The author of Medicine for the Outdoors presents this material in a chapter-free, stream-of-consciousness fashion, resulting in a sequence of unlinked advice e. While there are occasional reflective insights "when a problem arises, look for ordinary causes, not obscure configurations" and "stop talking and start listening to the patient" , many of Auerbach's prescriptions, such as "use metrics that make sense" are far too general to help most business people, leaving managers trying to heal themselves.
View Full Version of PW. Management Lessons from the E. On the treatment table and in the boardroom, problems must be diagnosed correctly and dealt with as effectively and quickly as possible.okglasbachzili.cf/evening-in-the-country.php
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Now in Management Lessons from the E. The result is enlightening, occasionally lighthearted advice that goes far beyond other business management tomes, offering readers real and surprising lessons. Applying such medical truisms as "The patient who isn't screaming may be the one in the most trouble" and "Don't count on luck," Dr.
Auerbach provides prescriptions for solving all types of managerial emergencies. Using real-life experiences from his many years as an E. In this unique book, he shows how responsibility, great expectations, and the impact of failure force doctors to be at the top of their game at all times.
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From assessing the first symptoms of a patient's or company's problem to determining the quickest and most effective means for treatment, Auerbach details the true-to-life pressures, fears, and challenges one faces both in acute care medicine and in the most vital actions of one's career, and does so with humor, style, and grace. Price may vary by retailer.
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Add to Cart Add to Cart. Auerbach, we need you in Room One. His heart had stopped beating and his skin was blue. As I grabbed the defibrillator paddles, I noticed a young observer beginning to swoon.
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I figured it was the first time he was this close to watching someone die. It was touch and go for fifteen minutes, but I restored my patient's heartbeat and whipped him upstairs for an emergency angioplasty.
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Two hours later, I walked into the Dean's office to discover a colleague who had been raked over the coals for missing his revenue number. My friend shook with anger as he mumbled profanities under his breath. He was about to lose control and worsen the situation. I had been to business school and was a seasoned veteran of the academic trenches.
I crafted a strategy and calmed him down. He walked away with a deal instead of a demotion. At the time, I was struck by how adrenaline was my hormone du jour. Being a doctor in an E.
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The seed was planted. Soon thereafter, a professor at the Stanford Business School, Gene Webb, invited me to lecture on crisis management.
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What do you think? How do you convert encounters as diverse as delivering a baby in the parking lot, diagnosing an earache, and managing a heart attack into useful lessons for business managers? Can you diagnose a cancer in your company like you can a melanoma on a surfer's nose? The easy analogies popped up -- Be Prepared I showed the class a slide of a disaster communications center ; Know Your Resources slide of a search dog ; Don't Panic!
When I spoke, the business students easily made the stretch from medicine to management. What really held their attention was the inherent common sense of it all. Everybody can relate to diseases and cures. Certain truisms are universal when framed in the appropriate context. Soon thereafter, I left academia and became a public company COO, where this concept was constantly reinforced.
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I became completely convinced that the lessons I had learned in the E. I sought the best qualities needed by effective managers, and kept citing examples of behaviors I had come to admire in my life as a physician executive.
Brilliant businessmen are insightful, collaborative, decisive, and honest. These also happen to be the qualities of the great doctors. Today I divide my time between venture capital, advising senior managers in start-up companies, and treating patients in the E. What impresses me with each of these activities is that there can be as much excitement and danger in managing a company as there is in resuscitating a motorcycle accident victim.
Every day, I see fascinating new parallels between the juggling act of a hectic E.
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