Michael Puttick, MD | Surgical Leadership
Michael Puttick, MD, is a general surgeon specializing in oncoplastic breast surgery and emergency general surgery. After receiving medical training in the UK, he completed a Breast Fellowship at Auckland City Hospital and worked in the UK setting up emergency general surgical units. He is now a specialist at Auckland City Hospital. Passionate about quality improvement, patient safety, and improving how hospitals function, Puttick decided to enroll in Harvard Medical School’s Surgical Leadership Program and explore these topics.
Mastering Crucial Leadership Skills
While surgical training develops technical expertise, it often leaves gaps in the leadership and management skills needed to navigate today’s complex health care environment. “We’re trained as surgeons around clinical aspects, then you find yourself in a leadership role involved with strategy, quality improvement, and leadership. I was attracted by the opportunity to study and develop these nonclinical skills which are essential in the workplace,” he says.
Taking advantage of an upcoming sabbatical, Puttick enrolled in the program and participated in the dynamic workshops designed specifically to elevate leadership skills for surgeons. With the guidance of world-class faculty from Harvard Medical School, Harvard Business School, Harvard T.H. Chan School of Public Health, and Harvard Kennedy School, he expanded his executive mindset and skillset. Returning to his work in New Zealand, Puttick quickly applied new insights to drive quality improvements in his surgical practice.
Learning from Accomplished Peers
In addition to live webinars and on-demand lectures, the Surgical Leadership Program also includes three, four-day workshops in Boston or London. These workshops provide the opportunity to interact with fellow surgeons from around the world, which appealed to Puttick.
“I liked the idea of doing this with a cohort of peers and learning from them rather than just reading books and watching TED Talks,” says Puttick. “The collaborative nature of the workshops made them not only more enjoyable, but also fostered a sense of camaraderie as we got to know each other. We weren’t working in isolation—there was a wealth of experience in the group, and it was incredibly valuable to learn not only from the faculty but from one another.”
Tackling Challenges as a Leader
While attending the program and engaging with the material, Puttick was able to “pause and reset,” which allowed him to take some time for self-analysis. The program helped him to identify his strengths and weaknesses and equipped him with the strategies and best practices to lead more effectively within and outside the operating room.
“Rather than seeing problems or challenges as stressful, I now have a method to approach and analyze them,” Puttick explains. “I also feel better equipped to take care of myself and seek help where necessary.”
Puttick applied his new leadership skills to his capstone project, which is the culmination of the program. Participants develop a business plan and deliver a pitch for an intervention aimed at improving surgical practices. His project focused on creating a National Form for Surgical Consent in New Zealand to standardize the informed consent process for surgery patients, thereby reducing confusion, improving the patient experience, and ensuring that all hospitals in New Zealand follow consistent procedures.
Since completing the Surgical Leadership Program, Puttick has led a team to develop a consent form for his hospital and has collaborated with colleagues across New Zealand working on similar initiatives. Next year, he hopes to fully implement his capstone project.