your first day as as doctor if you do you believe you will be prepared to assume all this, this leadership roles that we are talking about. So I'm seeing here in the chat. Marlene Kalish is writing the first time I assume the leadership position I studied my work with huge joy, but soon found myself drawn with administrative tasks, and that are not related at all with with medicine. Oh my Mona, you can speak please. Sure. Thank you. I am not a medical student I haven't been a medical student for over two decades, but I just wanted to recognize kind of some of the barriers we face. I'm based in Canada so some of the barriers we might face based on our gender or you know certain ethnic backgrounds. We may feel competent to possibly rise to the occasion but second guess ourselves because of these kind of conditions that have been put on us as we're trying to navigate our way through. I am, I am, you know, I'm a person of color and female. I am cisgendered but still, you know, there are those limits and I think it's very important to support aspiring leaders on how to navigate some of that. Because it's so systemic in so many parts of our world. And I'm really, really excited to be here today because I really want to learn the approach from all of you because you're you're kind of navigating similar situations. Similar issues, but in different areas and really curious to to kind of learn from you and kind of see what has worked and what might need improvement. So, I just wanted to point that out, especially if we have young learners or people who are earlier on in their careers not necessarily young because like you said Maria it's an age it's a frame of mind, but earlier in their careers and kind of support them with the tools to advocate for them. As they try to advocate for themselves and patients and their peers. Thank you so much. And thank you everyone for sharing your, your thoughts. It's important for all of us to understand that we are not alone in this in this struggle in this looking for some some training some development program and that exact that is exactly why we are doing this this webinar series today. I'm now fast forward to to Israel. Thank you Maria. Hi everybody greetings so I am loving all the thoughts that have been and perspectives that have been shared here today so far. We're all on the right track. In terms of, you know, thinking about how do you how do you approach these sort of the difficult situations, for example, we had someone shared that you know there was an expectation that they had to speak up to someone that was more seasoned than them. How do you approach these these situations, we've had some people just now talk about like it is really hard. You have one expectation when you're jumping into the role of a doctor which is required years of training, only to find out that there is a massive gap in a skill set where like, wow, like am I crazy. You're not, you are definitely not alone. So just a really quick overview of what I'm going to be going through with you for our time together today. So I'm going to be providing you with very practical tools. Okay, it's one thing to talk about the need for physician leaders. Yes, it's important we are all in agreement with that. It really is how do I take the first step, especially if you are in a situation right now where it's like, you don't know what to do, given some of the experiences that you shared, some even as recent as this past week. So, my piece here is to provide you with practical tools that you can start putting into a little toolbox right in a fictitious toolbox, and you can pull them out and start practicing them. And these practical tools are based on behavioral science as well as other research studies and organizational psychology. It's been a lot of years being a professional coach, managing leadership development programs and team development, specifically in health care, I am beyond passionate about leadership development within health care. This might be because I come from a family of physicians. I'm not a physician myself, but my parents are physicians my grandfather was physician my uncles are physicians so I think I think it runs in my blood. So, before we move on. I just want to thank everybody for being here. So let's dive in. So at this point, based off of my experience and my research. What I have found is that the best leaders, just in general it doesn't have to be in health care, but the best leaders in general possess very specific qualities and I'll run through them right now. The best leaders at the very beginning before they do anything else. They have an internal belief that leadership development is very critical to their success. They must have the belief first before they start doing anything else. They must fully believe that leadership and developing themselves is a critical competency. What this basically means is demonstrating a personal commitment, a personal and honest commitment to understanding and accepting that whether I like it or not, I'm in a leadership role, and making that commitment to develop yourself. And if you're here for this webinar. This is part of a reflective of that commitment. Okay. The next thing is that the best leaders are very aware of themselves so aware that they are developing this comfort with not having all the answers at once. We're going to talk about this in a little bit more detail later. The third piece is the best leaders are able to self regulate their own emotions, so much so that they're so good at it that they come to a point where they are challenging their own assumptions so for example, did I overreact right. I'm assuming something about someone else and I'm feeling reactive and I want to just react instead of respond. Those are things that are part of self regulation. And to be honest, it really is the heart of development is to be able to manage and adapt to changing situations. The next is the best leaders are very very in tune. They are emotionally in tune with how others show up around them, right. And