Computer generated transcript

Warning!
The following transcript was generated automatically from the content and has not been checked or corrected manually.

Lingering in the background. But next up, we have uh um we have a fantastic speaker who scored very well in his um in his CST application. Did you go by Henry or Douglas uh go by Dougie Dougie. There we go. We have Dougie who's gonna tell you everything you need to know about the second part of the interview, the leadership and management section and do guys. Dougie's a, a fantastic speaker. Cheers George. Thank you very much. Um I'll share my screen and let me know when you can see it. Can you see my screen? Yes, and you can see my presentation. I can see your presentation. The floors are yours. Um So my name's Dougie. I'm an upper gi surgical trainee based in London. I'm currently doing a phd in Imperial, er I am old, so I did my presentation. So my er C HT application pre COVID. So I had a portfolio station and I had a management station and it was all face to face. I've been asked today to do the management station um which is now broken into two parts, but I'll quickly go through the content of this talk and I'm gonna outline the station itself, how it's scored the division between part A and part B. I'm gonna highlight some key structured responses that you need to be, to have in, in your armory and then tips and tricks, er, that we'll get you through. Yes. So the station can be divided into two parts. Part part A is a pre three minute presentation. So you'll be given a topic and you need to talk about it for three minutes and then you'll get two minutes of questions. I believe you'll receive this about two weeks before the interview. And then part B is an unseen management scenario. So you will be asked a question and you need to respond and the questions are not, are varied but fairly predictable. What you'll be your, what you asked when it comes to the assessment, the presentation part, if you look at the Aureo website is broken down into the content, your presentation skills and questioning realistically, the content is probably the smaller of the three. It's actually about how you present yourself, how you respond. Are you a good candidate? Are you someone who called to refer a patient or explain a patient? Can you structure your response and then you've got your management questions. They, they say they cover pro professional inte how you judgment under pressure and prior prioritization. However, again, I think this is all about communication and you standing with a structure of response and be able to handle being asked questions. The scoring system is quite simple. 0 to 6 with um your score and no evidence, a poor response, a weak response, a satisfactory response, good, excellent and outstanding IFI in the management station, I believe it's fairly easy. If you have a structured response to get four and six or between four and six, as long as you're structured, you'll score. Well, let's briefly dive to the party. I should say when I did my CST interviews, it was uh I just had two management unseen questions. So the presentation wasn't a part of it. So I structured the presentation answers to how I would do it. Now, I've been, I've asked colleagues who've recently done these interviews and I've been told that part a is leadership focused, the content and the topic you've asked to be present on will be about leadership. You'll then get questions afterwards, which will be based on what you've said and touch on some topics of leadership that you've explored. So it says three minutes for presentation. However, I would write a script and learn a script that was two minutes, 30 long, two minutes, 45 going under is completely fine. And when you s when you with the memorize script under pressure, you'll stumble, you might miss a word and have to go back. It's much better to be under than over going over. You'll lose marks going under, you'll be fine. So I would always write a script that's slightly under two minutes 30. This is how I would break down the three minute presentation. I'd start with an introductory statement that lasts about 10 to 15 seconds and you need to create a framing device that provides structure for the body of your work. I'll come on to what that means in a second and then three points just pick three points of leadership and describe them with examples based on your framing device and personalize them. And then you're gonna finish with a 10 to 15 2nd in conclusion, in summary statement, that's gonna answer the question that you've been set. So I asked a colleague in our my group and they told me their question was reflect on your experience of leadership when working as a team member and how this would be useful to you as a core trainee. So what I've written and what we're going to discuss is an example of an answer that is based on my structure that I think will help. It's not the correct answer. There is no correct answer. All that matters is that you have a structure and that you're clear and you present. Well, um the the additions that you might consider to the answer I'm gonna describe is you might want to consider a signpost of achievements that are of, of leadership in your presentation. I've not outlined them, but you could consider doing that if you've got any that are relevant. So let's begin. So in the introduction sec section, you're gonna say who you are, what trading level you are to sort of give them a, a frame of reference. And it's important. And I think for all these talks to drop a quick pleasant tree at the start. And what I mean by that is you're gonna say, for example, good afternoon. My name is Dougie Rob. I'm an ST four in general surgery. Thank you for inviting me to the interview. It's a pleasure to be here. I really appreciate your time. Any bland pleasantry that is it, it connects you to the er reviewer. It makes you look like a nice person but importantly, it gives you time to calm down and relax into the the discussion. You're gonna, you're gonna give when I've been on these panels and been listening to people who've been do had to do three minute presentations. Taking the pressure off with a nice statement that recognizes that you've been that that you are committing time to. It does actually make a difference. So what I mean by framing devices is I think it's important to base your answer and recognize literature. So if you Google Royal College of Surgeons Surgical