Inside baseball

Dr. David Lawrence, Blue Jays team physician

Growing up in Toronto, Dr. Lawrence was a big Blue Jays fan and went to most of the team’s Saturday home games with his family. “Little did I know that 25 years later I would have that chance—not as a player, but as the Jays’ lead team primary care physician, contributing to the team’s success in ways I would never have imagined possible,” he said in his alumni profile on the Temerty faculty of medicine University of Toronto website. Dr. Lawrence not only works with the Blue Jays team, but also has an appointment as the medical director of the David L. MacIntosh Sports Medicine Clinic U of T.

As a physician who works with myriad health professionals and coaches, what are the keys to effective teamwork?

Effective collaboration hinges on clear communication, a strong understanding of each other’s expertise and scope of practice and a shared vision for patient care. Each professional—whether a physiotherapist, strength and conditioning coach, nutritionist, mental health expert or surgeon—brings unique expertise to the table. The key is to ensure that all voices are heard and respected. Regular meetings, clearly defined roles and shared decision-making models are crucial. In my experience, fostering an environment where everyone feels valued and invested in the patient’s outcome leads to a holistic approach greater than the sum of its parts.

What are the challenges of working with a larger team of people from different disciplines?

One of the biggest challenges in a multidisciplinary setting is ensuring seamless communication across various roles. To overcome this, having strong systems in place—such as centralized medical records, regular case discussions and establishing a culture of transparency—is essential. Establishing a formal and consistent standard for communication is the cornerstone of sharing information; however, informal opportunities for communication and cross-pollination of information can provide a unique opportunity to discuss initiatives.

One of the significant challenges in larger organizations is managing the complexity of multiple layers of reporting and the involvement of various stakeholders. In such settings, important information can get lost or delayed as it moves through the chain of communication.

To overcome these challenges, it’s vital to establish clear communication protocols and ensure accountability at all levels. Regular, well-structured meetings are key, but it’s equally important to have clear followup processes in place so that decisions made in meetings are effectively communicated to everyone. Utilizing technology—such as shared digital platforms for communication and documentation—can help ensure everyone stays on the same page. Finally, reinforcing a culture where participation is prioritized and everyone understands the importance of being involved in decision-making helps maintain the effectiveness of the team despite the challenges of large organizations.

Thinking of your different leadership roles, what are the key actions leaders can take to build cohesive teams?

Whether with the Blue Jays or in my role at the MacIntosh Clinic and U of T, the principles of strong leadership remain the same. Leaders must establish clear communication channels, set expectations early, and lead by example. Building a culture where collaboration is the norm, not the exception, is paramount. This can be done by encouraging openness, providing continuous professional development, and ensuring that all team members feel heard and valued. Additionally, recognizing and celebrating achievements—both big and small—helps to maintain morale and unity.

Dr. Grant Lum, sports medicine consultant for the CFL, NFL and NBA

Dr. Lum has been a sports medicine doctor for almost 30 years, and also serves performing arts organizations. He recently became director of sports medicine and director of the First Responders’ Program for ReactForge Cognitive Training, which is currently working with the Detroit Red Wings to enhance athletic performance through cognitive training.

As a physician who works with physiotherapists, strength and conditioning coaches, nutritionists, etc., what are the keys to effective collaboration?

I think the key to effective collaboration is being open-minded. Every person on a team has something valuable to contribute, given their unique experience and training. Valuing everyone’s opinion equally is crucial. The second step toward effective collaboration is the open sharing of information. Sometimes we get in the habit of protecting our areas of special knowledge, but the only way for a team to be effective is by having an easy and complete flow of information amongst all team members.

The third step is you have to like a good argument! I say that a bit tongue-in-cheek of course. People need to be confident in their opinions and more importantly, be able to support their opinions from the perspective of data. If you’re surrounded by people who only always agree with you, perhaps for fear of reprimand for disagreeing, then you don’t have the right environment for progress. A little bit of healthy conflict is good.

What are the challenges that come with working with a larger team of people from different disciplines?

When people don’t approach their team members with respect, when they don’t approach their own opinions with humility, and if they don’t openly share knowledge and hope to improve best practices for everyone on the team, this can be highly detrimental. I think the primary way to overcome these challenges is to create an environment that is safe and supportive for all team members to openly discuss and express their opinions. You also can’t underestimate the value of spending some social time together, breaking down the barriers that can occur when people feel there is a power differential in an organization’s structure.

What are the key actions leaders can take to build strong teams?

I don’t recall who said this but, “The only person you can change is yourself.” As a leader, I think fostering an environment for effective collaboration starts with introspection: Look at how you deal with your colleagues, how you treat them. Communicate with them, respect them and give them space to have differing opinions.

We’re taught in medicine to be detached and not emotionally invested. But we need to remember to be human, with our patients and with each other. I had a conversation with one of our physiotherapists today where she told me that her husband said to her: “You need to stop sharing so much about yourself with your patients!” She laughed and said, “That’s just the way I am.” I think that is maybe the most important aspect of all.

Dr. Alykhan Abdulla, chief medical officer/sports medicine consultant for sporting events

Dr. Abdulla, medical director for the Kingsway Health Centre in Manotick, Ont., has been a physician for Gymnaestrada, Jubilee Games, the North American Indigenous Games, Canada Games and Skate Canada. In addition to his sports medicine and family medicine practice, Dr. Abdulla has taught, coached and mentored medical students and family medicine residents for more than 25 years as an assistant professor at the University of Ottawa. He is the director of the leadership curriculum at the University of Ottawa Undergraduate Medicine.

What are the keys to effective collaboration and teamwork?

This is a new way of working. We need to trust others. We need to know their scope. We need to be able to ask questions or get support when things seem beyond our skill sets. Some things are very educational-based and others are in followup. We need to make sure things are well-recorded and shared contemporaneously. In the end, patients really appreciate this type of care and the level of individual healthcare practitioner joy is increased.

What are the challenges that come with working with a larger team of people from different disciplines?

Establishing proper roles and responsibilities and where the final decision is made. Where does the “buck” stop? Communication can be challenging. Make sure there is regular transfer of care with a protocol to follow. We typically did beginning- and end-of-shift transfer of care and questions. Support for all staff members is important.

What qualities have you observed in the coaches and players that make for good team players that could be applied to healthcare teams?

Willingness to ask questions. Openness of ideas. Willingness to ask for help. Looking at best practices and team building. Itemizing skills of each provider. Allowing others to lead at different times, with support available at all times. Someone needs to lead and be most responsible for fixing problems.

Thinking of your different leadership roles, what are the key qualities of leaders that build strong, cohesive teams?

Authenticity, vulnerability, communication, willingness to learn, open to change, coaching, affiliative styles.