this is not only reflection but it's also empathy. Okay, the empathy is not only for our patients but also with the team that we work alongside. The best leaders certainly lost not least the best leaders are able to manage their own relationships with the utmost of compassion and respect. So all of these things. If you put them all together in like one little box that box is called emotional intelligence. Okay, so the best leaders practice emotional intelligence. What that basically means is that it's not just the IQ right IQ is the intelligence quotients of cognitive ability things of that nature. But you have emotional intelligence which is called EQ or EQ I, and this was developed by a researcher called Daniel Goldman Daniel Goldman excellent book he's the founding father of emotional intelligence. These are the best leaders, but I found something in my experience that's even more important for physician leaders. So the best physician leaders practice emotional intelligence, but there is one extra ingredient that, especially for physician leaders, they have to practice. It's not only practicing emotional intelligence, but physician leaders need to recognize their own limits. What do I mean by that. Basically, physician leaders need to embrace the fact that they will not have all the answers all the time. Now, coming from a family of physicians and clinicians and working alongside clinicians for the better part of my career. I know very well that all of you are very high achievers. You want to be the best you want to pass that exam you want to pass the hundreds of exams that you take. You know exactly what to do because your profession calls you to do it to make swift decisions very quickly because it is almost a matter of life and death for many of us. Right. But if you are high achievers, you must understand that not everybody around you is going to be the same as you. Not everybody is going to live up to the expectations that you have of yourself. Okay, your team and the people that you work beside carry diverse knowledge and skills in order for you all to solve problems much quicker than you would alone. So to summarize the best physician leaders practice emotional intelligence, and they are able to recognize. I don't know what to do right now, or maybe jumping into this problem really quickly and trying to solve it myself will not yield the best outcome. Maybe I need to discuss it with other people make a more reasoned decision as opposed to trying to figure it out on your own. You are not alone. You are trained to figure out things on your own. But in this space and in this evolving healthcare landscape, we must understand that we are not alone. Okay, so those are the pieces of the best physician leaders. Now, how do you actually do this. Right. I'm all about being very practical. How do you do this. Well, the most important thing that you need to do. If you are looking to dive into crafting yourself as a good physician leader, whether you're a resident, a med student, whatever to prepare you. That's a very important thing that you have to do first. And that is, you have to change your paradigm. You have to shift the way that you think. And the reason why this was so important is because I have personally coached several clinicians that were amazing at what they did. The researchers oncologists primary care emergency medicine surgeons, all of them are excellent at what they did. And then they when they got into formal leadership positions like director medical director chief head of department. They suddenly experienced an identity crisis. As a physician, am I a leader, I am trained to be a clinician. So I'll try to figure out how to lead when I get to it right now I'm really busy. Those leaders end up failing or end up struggling quite a bit. When you are in a leadership position and when you accept the fact that you are just by way of being a physician mindset is the success factor. If you change your mindset, it will actually challenge much of your years of training. So you have to be able to balance both. Now I want to prove my point by actually giving you a very short quiz. This is a knowledge quiz is going to test your knowledge. Okay. So I want you all to type your answers in the chat. Are we ready. Tap your answers in the chat. The first question on this quiz. What are the three bones of the human arm called type it in the chat. Okay, I believe you that that's that's probably important humorous radius and all now. That's right. Right. My fellow. Okay, good. Yes. Okay, excellent. Very good. You all did that really quickly. Right. Because you're, you're trained. All right, next question. Dispepsia is also known as what Gord. Is that is that right. Yes. Okay, I thought it was indigestion. Are they the same thing. Yeah, okay. All right. Okay, excellent. Okay, two out of two. Okay, here's the third one ready. What are the four components of emotional intelligence. I don't see a lot of people. Excellent. Linda, I love that you said I don't know. That's amazing. I see some people trying. All right. Excellent. Very good. So this is really important. Yeah, I know I know people people are trying I'm going to show you what the what the four components of emotional intelligence are. But here's the thing. Think about how quickly you answered the first two questions. I'm going to start with you, everybody. Right. Radius humorous, all now, Gord indigestion reflex all the things right, but when it's like four components of emotional intelligence is like, I really don't know what that is. So a few points to make here. Number one, it's okay if you don't know it. Number two, if you said I don't know in the chat I want to applaud you because that's really good. All right. I don't know. Number three, we are going to start learning about emotional intelligence right now. And I want you to understand that it's going to be hard because you were essentially starting from the ground up I'm going to be providing you with the absolute foundations today to build off of. And if it