Leadership, they have provided a document that's called surgical leader leadership. Best practice. I would in my answer reference this but it doesn't really matter what user framing device about leadership. I've also included here. Good medical practice by the GMC, you have an entire section of leadership. All you were doing is you're referencing criteria of leadership that have been established in recognized literature. The reason you're doing this and the reason it's important to have a framing device is it makes you peer professional, it makes you peer well read and it admitted to the person listening, it reassures them that you're not gonna just babble away with random answers. You are giving them a structure and a reference point for the fact that you are, you understand leadership, you've read relevant documents and that this is gonna provide the basis of your response. So once you've a statement, I would say something along the lines of as outlined by the Royal College of Surgeons, Surgical Leadership guide, surgeons are leaders on a daily basis and I in my roles and you in general surgery um to be to require leadership. And these are some of my experiences. I would pick three. I always pick three for these responses is because there's one that fits the time very well. And people like there's a, a thing rule of three people like hearing things in three. If you look at the surgical leadership document about L here it gives you leadership behaviors and leadership skills. I won't go through each of these individually. But essentially, I would pick three at random that you have relevant experience in and that you can write a nice 30 to 45 2nd line on. So I've picked three at random here to answer the question. So what the question again, just to remind you reflecting your experience of leadership and working as a team and how will be useful as a core trainee. Here are three made up examples. But this is how I would structure, I would always say 1st, 2nd and finally, I it's that you're indicating to the, to the team and to the to the listeners that you have structured your response. So first, my register, I wanted uh I knew I wanted to learn to do a chest train. So they brought me to theater and supervised me. I understand that encouraging learning is essential for leaders as per the R CS guides as a core trainee emulates behavior. What? So this structured answer, what's happened here is you've simply stated a surgical skill that you wanted to learn that, you know, leadership requires encouraging learning. And then you just apply that to as a core trainee. Um And secondly, coping with pressure to is fundamental leadership during a major incident at my trauma center, I work at I was required to act as a a trauma team lead, leading press, leading my colleagues in this high pressure situation, exposed new aspect aspects of my leadership skill. And then, so that's me answering the first part of the question, here's a bit of uh leadership skills. And then you throw in how you apply to the coral surgical trainee. So core training er requires decision making under pressure. And this is this experience and high pressure situation will act as foundation for me to develop my leadership, my leadership. And then finally, so I'd always then go finally, leadership creates positive team environments. I've given an example here where a colleague comes to talk to you because they're upset. And then you see as a core trainee, I will always remember the importance of a constructive team environment. It really doesn't matter what aspects of leadership you pick. It's just important that you give an example and then relate it to yourself as a trainee. Finish your three minute presentation with a quick conclusion statement. In conclusion, leadership, leadership is fundamental to success. Success as a surgeon, my experiences in training, including encouraging learning, creating a positive environment, coping for pressure. I may be a better doctor, doctor and will make me a great core trainee. So what this concluding statement does is it reflects the answer to the question, what you've just talked about and and then applies, applies it to you as a core trainee, each of these aspects and each of these components, all that matters is you being clear, concise and an effective communicator. The actual content isn't that important because as the reviewers, the person listening to you, they just want to be reassured that you have a clear structured answer, they'll then start questioning you. You're gonna have two minutes to question. So that's probably time for one or two questions. What they're doing here is they are testing your ability to think on your feet. And if I was in your position, and when I was in your position, when people ask you a question on a presentation, there's some key stock phrases that buy you time to think about your answer. So I would say things like, oh, that's a very good question. Oh That's an interesting point. And you these stock phrases that you throw at your um examiner gives you time to assess your question structure, your response. I'm gonna come at the very end, similar to as George has just gone through, there's structured responses that you should have in the bank to use. Uh Just to give you some recent examples from a colleague who'd done this station recently. They were asked about what challenges you face as leader and what leadership style do you use again? It's about being confident and clear in your response, not really about having the correct answer. So that's part A and then we'll move on to part B. So part B is where they're gonna ask you a management and leadership question. I actually think this is a really a, a really easy station to score well, because it doesn't require too much. There's three steps to this. The first is you li listen carefully to the question you're then gonna identify which mnemonic fits the question they're asking and then say absolutely anything that fits the mnemonic. And I'm gonna explain that in a bit more detail, I'm gonna go through the types of pneumonics. We we you're gonna have to use and an example here is spies. So this is for ethical dilemmas with difficult colleagues. So your consultant is drunk. A nurse threatens a patient. Your register has a white bag of powder fall out of the pocket. All of these questions of ethic about dilemmas you're gonna respond with in spies. During my interview, I was asked about uh a consultant has