There is a common refrain now in the conversations we’re having with doctors and medical leaders as the year ends: I’m just exhausted; and there’s still so much to do. The tiredness is evident. And the items still on the to do list are real too.

How can we find some positivity and containment as the year wraps up? Because, yes, we are tired and there is much still to do. And many items on the list are important, often complex, and therefore involving many meetings and other people to accomplish.

At this time, it’s important to remember that often we need to:

• Be realistic in terms of the long and complex timelines associated with projects and new endeavours
• Be better at seeing the small steps of progress – see the trees as you walk through the forest, if you like
• Be better at accessing optimism and gratitude for these small achievements along the way
• Bring some empathy and compassion for ourselves and others regarding the setbacks along the way, too.

This is important because we want ambitious to do lists. We want leaders to be out the front with new ideas, plans for innovation and improvement, and for building a strong workforce. And so, alongside this we must then manage our expectations and get better at setting realistic and sustainable timelines.  

Getting better at realistic timelines for complex work

So much high-level work has long and complex timelines. Research [1] tells us that most large scale projects exceed their budget and timelines by a great deal. This should cause us to pause, and realise that – in general – we’re not good at setting realistic and achievable timelines. For example, consider the long and complex timelines for projects and tasks such as:

• Designing a new hospital
• Recruiting 2-8 new people (and creating roles and responsibilities)
• Securing funding and trainee places and associated accreditation (for example)
• Completing further education or training

For some of our large goals and projects we are looking at months and years until fruition. This sort of work is hard to sustain – it can be hard to see the achievements in the many and varied small steps that one person is involved in to achieve these projects. But this is what we must do – learn to break down our big tasks in to realistic and achievement ‘bits’, and celebrate each bit in turn.

It’s also important to remember that we also have concurrent complex events in our personal lives, that can also have long and complex timelines.  These add to the complexity and difficulty in appreciating just what you are achieving each day – which is most instances is ALOT!

For example, consider these examples of personal projects, that are likely going along for many of us through this year, and reflect on the likely timelines for each of these:

• Settling in to becoming a parent and raising a child
• Planning for and managing the renovation of a house or buying/selling a house
• Supporting your high school son or daughter through VCE or their transition to prep or high school
• Undergoing treatment and recovery for an illness
• Managing the diagnosis, treatment, and care of a loved one – child, partner, or aging parent.

Here are a couple of tips for how you can reconcile your to do list as the year ends -  Celebrating what has been achieved, while keeping a positive perspective on what remains on your plate into 2024.

• Go back and reflect on the list you made in January.
• Find 1-2 things that you have been able to tick off? That have ‘got done’ and come to fruition?
• Celebrate these things – no matter how small and remind the others in your team of these achievements also.  Thank them for their work. You can also do this for the team to do list, and support others by reminding them of what has been achieved.

So, as we make our way through December, and into the new year don’t forget to look over the small steps you have gained successfully, against the backdrop of complex and busy lives. Well done!

Dr Anna Clark (PHD)
Dr Anna Clark is AMAVs Leadership consultant, coach and educator, currently offering individual coaching for doctors and directing the AMA’s professional development programs in leadership, the Emerging Leader Program and Middle Leader Program.