feels hard if it feels uncomfortable for you. That's okay, you're starting to learn. Thank you for playing that small game. Okay, so let's go into emotional intelligence. Here are the four components. So I'm going to orient you to this two by two matrix here. So if you look at the screen, the top half is all about awareness awareness of self and awareness of others. The bottom half is all about management, managing yourself and managing your relationships. Okay, so let's start at the top half on the left hand side, self awareness. Like I said before, in the previous slide self awareness is probably the first thing that you can begin doing starting today to build your emotional intelligence and eventually get to a higher quality level of leadership. Self awareness basically means you are being mindful, you are checking in with yourself depending on your situation. So for example, right now, do a really quick check in. How are you feeling? Are you feeling excited? Are you feeling nervous? Are you feeling creative? Are you feeling bored? You know, what are those things? Do a quick check in of yourself. I like to call this with my clients. I like to say you are checking your own emotional vital signs. Okay, so you check your temperature, you check your blood pressure, you check all. What are your other vital signs in terms of your emotions, right? How are you feeling? That's the first thing. Just check in with yourself, especially during times of stress. What are your physical triggers when you feel stressed or when you feel like, you know, you're starting to get busy, right? Does your head ache? Does your heart go faster? Really check in with yourself. That is the first step. You don't have to do anything, just pay attention. So that's number one. Number two, let's go to the right hand side. Social awareness. Social awareness is being aware of other people around you, just paying attention. What skill does that entail? That means that you're being very present. It's very difficult to be present when you are rushing or when you are in a hurry, okay? Now, for all of those high achievers in the room, right? Next patient, next patient, next thing, next thing, next thing, right? Put it in the chart, right? Get interrupted and it's like, oh my goodness. That is going to be a barrier for you being present. Okay. When you're able to be present, you're able to pick up on other people's emotion. You're able to really exercise the core skill of empathy. Social awareness basically means that you're curious about other people. You express concern for other people. And in the sense of leadership, you're able to watch and pick up on other people's strengths. You are able to see what are people good at so that I can leverage their strengths because they're compliments to mine. So that's social awareness. Next, let's go down on the second half. Let's talk about self-management. So if you're aware of yourself, you have to manage yourself and regulate yourself. For this, basically in other words, this is to control your impulse, okay? So think about it like if you're getting an email, if you get a text, if you get a phone call and it's like you want to respond right away because you feel a certain way. You feel angry, frustrated, impatient, whatever. And you respond right away. That's not self-management, right? Self-management is just taking some time being adaptable to situations and asking yourself the question, what do I really want out of the situation? What do I truly want? Do I want to really take care of the patient? Do I want to start arguing, right? What is it that you really want? And then finally, relationship management. This is all about communication, connection, navigating conflict, and also navigating being part of a team. Research actually suggests that medical training in medical school is such an individualistic concept because you're really focused on coming up and being confident in your own clinical practice. It's a very individualistic way of thinking. And then suddenly when you are part of a team, again, it starts clashing against your years of training. So it may feel difficult in the beginning, but just understand that relationship management is the key to leadership development as it relates to the team. So I've gone through the four components of emotional intelligence. Again, this is the foundation. So let's talk about, okay, what are some common challenges that will force us to evaluate our emotional intelligence? So again, I'm all about making this practical. So the common challenges, like I said before, as physicians, we are absolutely trained to make decisions reflexively, especially in acute situations and emergency situations. That is the excellent skill set to have. We are also rarely stumped, right? We are expected, as Maria said, to have the answers to be the role model to do all the things. But when it comes to very complex situations involving people and your team and leadership, you have to make more reasoned decisions. And sometimes with our clinical expertise, we think our clinical expertise is going to solve the issue, but actually we tend to overestimate the need to make more reasoned decisions, right? So here is a really, really common example. And I am going to ask Sankha to actually share a story that he had that highlights this challenge, and it has to do with navigating issues between patients and staff members. Sankha. Yeah, thank you, Isha. So, yes, as you told the main problem probably we have as physicians is we have some sort of a dilemma, because are we physicians or are we leaders? Absolutely, we have to be official leaders, but the problem is as he said, we have been trained to be physicians, mainly, so we work promptly, we take decisions promptly and reflexively. So that's a problem in most of the problem. That's a problem in most of the situations where we face difficulty and challenge, real challenge. Let's take an example. Like, this is a very, very, very common example probably. Let's take a complaint made by your patients against