Anger management/executive Coaching

Major Hospital Chains pay close attention to the bedside manner of their practicing physicians. Many hospitals have formal assessment inventories and/or patient surveys to keep informed of the way doctors treat their patients. Medical practices are becoming more conscious of the importance of treating patients with sensitivity and compassion, in order to improve patient care and the organization’s bottom line. Medical Practice Groups are equally interested in improving physician/patient relationships.

Anger is a secondary emotion which is primarily a response to stress. Few professions are as stressful as medicine. Unfortunately, many health care professionals, especially physicians, are often unaware of their own stress levels. This lack of self-awareness often results in impatience, a short fuse, poor listening skills, and/or a perceived lack of compassion in interactions with patients, nurses, and other ancillary staff. Consequently, these physicians are less likely to seek assistance in managing anger and stress.
Some case examples

A prominent Southern California Neurology Specialty Practice insisted that one of its physician partners seek anger management classes or sell his stake in the practice. The partners were concerned that his increasing behavior towards staff and patients were beginning to impact its flow of referrals as well as placing the practice as risk for legal actions.

A world renowned Cardiologist was referred to executive coaching by the Organizational Development Consultant for the Hospital in which he practiced as a condition of further employment. This doctor was described as being abusive to Resident Doctors who were being trained in Cardiology, as well as to patients and nurses. The number of complaints was so high that the Hospital’s Legal Department concluded that intervention was needed to protect the organization from potential legal action from aggrieved parties.

A major Managed Health Care Provider placed a contract physician on probation for one year with a demand that he complete a 26 hour anger management course. This physician had a history of complaints from patients who complained about his lack of time explaining their conditions or medical problems. His nurses complained that he did not adequately explain what he wanted in relation to the medication regimen for his patients or how he wanted his patients to be managed. This physician is an Oncologist.


All three of these executive coaching clients were assessed at intake relative to their level of functioning in four areas, stress management, anger management, assertive communication and emotional intelligence. A fifth category, motivation change was also assessed. Motivation is the key to change in executive coaching.

Following ten weeks of coaching with a focus on anger management, stress management, communication and emotional intelligence, they were each given a Post Test. All received scores indicating significant improvement. Later follow-up at six months indicated that the changes were stable over time.