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When you ask someone who makes a daily life or death decisions, will he end the leadership? You get insights about a high pressure environment.
Dr. Dan Dorkas is an MDPHD, emergency room physician, USC Cake School of Medicine, Author, Podcast host, and Adjment Professor of Medical Director of the Medical Institute for Critical Teams. Dan has spent the past 20 years studying human decisions and how we work in smaller teams. His job is to focus on how the pressure affects our decision, how our ability to cut information and small teams operates under pressure conditions.
Related: The neuro scientist, who says, says leaders should have a bit of bid-why works here.
In this interview, we asked him to eliminate decades of emergency medicines and research seven basic questions about leadership. The answers show that they believe that the leaders have moved to the team system with temporary stewards, the power of organized curiosity, and their perspective.
Q1: What is the role of the leader from your point of view?
Dorkas: I think the leaders have two roles. First, you are trying to do the mission that your team is here right now, and second, you are trying to improve the future. You always have to look at these two characters. How do I succeed right now, and how do I train my team to improve tomorrow?
Q2: What is one thing that every leader needs to know about?
Dorkas: This is a great banker player, Earl Scragus, which says it’s a wild world in which we live, but we are now passing, okay? So every leader needs to understand that he is just renting this seat. Their main task is to get people ready to do better than them.
Related: What makes a great leader vs. a great manager? Why do you need to understand the difference here?
Question 3: What is your most important habit?
Dorkas: Curiosity. Knowing about yourself and being primarily a scientist. You always emphasize, always experience and always try to get better.
Q4: What is the most important thing for the construction of an efficient team?
Dorkas: Purpose. Make sure everyone is your mission, which is usually some version of answering this first question. This is our job today, and tomorrow our job is here.
Q5: What are you the biggest mistake of other leaders?
Dorkas: I’m going to talk about myself, not other leaders, okay? The biggest mistake I make is not stressing the curiosity so strictly, leaving things on the spot, which really makes more experiments.
Question 6: What is the best way to provide bad news?
Dorkas: This is something I do as an ER doctor, okay? We have a great protocol for it. This idea is basically, hey, I have received some bad news today, you won’t like it. And then I’m going to tell you what the bad news is, and then I’m going to sit. And I’m going to say nothing. And I will allow the place to happen and follow that person.
Q 7: Have you recently changed your mind?
Dorkas: I think when I started a lot of this trip, I was really Hyp Hyper Focusing on how I could perform better at stress, because I thought a lot of it was about me and what I needed to change. The more time I spent in this universe thinking about the application of knowledge, the more I realized that it was a lot about the team and the system, and there’s a lot about what you do before and after.
Full interview with Dr. Dan Dorkas can be found here:
When you ask someone who makes a daily life or death decisions, will he end the leadership? You get insights about a high pressure environment.
Dr. Dan Dorkas is an MDPHD, emergency room physician, USC Cake School of Medicine, Author, Podcast host, and Adjment Professor of Medical Director of the Medical Institute for Critical Teams. Dan has spent the past 20 years studying human decisions and how we work in smaller teams. His job is to focus on how the pressure affects our decision, how our ability to cut information and small teams operates under pressure conditions.
Related: The neuro scientist, who says, says leaders should have a bit of bid-why works here.
In this interview, we asked him to eliminate decades of emergency medicines and research seven basic questions about leadership. The answers show that they believe that the leaders have moved to the team system with temporary stewards, the power of organized curiosity, and their perspective.
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