one of your trustworthy and very close staff members. So how would you behave in this situation? This is not a situation to take a reflexive decision, right? Because usually you would either take patients side, provided that we are bound to serve the patients. Also, you would say, you would be the other side and you would say, okay, something like this would never happen in my practice. So this should be wrong. If you take either side and reflexively respond to that incident, there would be a big, big communication gap and there would be a big problem, trouble and either side would not be happy. So I think this is one of the very, very important incidents where we can practice empathy, right? When we were talking about emotional intelligence, empathy is of course included into that. I saw some of you have tried that as well. Of course, it's a part, but it's included in those four main points inside the emotional intelligence or main parts of the emotional intelligence. So in a situation like this, are we going to be emotional? No, we are not going to be emotional, right? We are going to be real leaders, which means we are going to discuss this in a different way. We would have differently act. I mean, we would have acted like real leaders where you get down everyone and we would discuss there could be some misunderstandings. So would we resolve this problem in a better way? So the bottom line is, in an incident like this even where, you know, a conflict between a patient and a staff member, you should not promptly respond and you should always have to remind this is not a situation of a patient, you have to respond quickly, you know, as an emergency situation. So one important thing about this is, this is about all about conflict resolution. So we are going to talk about conflict resolution in the next webinar. So I think stay tuned about that. So I think, Isra, you can talk about the next point from this point onwards. Yes, thank you, Sanka. So based off of what Sanka shared, right, these are going to be things that come up. And when they come up, what we would hope for you to do is to think about us talking about this, right? It's like, oh, I went to this webinar, and they said that this was going to happen and it's happening. How do I deal with it, right? So when this comes up, and if it hasn't already, it probably will. You could probably assume that it'll happen because it is so common. But again, it goes back to this piece of self-awareness, right? So that's the first thing. This issue came up between a patient and a staff member. Okay, how am I feeling? I'm feeling worried. I'm feeling concerned. I'm feeling frustrated. I'm feeling confused. Just label the emotion and just say, okay, now how am I going to do this? I saw somebody in the chat that says listen to every side of the story first and then make a judgment. That's an excellent first step. The piece here is to, when you do listen to all sides of the story, is how are you listening? Are you listening to understand or are you listening to respond? Are you listening to react? Are you listening to judge? There are different levels of listening. So when you do sit down with either side in a conflict, you'll want to pay attention to that. And that's all I'm going to say about conflict because, again, I don't want to give too much away from our second session. Okay, so let's go straight into some additional tips for practice. So these are two things that you can do today, okay? Today, actually like right now. So the first thing is to start asking yourself, how often in your medical practice do you say, I don't know? I don't know. Okay, this is your homework, okay? How often do you say I don't know? And how does it feel when you say I don't know? All right. Now, this is related to when you're at work, your clinical practice, your medical practice. How does it feel when you say I don't know? If it feels okay, that's great. Get into the habit of saying that because that is a really good practice for that essential ingredient in physician leadership. The other thing is how do you handle your everyday annoyances at work in your practice? That's the second piece of homework that I'd like for you to try and practice. I want you to identify in your mind the things that really, really annoy you, that make you roll your eyes in your clinical practice. How do you handle them? So for example, maybe it's, oh, I get so annoyed when I get phone calls at two o'clock in the morning from the nurse. And it's just a completely dumb question. Those are, that's something that could be an annoying one. The second one could be, when does it get challenging? Are there certain types of patients' questions that I find challenging that kind of make my blood boil? What are those things? Start identifying them and start identifying how you handle them. Now to give you some help on how to identify some of these, we're going to walk you through some very practical and common examples of everyday annoyances that our fellow family physicians on the call today have and want to share with you. And so, again, you're not alone. So be thinking about each of these examples and come up with your own because that's going to help you with your homework. Okay. So here's the first one. Sanka, your example of the annoyance was the reluctance to consult or refer medicinal formularies and we have this lovely image of BNF. Sanka, please go ahead and share. Before that, I would like to read one of the comments by Tikka. He says, we are experts. Patients come for an answer. How can we say I don't know, right? Okay, this is one of the main problems we have. I totally agree with you, but you are not alone. Okay, good. We also have experienced the same thing, but I will tell how to tell. Yes, absolutely. This has something to do with your confidence and your experience and probably the maturity asset. To be mature, you shouldn't go, I mean, you shouldn't be old or elderly, right? This is a way of being mature. I mean, listening to other colleagues experience. So