Aug 18, 2026 · 46 min · 11 segments
In this insightful episode, host Dr. Lee Scheinbart interviews Dr. Anne Hirsch, certified physician coach and expert in physician professionalism and behavioral concerns. Drawing on decades of…
Lee ScheinbartHost
Anne HirschGuest
So there are many physician leaders who step into roles, and they inherit physicians that have come with a label that they, uh, that this physician is difficult.
Before we talk about solutions, what do you think chief medical officers in particular misunderstand about that label, and why can it be so darn damaging for both the physician and the organization?
organization?Well, the first thing I think about labels is labels are difficult.
I think when a person has been labeled a difficult physician or a disruptive physician, you automatically have a sense in your head as to what that means, and I think we come in with preconceived notions.
But, you know, I mean, the idea that, that they ha- oh, I've heard about a difficult physician, and then they say, "Oh, he's gonna say this, and then he's gonna say this, and he's gonna deny, and he's gonna be blah, blah, blah, blah, blah," and they go on and on and have this entire conversation before they've even entered the room and had that conversation.
And I think those preconceived notions are extremely damaging and dangerous because you get in there, and what if the guy actually has insight and says, "You know, it was just a really bad day for me, and I know I snapped at that nurse.
It was just the culmination of XYZ that happened that day, and I, I really don't plan to ever do that again"? Totally different conversation than the guy who comes in and says, "Well, it's their problem.
They just, just need to get a thicker skin." You know? Totally different conversation.
I, you know, a- as you get seasoned, you can detect who's holding themselves accountable or trying to blame somebody else, if you will.
So there are many physician leaders who step into roles, and they inherit physicians that have come with a label that they, uh, that this physician is difficult.
Before we talk about solutions, what do you think chief medical officers in particular misunderstand about that label, and why can it be so darn damaging for both the physician and the organization?
organization?Well, the first thing I think about labels is labels are difficult.
I think when a person has been labeled a difficult physician or a disruptive physician, you automatically have a sense in your head as to what that means, and I think we come in with preconceived notions.
But, you know, I mean, the idea that, that they ha- oh, I've heard about a difficult physician, and then they say, "Oh, he's gonna say this, and then he's gonna say this, and he's gonna deny, and he's gonna be blah, blah, blah, blah, blah," and they go on and on and have this entire conversation before they've even entered the room and had that conversation.
And I think those preconceived notions are extremely damaging and dangerous because you get in there, and what if the guy actually has insight and says, "You know, it was just a really bad day for me, and I know I snapped at that nurse.
It was just the culmination of XYZ that happened that day, and I, I really don't plan to ever do that again"? Totally different conversation than the guy who comes in and says, "Well, it's their problem.
They just, just need to get a thicker skin." You know? Totally different conversation.
I, you know, a- as you get seasoned, you can detect who's holding themselves accountable or trying to blame somebody else, if you will.
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