In today's era of rapid development in the medical industry, the core competitiveness of doctors is particularly important. So, what exactly is the core competitiveness of a doctor?
Is this one? Possess solid medical knowledge and skills.
Medicine is a highly specialized discipline, and doctors need to continuously accumulate and improve their medical knowledge and skills through long-term medical education and training to ensure that they can accurately diagnose, prevent and prevent diseases in clinical practice, and provide patients with high-quality medical services. At the same time, doctors should also pay attention to new advances and technologies in the field of medicine, constantly update their knowledge system, and improve their professional quality.
Is this one? He has extensive clinical experience.
Clinical experience is a valuable asset accumulated by doctors in long-term clinical practice, and it is an important basis for doctors to make accurate diagnoses and formulate best plans. Doctors should improve their clinical thinking ability and experience level through continuous practice, be good at discovering clues of diseases from the clinical manifestations of patients, formulate scientific and reasonable plans, and improve the survival rate of patients.
Is this one? Possess high medical ethics and good communication skills.
As practitioners in the medical industry, doctors should have a high sense of responsibility and mission, always put the interests of patients first, and serve patients wholeheartedly. At the same time, doctors should also have good communication skills, be good at communicating effectively with patients and their families, understand the patient's condition and needs, eliminate patients' doubts and uneasiness, and enhance patients' trust and confidence.
Is this one? Good team spirit.
Medical work is a highly complex system that requires doctors to work closely with team members such as medical staff, pharmacists, and laboratory technicians to complete the diagnosis and treatment of patients. Doctors should have a good team spirit and sense of cooperation, actively communicate and collaborate with team members, form a tacit cooperative relationship, and improve the work efficiency of the whole team and the quality of medical services.
Personally, I think that no matter what industry you are in, you need to have the necessary abilities.
A doctor can have many kinds of abilities and resources, and whether these abilities and resources constitute core competitiveness depends on which platform he plays a role. Working in a research-oriented tertiary hospital, if you can do experiments and write articles, this is your core competitiveness. No matter how bad your clinical work is, you can still get a place in a good tertiary hospital. But if you work in a private hospital, even if you have a good scientific research background, it is not your core competency. In other words, putting one's own abilities where they are needed constitutes core competitiveness.
So what kind of capabilities and resources have the potential to become core competitiveness?
It's all about technology and connections.
Let's talk about the most understandable medical technology first, in modern medicine, each department needs doctors from other departments to assist patients. So, in fact, it is difficult to say which subjects are higher than others. Then you are a medical student or a junior resident", you need a broad and solid foundation, but your real core competitiveness lies in your mastery of a certain technology, and others think you are particularly reliable. This technology does not have to be sophisticated, choose the technology that you love and have a long eye, high demand, and less competition from peers, and such technology will be competitive. When you become an attending physician or above, you must specialize, otherwise it is impossible to achieve priority in the medical competition.
For example, Li Shuping, former director of the Department of Surgery at United Family Surgery, was the director of the Department of Transplantation at Southwestern Medical Center in the United States, specializing in liver transplantation. On the other hand, small and medium-sized hospitals in the United States may have two or three doctors per department, and these doctors are not necessarily the top in the country, but each doctor's technology is unique under the microecology, so this is the core competitiveness. A person's ability will not exist in a vacuum, so what is a good medical microecology that allows everyone to give full play to their core competitiveness? There are no shortcomings, balanced development, and no micro-ecology of internal competition.
For example, Yang Li, who is the founder of Baige Medicine, is also a general surgeon at United Family Hospital. Li Yang can't write scientific research articles, Li Yang is just an unknown general medicine attending doctor, and medical technology is not his core competitiveness. But Li Yang's core competitiveness is the elite among the hundreds of medical students who graduate from Baige Medicine every year. The core competitiveness that Li Yang has is that he has mastered the doctor's connections.
Another good example of human resources is Cui Yutao, a neonatologist9 who does not write scientific research articles, but has accumulated a large number of sources of disease thanks to his tireless science popularization on Weibo. His strength lies not only in the ** of newborns, but also in the influence on common pediatric diseases and parents. The source of the disease is the capital you negotiate with the hospital, the employer, and the investor. Cui Yu's core competitiveness is patient source. Therefore, doctors engaged in general practice do not have core competitiveness, and they are too much. If you have a bunch of patients and all the specialists are circling around you, you're awesome. In the language of the internet, it's about monetizing your patient traffic.