this is one of the incidents I just want to tell you, when I was, when I started my medical practice as a very junior doctor, probably say eight years back. When a patient comes to me and you know, each and every medicine is not in our mind, and also each and every drug interaction is not in our mind. And sometimes brands are also not memorized, say, a drug that is used. So when I wanted to prescribe something that I cannot remember, what I used to do those days was I go to another room in the practice and look into the BNF. BNF is the British National Formulary. I know that this is what used in Sri Lanka, commonly. But I know your own countries would have one formularies, medicinal formularies. So I go to another room, right? Telling something, some other reason and, you know, I look into the BNF and then I come back and, you know, proudly prescribe the medicine. But now being an experienced person and being confident in what I'm doing now, right? Now I do it in front of the patient. I take the BNF and I look into that and never the patients have thought bad about. And I also, you know, I also tell them, okay, I went through and there's no problem at all or say no interaction at all with these two medicines or say, okay, this is the best medicine. Okay, I got some, you know, very effective brand for you. So something like that. So it's like sort of a, you know, shared decision making as well and patient feels comfortable and probably more confident because they know that I am just not prescribing something which is in my mind probably which would be, you know, not real or not correct. But I refer to something and they have confident in me and, you know, as family doctors, especially we have a very good doctor-patient relationship where patients always depend on us. Also, they have that relationship is as such where they really, really trust you. So looking into the BNF is nothing there, right? So this is, that's why I told when I was in my early career, I was doing like that, but now as a more confident person, I do different. So now I say I don't know, I will look into the BNF. So this is one, I think one very good example. Second one, Isha. So you're going to probably tell about the second example. I think Uma is going to. Yes, Uma, Uma has a great example. And this example is, you know, how do you make decisions for patients who are breastfeeding and who are asking about the medication interactions. Uma, feel free to share yourself. Absolutely, Strat. Thank you for that. So I just want to start with this little thing that I wanted to, I experienced when I was training in U.S. Like, you know, when we start as medical students, our white coat is very small, like it goes up until the, you know, just above your knee. And then when you become an irresident, like a trainee doctor, it becomes a little longer. And then when you're attending, the court is really long with long sleeves and you look so elegant. So my understanding is if the court is longer, you're supposed to know everything. That's my understanding when I started my medical career. So during early stages of my career. So when patients inquired about the safety of some specific medications, especially when they're breastfeeding, I used to feel really hesitant to admit my lack of knowledge in there because it's freshman out of the training. I didn't have answers for all the interactions between medications and breastfeeding. So I would discreetly refer to the, you know, like a reliable point of care medical resource like up to date or something. So as my experience grew, I came to appreciate that the value of transparency in healthcare interactions is very important. So nowadays when faced with similar questions, I really approached the situation with complete openness. If I'm not familiar with the medications suitability for breastfeeding. I candidly admit my lack of expertise in that area. However, I do so like while reassuring the patient about their well-being is my top priority. And I'm committed to finding the most accurate information for them. That's the way I approach this by involving the patient in the process. I feel like, you know, researching the reputable sources together. And this collaborative approach makes me feel like it only not only fosters the trust but also strengthens on the patient provider relationship. So saying I don't know doesn't mean that you're leaving the patient helpless but we are trying to approach it by, you know, involving them together and finding the answers together. So patient really appreciate knowing that their concerns are, you know, acknowledged and addressed with utmost care and diligence. That's what I feel. Through transparency and patient-centered approach, I think we can still, you know, instill that confidence and assurance in those we serve, probably promoting a deeper sense of partnership in their health journey. So that's my experience with, you know, changing my I don't know to making a, you know, transparent relationship. So thank you. Thank you, Oma. That's excellent. Okay, good. So, Maria, Maria has a very interesting example. And I think a lot of us may relate to it. So here's her example. It is when we have to deal with patients' personal beliefs on treatment options. Go ahead, Maria. Thank you. So it happens to me quite often nowadays that patients come asking for my help. And after the entire consultation when I'm prescribing a treatment, they will just say to me like, no, no, no, I don't believe in medicine or in medication. I don't want to take any pills. And I remember the first time that this happened to me, I felt like really crazy, like, what is happening? This person came to my office asking for my help and now what do they want? Like a miracle? No one taught me how to do miracles in med school. So, and it really frustrated me in the first time that this happened, but the situation kept happening. So what I realized is that I need to learn to acknowledge this frustration that I have regarding the situation with the patients to address the