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A surgeon's self-image often covers many things, but seldom does he conceive of himself as a manager. With the hauteur of a line professional, most of us disdain the time we must take away from what we really want to do for attending to administrative chores. Not until managerial matters so sap our precious time that compromise is necessary do most of us realize that by better planning, delegation, and choice of subordinates or colleagues can we save time and energy. Gradually, the harrassed surgeon realizes that good managerial techniques can make both personal and professional life more pleasant and productive. Liability for erosion of time and energies by administrative problems effects most surgeons, but those maximally at risk are obviously those in the higher echelons of academic and private clinics, where administrative responsibility is a recognized price one pays for the joys of directing "one's own show." But, there
EISEMAN B. Surgeons as Managers. Arch Surg. 1977;112(5):551. doi:10.1001/archsurg.1977.01370050011001