MaveRx. Prescription for Revolutionary Leadership.

 

Great things happen at the nexus of what we enjoy doing, what we are good at doing, and what is worth doing. Many years ago I set out to become the very best emergency physician to provide the very best emergency care to the acutely ill and injured. I also discovered my nexusmaking leaders.

 

Medical knowledge and clinical skills are required of all physicians. There is never a substitute for medical knowledge. Reading and studying ensures physicians know what they are looking for in order to find it. This is especially true in emergency medicine. One must know the symptoms of an acute heart attack to be able to diagnose the patient. And equally important is managing the emergency diagnosis once it has been identified. This requires a mastery of clinical skills whether it involves intubating a vomiting patient during a code or placing a chest tube in a patient with a collapsed lung.

 

Leadership, the foundation of professional achievement, is much more difficult to describe and seemingly impossible to teach. Although all the teachers were intelligent, hard-working individuals committed to helping others, I quickly realized during training that there was a vast difference amongst the physicians. More importantly it was “this difference” that I either gravitated towards or sought desperately to avoid when working clinical shifts. It was this difference that inspired me to learn more and work harder. This difference, leadership, would eventually inspire me to step beyond the clinical setting, taking on responsibilities that would optimize care by improving systems of care. It was the difference that I wanted to understand and quantify. It was leadership that I would need to be able to teach to ensure my success as a leader.

 

Leadership is ill-defined making it difficult to learn and even more difficult to teach. I quickly set out to collect data from those I felt embodied the emergency physician leader I wanted to become and found that they could not quantify this quality. Instead I found myself with a list of real world tips that were essentials of all leaders. Furthermore, many of the tips could only be achieved through practice. It was these learned essentials that made the physician leaders whom I gravitated towards stand out from their colleagues and these essentials that needed to be shared with aspiring leaders thus the creation of MaveRx.

 

Leaders are, by nature, mavericks, in thought, word and deed. It is this type of leader that MaveRx seeks to develop by encouraging individuals to step outside their comfort zone and take risks. It is only through a series of calculated risks does one learn to lead, as leadership can not be learned by studying a book or watching a lecture presentation. Leadership is learned by living it. Leaders are made, they are not born.

 

MaveRx shares objective leadership essentials which can be divided into three easy to implement steps- networking and formalization of mentors, establishment of credibility and the acknowledgement of both individual and team successes.

 

MaveRx embodies proven leadership through the many leaders that have already benefited from its teachings and practices. MaveRx leaders are bold, innovative thinkers, credible resources and relevant trendsetters in an ever-changing universe