situation in a way that I don't, that I keep the trust and the confidence and the relationship that I have with my patients. So what I started to do is to explain to them that that's what I learned in med school. I learned how to diagnose and to treat with medication. And that is my proposal. But the final decision is there. So they have the decision to look for a second opinion or another opinion. And I cannot say that I agree or disagree with something that I don't know about when people ask me about natural plants and other things that if I've never studied about them, I cannot give an opinion. So what now I do is that I acknowledge that this really frustrates me and I explain to exactly that to the patients and let them have the final decision. They have the final call. But yeah, no one taught me how to do miracles in med school. Excellent. Yeah, thank you for sharing that. And, you know, I just want to say that what while we were designing this, this part of the of the webinar. I wanted to commend every single person on the team to actually share like look, this is this is what frustrates me. This is what annoys me right it's like I'm not a miracle worker. The ability to actually kind of express yourself and express the fact that there are some situations where I have to regulate my own emotions because if I didn't, you know, it wouldn't be a very positive outcome. And just recognizing that again is the first step it's that awareness piece. Okay. So the fourth piece and I think this is this is, I am able to see this in my own job I mean I don't care for patients but I, I see this happening all the time and this last one is almost universal where we have frustrations with our team. We have frustrations with our care team. For example, scheduling, right scheduling your calendar anything that has to do with time, how many patients you're seeing, etc. Maria, do you have anything additional to share on this perspective. Yes, I remember when when Natalia was sharing her, her example with us, and we were talking about this. And especially I think this happens in smaller communities, or especially in primary healthcare that we, we know our patients but we also know our our teams for for a long time, and our teams know the community. So sometimes they, they expect like an extra attention for that family person for that friend, because people know each other and we have rules for a reason. And every time that we want to, yeah I know it's just an extra but if we have exceptions for all the people that we know, all the people that we care in our communities, everyone in our in our clinics, our time wouldn't be enough. So it's difficult to manage the scheduling and all the exceptions that we want to give to the people that we know the family, we know their story, we have a relationship with them. Thank you Maria, Sankhar. No, very interesting point came out in the chat. That's why I want to do sort of, you know, I will say convey it to everyone. One is like, as family doctors, and even any doctor, we have, as I told, very strong doctor-patient relationship. So patients don't expect always us to know everything. Right, they want their doctors to be best for them. And they want sometimes just to listen to their problems. Not even they want any answers. I mean, usually it's like we are there to find them the best solutions, best answers. We don't know everything. We can find it out right from internet or book or whatever it is from a colleague. But sometimes, not only that they don't need, I mean, they are not expecting us to know everything, but also they don't want the answers at all. They just want us to listen to them. So I think that is a very good point he asked, especially as family doctors. Go ahead. Thank you. Excellent. Thank you. Thank you for sharing that. The team, do you have any other additions, Oma? Do you have anything else to add? I think we covered the I don't know part and what you are nice, your part. I just wanted to share this quick example on what really, you know, here's my inside out is the question of like when patients come and ask about weight loss medications, I always have this, you know, put in a difficult situation and patients think that, you know, weight loss can be achieved by just one magic pill, and they don't need to follow diet, they don't need to do exercise, but just give me the injection that is not even FDA approved to take the injection and let me get the weight loss. And really that was really like I should say, kind of was an annoying for me when they ask, but then, you know, the handling of the situation turned around because there were so many requests like that. So I went into that and understand it's just a lack of ignorance on how the whole process happened. So it's just, you know, it takes a little effort from the physician side to sit down and explain what the pros and cons of these medications and how they should handle this and what are the long term side effects so if you can take that time and explain it to them. It makes a little sense to them and they try to work around you because if you can just say okay you do this for three months if it doesn't happen then we take the step B. So it's kind of work in progress with them it's hand in hand you know holding their hand and walking together kind of a situation so from getting annoying annoyed with that question to turning into like you know again, walking together kind of a practice really helped me to handle the situation better so yes it does happen almost every single day at very practice. Yes. Thank you. Yeah, thanks for sharing that. The other thing that I will say before we move on is, you know, these, these are your tips for practicing and so these are the pieces where you know you can you can absolutely start this today and right now my recommendation to you is don't try to solve anything again. Go slow right what we're doing this from the from the ground up you don't have to be an expert in leadership right after this webinar right just just you know, pace yourself, and