taken some research you've done and has tried to publish it without recognizing it. What your response is based in seek information. Yes. How are you gonna gain more information about what's happening? So in the example where your consultant is clearly drunk, you have to try and confirm that the consultant has been drinking, you've got to make sure that the patients are safe, you've got to protect your patients. So in a drunk consultant situation, you want to make sure you can find another consultant to review the notes to make sure the that no patient is being harmed by a dangerous plant. They're gonna ask you then move on to initiative. What will you do to make the situation better? And you've got to be aware of your level here. So you've got to be aware that you're applying to be a core trainee. So therefore you can raise your consort, consort concerns up the ladder. You can I identify individuals who can try and help you. But if you're not gonna barge in and perform an operation by yourself because you're consultants trunk, you're gonna have to think about how in your role, you'll actually make a difference at ease or escalate who you're gonna talk to. Often. You just need to know the the ladders of um a seniority within a hospital and support. The last bit is about why is your consultant drunk? What's been happening? Why is your nu the nurse going through a difficult time? It's about supporting your colleague asking them. Are you OK, what's been happening at home? How can I help you? So this is probably gonna be the bulk of responses to your ethical dilemma. It doesn't really matter what you say. As long as you follow this guidance and follow these steps, you will give a good answer. This at camp is for motivation and background questions. So probably more towards your portfolio station. Um What makes you suited to be a core surgical trainee? You're going to answer it clinically. I have experience in general surgery going back x many years, I have academic experience including papers published in XY and Z. I've done management courses such as um the leadership course run by the Royal College of Surgeons. And personally, I've always wanted to be a surgeon structure your answers following these guidelines and you'll always sound good no matter what you say. Uh The last structure that we need to go through is bar, which is also very similar to star, which um George has just gone through. This is used for when someone asks you, can you give an example of when? So when you've led a team, when you've improved patient care, you're gonna give a situation and give the background to that situation, the action you've taken, why you did it, what happened and then reflect on how you learned from this or how you improved. Again, it doesn't really matter about what the content is. It's about having a structured response at the examiner can be reassured that you're a confident, capable trainee. W what? So my part management station I one day sat down with this book. So don't buy this book. There's always in every medical library you can find. So at your local hospital, it's got 100s of questions er, of medical medical dilemmas. I sat on the couch and I just went through each question. I answered it in my head and then I read their response and essentially that's what you need to do. Just practice, practice, practice responding to any random question on uh medical legal issues. And this book is a good start off to build that skill. Finally, tips and tricks, you must always recognize your examiners are incredibly bored. They have been there all day. They have listened to 1000 people give a three minute answer. So when they look unengaged, when they look like they don't care, it's not because of you, it's just that they're bored and that's completely fine. So, what you need to do is be very clear and, and give them a structure response so they can be reassured that you are a good candidate. Examiners want to give you the marks. If you've ever been, er, on an interview panel on an interview board, you're praying the next person is good because it's awful when someone is struggling. So they want to, they want to give you marks, they want you to do well. So you have faith that they tru they want to reward you. They're not gonna be harsh, they want to give you points. And finally, most importantly, confidence is, is the key determinant your content whilst important is not as important as you looking like and talking like a good trainee. So it's all about confidence. It's all about looking the part, talking the part and convincing them from the moment you, you, you start talking that you're comfortable under pressure. Er Thank you very much. Does anyone have any questions? Good? Just having a look through now because we're still answering questions about the portfolio you're under in demand, my man. Um So yeah, this is your opportunity to ask any questions about the leadership and management station um Dougie pretty much covered. I think this everything you need to know about uh how to structure your answers and what to expect. Um I think it's been an incredibly useful lecture and I definitely think, I hope that you guys have been taking a couple of notes and just, it's practice, practice, practice, isn't it? It's, it, that's it, it's, it's easier than you think as long as you have a structure you will do. Well, that's it. Got you lots of, thank you, lots of great presentations, but I don't think we have any questions that have come through just yet. And um I think you've managed to bring us back to time as well. Yeah, I was looking at it. I was trying to bring you back because I was worried about because people were getting hungry. Right? Thank you very much. Pleasure to talk. Thank you. Lovely. Thank you. II can just see some questions about how much to put on the slides for the Leadership station, but just to qualify that there, there are no slides. It's just purely verbal. Yeah. So that's, that's, it's really important in no slides because you can sometimes rely on slides and this, it's all about you as a candidate. You talking impressively, you coming across with a clear structure response. That's why I've given you a framework to build from rather than say this is what you require cos in the end. It's just about you sounding good looking good. That's it. Lovely. Thank you so much for your time today. I really do appreciate it. It was a fantastic presentation. Enjoy the rest of your day. Thank you.