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Trust No One. Suspect Sabotage.

By Nina Lightdale-Miric, MD

During my general surgery internship, this concept was offered as dogma.  The ability to be self-reliant was taught as critical of a skill as examining a patient or suturing. This perspective helped shape my understanding of personal accountability as the physician in the care of patients. Delegation was a risk as it left me and my patients vulnerable to the motivations and actions of others. Through the years, however, I’ve come to believe that predicating your life to such a principle limits you notably and offers little in protection. Trust is not a liability but rather the very foundation of a successful procedure, effective patient care, teamwork, and partnership.

Leadership training has weaved its way into hand surgery and we are realizing that entrusting others to do the job they are assigned is key. Without perceived trust, your team and patients will underperform and not believe their work or health is valued, meaningful, or contributory. Productivity may be inefficient and burdened by staff turnover. Burnout can often be most palpable in those who don’t trust their clinical team, administrative leadership, or their patients.

I actually remember nearly to the day when I opened the door to shared decision making, teamwork, and gratitude. “I always have to do everything myself or it doesn’t get done right,” I muttered while marching through a hallway of patients and staff on my way to a fax machine in the middle of a overrun clinic. A nurse with 40 years of experience squeezed my hand and said, “We are all here. Join us.”

Confidence came with giving and receiving trust. I now understood as a team leader and member it was my responsibility to empower others, engender trust in me, and nurture trust in each other. I now see my team as always growing and achieving new heights with more and more potential.  We expect each member to hold their own at 100% and support each other when life happens. If that is not a position you are comfortable with than you may not prefer to be on our team or me as your doctor.

Forging a teamwork approach and a practice based in trust is hard work but worth it. Trusting others is not an impediment, but rather a springboard. It took me years of practice to leave behind deeply ingrained fears and biases and make the leap to trusting my team and patients. That is likely exactly how long it took them all to feel that they could trust me.  Trust and team-building have allowed me joy in practice and partnership.

Join us!

Nina Lightdale-Miric, MD
Children’s Hospital Los Angeles

Comment (1)
Lisa L. Lattanza
February 14, 2020 12:39 am

Great insights Nina.

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