we're here to help you. I don't belong into this webinar series because again, this is the foundation. And for some of us you know this might feel kind of strange at the beginning like God why do I have to like, you know, think about my feelings all the time. You know that's just not part of my personality and I'm very different. That's okay. We're not prescribing this in a specific way, you need to figure out your own style of leadership you need to discover and explore. What is it that kind of works for you. We all can be really really effective leaders in our own unique ways. So you need to find out what are your strengths, and what are your weaknesses, and find a way to leverage your strength so that you don't have to worry about the things that you feel not very strong in. Okay, so again, this is your homework. How often do you say I don't know and how do you handle your everyday annoyances in your medical practice. The more that you practice this, and the more that you tried this out, and you practice the foundation, it is going to lead to the actual growth areas where leadership is going to come out so for example, communication, right, how do you speak at least so that your message is being received in a way that has everybody's best interests at heart. How do you collaborate, you know, again, when we are trained in medicine it is a very individualistic profession. How do you manage team dynamics. How do you manage conflict. How do you make decisions that are more strategic, as opposed to, you know, kind of like a band aid solution. How do you figure those out. We are going to touch on all of these things in the next session, where our next session is going to involve. How do you resolve conflict. How do you flex your style and adapt your leadership style based off of different situations. And then lastly, how do you motivate your teams. So again, practice the pieces of emotional intelligence, and we would love absolutely love to have you at our next session on September 2, where we're going to go to part two and build off of what we've already covered. So at this point we are officially done with our content. I think we could be, you know, open to take some some questions if people have stuff in the chat on the spot advice if you need it. But other than that. Oma I'll hand it over to you and see if there are any questions we do have a little bit of time left here. Thank you for that. So we can take five to 10 minutes. If you guys have any questions, please feel free to either put it in the chat box so one of us can read it out for you, or you can also raise your hand in the chat section. I mean raise your hand and ask us a question directly. One of us will be happy to answer your questions, or if you want to just share your thoughts please feel free to. So we're all stepping out because of the time so I just want to give a quick reminder we have the survey link to assess the webinar. So if you could please fill that for us that will be wonderful. Finally we'll be posting the survey for you in the chat section so please feel free to do that for us. And also we have the next session on September 2, which will be the continuity as Isra was saying we're going to have some in depth into the physician leadership. This is again the same time you to see 1pm on September 2. So I didn't see much questions here so I just want to move forward with concluding this webinar. Again we genuinely hope that you have acquired the solid foundation and physician leadership concepts and practices. We all warmly invite you to join us for the next session on the September 2. Again as I said before by attending both all three sessions, you will be eligible to receive a completion certificate from OCA. So again the survey links are posted in the chat section we will try to post it one more time before you leave. So should you have any questions or need for the resistance please do not hesitate to contact one of us. So we eagerly looking forward to see you all in the next session. There we'll be hosting an esteemed panel of established physician leaders who will deliver insightful, you know, talks. As Isra was saying our topic is next topic is effective leadership practices. So I really thank you all for being a part of this wonderful learning experience and we can wait to welcome you again. Thank you all. And I see you. Yeah, there are a couple of questions here. Do we have any material to read and prepare for the next session. Just come with an open mind and just with an intention to learn. You don't need to don't be a high achiever you're fine just don't you don't need to prepare. There's also a second question on how should we register for the second session. You have already been you're already registered now you can use the same link and attend the session so it's about. You can select probably if you have selected all three all three sessions. You should receive another registration link we will anyway as as the participants of this session we will reach out to you again. We will also be sending you a post session. Yes, a post session feedback form. We will be sharing that with you I don't believe we do we have it now or are we. We have two things. There we go. Pre survey is exactly this one pre survey is a different one it's about your practices and knowledge. But this is about this session per se I mean about this. Give a session where how we have probably achieved our targets. Just give a open minded feedback. So it's about that, but then we would have a post session survey after all three webinars about your practices and knowledge. So that's different. This is about this webinar only the post post session assessment. Excellent. Thank you. Maria extra and thank you for making this evening so beautiful. You gave I'm sure the audience there you know excited to learn more from you today and thank you all for your time and thank you everyone for participating today I really look forward to see you all again in September. Thank you everyone. Bye bye. Bye bye. Yeah. Thank you. Bye.