Succeeding as a Hospital Doctor
Authors: C P Gale
Journal: Journal of the Royal Society of Medicine (2003)

How to succeed as a hospital doctor, in a book, and in only 200 pages? Surely this is not possible. Roger Kirby and Tony Mundy took on a tall order in accommodating the intricacies of success but they have contrived to produce an informative, up-to-date and pertinent guide to survival in the ever-changing National Health Service. In their first edition, the aim was to cover the financial and medicolegal issues encountered by surgeons. Since both are surgeons, there is still a distinct bias towards surgery, but the new edition includes a vast array of topics ranging from ‘making your mark in the NHS’, through ‘research’ to ‘management issues’. Although the book is aimed at ‘clinicians at all stages of their careers’, I think that specialist registrars stand to benefit the most. It is they who are in greatest need of information on the pitfalls that await them on the way to their goals.

In the first paragraph of the introduction, Kirby and Mundy define a successful doctor as ‘one who has gained a good reputation and credibility from the approval and respect of patients and colleagues alike’. But in the remainder of the text they seem to overlook this and redefine success in financial, legal and political terms. We all have our own definition: if you do not agree with theirs, this book is not for you. The first chapter, ‘Training for success’, offers sound practical advice that many of us take for granted, but few follow. They instruct us how to make the most out of our training and write a CV, and guide us through the rigmaroles of specialist training. Unfortunately they do not tell us how to succeed at interview, which many potential readers will wish to know. A chapter entitled ‘Research’ may be helpful to research-virgins but offers little to those established in their career and aiming at success; this section could have been a lot more informative. The subsequent chapters, ‘Making your name in private practice’, ‘Effective communication’ and ‘Crisis management’, are straightforward, clear and appropriate. Also, the authors offer enlightening disquisitions on clinical governance and management issues—important topics in the present climate. They describe the historical development of and justification for clinical governance and advise us to ‘play our part’.

Specialist contributors are brought in to deal with certain matters, and this works well for ‘Finance’: we are offered clear advice on mortgages, record keeping, taxation, pensions and retirement. (But what about investments? Surely this is a relevant topic if we are to be financially successful.) Another of these special sections is on ‘Hiring and firing’, with an account of the legal ramifications of employing staff. This contains not only formal advice but also wisdom.

There is a lot in this book that is good. A standard form is maintained throughout with helpful comments highlighted in the margins, numerous tables with bullet headings, all chapters referenced and even a final section written by ‘voices of experience’—an encyclopaedia of eminent doctors. A list of useful addresses is provided, ranging from research trusts to political establishments and the Royal Colleges. My only criticism here is that there is no index. In outlining their thoughts on success and how to achieve it, Kirby and Mundy have produced a meritorious publication. Some might argue that the title should have been ‘surviving’ rather than ‘succeeding’. As I read it, a line from Twelfth Night came to mind: ‘some men are born great, some achieve greatness, and some have greatness thrust upon them’. Overall, I think this book is for those who wish ‘success’ to be thrust upon them.