PROBLEM:  "Authoritarian" medical director with no input
A medical director (we'll call Dr. Arnold) always asked for input at meetings. But he wasn't getting any. He was frustrated. Dr. Lang's 360 staff assessment showed that no one felt their input would matter, that Dr. Arnold had his mind made up, and quashed any new ideas. They also found him knowledgeable, but authoritarian and inflexible in or out of meetings.

RESULT:   A leader who listens who finds new satisfaction in work 
As a result of coaching, Dr. Arnold reported being much happier not only in his role as medical director but also with patients because of the communication and interpersonal strategies and techniques he learned. Dr. Arnold's work satisfaction is important because it means that he was less stressed and having positive successful interactions with colleagues. In fact, he was now asking for input before meetings, aware of ways to compromise and be creative vs. being authoritarian and using "black or white" thinking patterns, and staying later after meetings to really listen to people and get to know them without always correcting them or being "efficient."

PROBLEM: Medical director who ambushed her colleagues
Dr. Guzman, a physician director at a hospital, didn't know how to approach colleagues about new hospital policies and inappropriate behaviors by some staff. Her approach led to accusations of ambushing people, bullying, and overstepping bounds. She thought she was being kind and considerate.  A complete disconnect.

RESULT:  Productive and open relationship with colleagues
After coaching, Dr. Guzman recommended all medical directors in her hospital sign up for Leonard Lang's coaching because of the effect it has had in dealing with all the big interpersonal conflicts with medical colleagues. Physicians now report that they aren't "jumpy" when seeing Dr. Guzman in the hallway and know they can have a productive talk with her when they disagree with her.

About to lose medical credentials
A skilled physician, Dr. Patel, was about to lose his credentials because of a series of formal complaints from the nursing staff about his rude and insulting (as they saw it) behavior. He felt he was only serving the patients needs.

RESULT:  No more complaints or problems, physician retains credentials, hospital retains skilled physician
After coaching, Dr. Patel did not lose his credentials and has had no more complaints lodged against him. He has reported that he's finding (and creating) a more congenial atmosphere with the nursing staff. He's finding the same frustrations, but not letting them overwhelm his emotions and responses because of the emotional toolkit he developed and a new attitude toward his problems.​

PROBLEM:   Conflicting department heads creating hospital headaches
Physician and nursing heads of a department were in constant conflict with each other. The VPs of the hospital were hearing complaints from them and about them almost constantly.  It was getting to the point that one or the other (or both) would have to leave, though both were seen as very skilled with their health care roles—just not with dealing with each other about administrative decisions.

RESULT:  New problem-solving relationship reduces stress, improves departmental morale, saves jobs
After conflict resolution coaching for both of them, the physician and nursing heads of the department are now working harmoniously—amazing even themselves. No more endless loop conversations going nowhere. Through coaching, they were able to trust each other and initiate fruitful conversations about problems before they became urgent crises. They were able to better define their roles and decide for themselves how to provide appropriate input into decisions each other would make. The VPs of the hospital have stopped receiving complaints from them about each other.   No one lost their position.

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(Note: These 4 sample case histories are based on actual cases handled by Dr. Lang, but information about identity--such as name and gender, etc—may have been altered to protect client confidentiality. )
Case One: 
Case Four: 
Case Two: 
Case Three: