Why Practitioners in Their Early Years Should Consider Non-Clinical Mentoring and Coaching

Practice owners are often faced with practitioners in their early years, wanting to focus Soley on clinical upskilling.

In reality, practitioners early in their careers generally do not know what they don't know. In the MAHA program I talk about the 80:20 rule where 80% of time needs to be spent on what I call 'getting your head' right and the 20% on clinical upskilling, marketing etc.

There is plenty of examples of highly skilled practitioners with white space in their appointment’s books.

Practitioners must understand how to manage their patients beyond mere clinical expertise.

Why Practitioners in Their Early Years Should Consider Non-Clinical Mentoring and Coaching.

While it is true the initial years of an Allied Health practitioner’s career are foundational in developing clinical competencies, there is a compelling case to be made for integrating non-clinical mentoring and coaching into this stage of their development. Early-career practitioners who neglect the development of non-clinical skills may find themselves facing challenges in their long-term professional growth, job satisfaction, and overall career progression.

Here’s why early-career practitioners should engage in non-clinical mentoring alongside clinical upskilling:

1. Non-Clinical Skills Enhance Clinical Effectiveness

Clinical expertise is undeniably important, but clinical skills are not exercised in a vacuum. Practitioners must navigate complex interactions with patients, colleagues, and interdisciplinary teams. Non-clinical skills such as communication, team collaboration, and emotional intelligence directly impact the quality of care provided and contribute to better clinical decision-making.

• Example: A physiotherapist who can communicate more effectively with patients about their treatment plan, or a speech therapist who can collaborate seamlessly with other specialists, will likely see better patient outcomes. Effective communication can reduce misdiagnoses, improve patient adherence to treatment, and enhance overall patient satisfaction.
• Argument: "While it’s essential to focus on clinical knowledge early on, the ability to communicate and collaborate effectively with patients and teams will actually enhance the application of your clinical skills and make you more effective in your role. These are the non-clinical skills that often make the difference in patient care."

2. Preventing Burnout and Improving Well-Being Early On

Healthcare professionals, especially those in their early careers, are at high risk for burnout. Clinical training can be emotionally and physically draining, leading to stress, anxiety, and ultimately, burnout. Non-clinical mentoring programs that focus on stress management, time management, resilience, and work-life balance can prevent burnout and improve well-being—helping practitioners stay passionate about their work long term.

• Example: A practitioner who learns how to manage stress, set boundaries, and cope with difficult situations will have a better chance of sustaining their passion for their job and avoiding burnout, which is one of the leading causes of early career exits in healthcare.
• Argument: "Clinical skills are important, but they can take a toll if you’re not managing your emotional and mental health. Non-clinical mentoring helps you build resilience and work-life balance early in your career, reducing stress and improving job satisfaction long-term."

3. Career Longevity and Advancement

Early-career practitioners who don’t develop non-clinical skills may find themselves plateauing after a few years when it comes to career advancement. Clinical expertise is critical, but leadership, mentorship, and decision-making skills are necessary for future roles such as team leader, manager, or director.

• Example: A clinical practitioner who has not developed leadership or communication skills may struggle to manage a team or take on a managerial role, even though they possess high-level technical expertise.
• Argument: "Focusing solely on clinical skills can limit your career growth. Developing non-clinical skills, such as leadership, time management, and problem-solving, positions you to advance into leadership roles and gives you a broader skill set that will support your clinical expertise as you progress in your career."

4. Increased Job Satisfaction and Retention

Non-clinical skills like career coaching, self-awareness, and personal growth significantly contribute to a practitioner’s overall job satisfaction. Those who receive non-clinical mentoring early in their careers are often more engaged and feel more supported, which can lead to higher retention rates within the practice or organization. For instance, practitioners with well-developed self-management skills tend to navigate challenges and transitions in their career with greater ease.

• Example: A practitioner who receives mentoring on how to set career goals and manage professional challenges is more likely to feel engaged in their work and less likely to experience dissatisfaction or seek employment elsewhere.
• Argument: "Focusing on non-clinical mentoring early on not only prevents burnout but also improves your job satisfaction and engagement. Clinicians who are invested in both their clinical and personal growth are more likely to stay in their roles long-term."

5. Non-Clinical Skills are Essential for Effective Interdisciplinary Collaboration

In today’s healthcare environment, interdisciplinary teamwork is vital. Early-career practitioners often need to work closely with doctors, nurses, and other specialists. Non-clinical mentoring can help them develop interpersonal skills, conflict resolution abilities, and team dynamics knowledge—all of which are essential for successful collaboration.

• Example: A speech therapist who can confidently communicate with a patient’s doctor about treatment plans, or an occupational therapist who knows how to navigate challenging conversations with nursing staff, will contribute to a more cohesive and effective healthcare team.
• Argument: "You may be great at what you do clinically, but the ability to collaborate and communicate effectively with other healthcare professionals is crucial. Non-clinical mentoring helps you build these skills, ensuring you are an integral part of the team."

6. Developing Self-Awareness Leads to Better Patient Outcomes

Early-career practitioners often need guidance in developing self-awareness—understanding their own strengths and weaknesses, managing emotions in high-pressure environments, and recognizing how their actions impact others. Non-clinical coaching helps practitioners understand how their emotional state, communication style, and behavior affect patient interactions and clinical decisions.

• Example: A practitioner who is self-aware and knows how to regulate their emotions in stressful situations is more likely to remain calm and provide clear, empathetic care during critical moments. This can lead to better patient trust, compliance, and outcomes.
• Argument: "The best clinicians are not just technically skilled; they are emotionally intelligent and self-aware. Non-clinical coaching can help you understand your behavior and its impact on others, improving your interactions with patients and your effectiveness as a clinician."

7. Building a Comprehensive Skill Set for Success in Healthcare

Healthcare is evolving rapidly, and practitioners need to be well-rounded, possessing a balance of both clinical and non-clinical skills. Early investment in non-clinical coaching allows practitioners to develop a more comprehensive skill set that will not only make them more successful in their clinical roles but also better prepared for the changing demands of the healthcare landscape.

• Example: As the healthcare industry becomes more focused on patient-centered care, clinicians who are skilled in both empathy and clinical techniques will be able to provide more holistic, effective care.
• Argument: "While clinical skills are important, a well-rounded skill set—including emotional intelligence, leadership, and communication—is what will differentiate you as a leader in healthcare and ensure your success in an increasingly complex field."

Conclusion: Non-Clinical Mentoring Complements Clinical Development

In conclusion, early-career practitioners who engage in non-clinical mentoring and coaching set themselves up for greater success, both in their clinical roles and long-term career trajectories. While clinical upskilling remains a priority, non-clinical skills are what enable practitioners to thrive in their profession, ensuring they can deliver high-quality care, collaborate effectively with teams, manage stress, and ultimately advance in their careers. Investing in non-clinical mentoring early on doesn’t detract from clinical competence; rather, it completes the skill set necessary for a fulfilling, sustainable career in Allied Health.