CST Interview Flashcards

1
Q

Why should we choose you?

A

Clinically - I’ve done MRCS A&B

Academically - published 2x first authors

Management - I love setting up teaching courses

Personally - teamwork, friendly, fun

Link to CST

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2
Q

Greatest strength

A

PROACTIVITY
- at work
- extracurricular

TEACHING
- course and bedside

Link to CST

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3
Q

Greatest weakness

A

DELEGATION SKILLS

BACKGROUND
In foundation years its common to be the person delegated to. Its a huge skill to be able to delegate to your juniors in an effective manner that balances being clear without being bossy.

EXAMPLE = busy shift
Over the last year I’ve been lucky enough to work with some really inspirational registrars who have shown me how to get this balance right. On a very busy shift, we had multiple patients to review at once. The reg stayed in control, but delegated to me to see one of the patients by myself and regroup later.

LINK TO CST
Working on this is one of the reasons I’m so excited for CST, at which point I will be working within a team, but often with foundation doctor who will be able to help with certain jobs at times.

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4
Q

Why surgery/CST?

A

Springboard to apply for ST3 ACF in orthopaedics

Skill toolset vs physical toolset

Amazing impact on QoL - arthroplasty

CST to gain breadth of transferrable skills

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5
Q

What do you like least about the specialty/surgery?

A

Cancelling operations.

EXAMPLE - femur fracture in a child delay. Aggression by worried parents -> comms skills

SOLUTION - periop comms skills courses, MRCS part B exam

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6
Q

Where will you be in 5 and 10 years time

A

5 - CAMP
ACF T&O in major teaching hospital. Fundamental in trauma operations and basics in arthroplasty. Ongoing PhD tech related. Ortho teaching programme.

10 - academic surgeon, fellowship in Switzerland, pathway to become associate professor

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7
Q

Communication skills

A

STATEMENT
I know this is one of my greatest strengths, both with patients and between professionals.

EVIDENCE
78/80 in MRCSB (mean 57)

EXAMPLE
femur fracture child story

REFLECTION
continually improve. periop comms skills course. Link to CST.

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8
Q

Is empathy important

A

STATEMENT
hugely important first and foremost for PATIENTS, but also for COLLEAGUES

EXAMPLE PATIENT
femur fracture child story. Specifically the fact that mum and dad needed different types of comms to calm down. (mum, technical; dad, emotional)

EXAMPLE COLLEAGUE
Distressed F1 with ward jobs list story. Talked through jobs, created priority list. Helped with some jobs

REFLECTION
Link to CST

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9
Q

Teamwork skills

A

STATEMENT
Teamwork is essential no matter setting: ward, theatre, academic projects

EXAMPLE
?????

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10
Q

Leadership & management skills
- in YOURSELF

A

STATEMENT
Leadership & management skills are important no matter the setting: ward, theatre, academic projects

EXAMPLE - Robo - leadership AND management
I have led university sports teams, teaching courses and QIPs, but I’d like to give you the example of when I led a research team for a systematic review to examine reporting standards in robotic anti-reflux surgery. I was first author, and led a collaborative of over 50 medical students and junior doctors to extract data from the papers we included. I was in charge of leading the project - meaning I hosted video-conferences to outline the project to our collaborators, determined what data points needed extracting, and how they fit in to the overall synthesis - but also in charge of managing the project - meaning I had to make sure deadlines from these 50 students were met, that people who asked for more papers to extract data on received them etc.

REFLECTION
Great learning for me leading and managing a big team, taught me the difference between the two. Can’t wait to bring these skills forward in to CST.

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11
Q

Leadership and management
- in SOMEONE ELSE

A

EXAMPLE 1
Busy on call shift - registrar was unflappable. Multiple unwell patients. Delegated effectively to myself, allowed me to be independent but remained supportive. Prioritised

EXAMPLE 2
At a conference in Belfast I learned about a Mt Everest expedition medic who was the lead medics up on the mountain. The way they spoke about using their team was inspiring. Quote that remained with me “if you want to go fast, go by yourself; if you want to go far, go with your team”.

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12
Q

Teaching
- experience

A

STATEMENT
I LOVE TEACHING - its one of the true joys of the job. Teaching both formally and informally and has led me attain an FHEA qualification.

EXAMPLE FORMALLY - teaching series
I designed and led a surgical teaching series for final year medical students. It became a national course. The consultant observed many of my teaching sessions and nominated me for a Greatix award for excellence in teaching, which is a trust wide award. I also designed and led a surgical webinar series to democratise access to surgical teaching during the pandemic, which had over 5000 feedback responses and averaged 4.5/5 star reviews.

EXAMPLE INFORMALLY - bedside US cannulation
I also love informal teaching during the working day. Most recently, I taught an FY1 how to perform an US-guided cannula. I explained my method firstly and showed him how the machine worked. He then observed me do it on a patient. A week later, I observed/coached him how to do it on another patient. He’s since thanked me because he managed to do one independently on an on call shift, which is fulfilling for me to hear as a teacher.

REFLECTION
I will rely on my teaching skills throughout my career, and hope to be an academic surgeon one day delivering lectures and workshops to university students.

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13
Q

teaching
- what skills make you a good teacher

A

Good grounding in teaching methodology
- multiple courses and an FHEA qualification
- able to use multiple methods - didactic, PBL, technology-based, skills-based

Practical experience
- FORMALLY - teaching courses
- INFORMALLY - bedside teaching

Teaching style
- clear and confident, but love having questions asked

REFLECTION
Using these skills, I won a hospital award in my F1 for teaching. I will use these skills and bring them forward into CST.

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14
Q

Audit/QIP

A

AIM = to identify omissions in regular medication prescriptions
STANDARD = NICE guidelines stating they should be prescribed within 24 hours
FINDINGS = rates in 24hrs were 40%, 60%, 85%
ACTIONS = creation of a standard operating protocol for the department of who is responsible for charting these meds

Reflection
Leadership (other Drs doing data extraction), learning how to be flexible and make iterative improvements. I will bring this in to CST.

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15
Q

Research

A

I have had experience making me a well rounded researcher so far, with lab, library, qualitative and quantitive projects.

I have done a lab project using human PTECs to elucidate the biochemistry of cystinuria.
I have done a qualitative review looking at the content within PILs for surgical RCTs that use placebos
I have done a systematic review looking at reporting standards in robotic antireflux surgery

I am MOST proud of a Cochrane review that I have first authored, looking at the diagnostic accuracy of two blood tests for HCV. Although not surgical, HIGHLY transferrable skills. Enormous amount of work and has taught me concepts in assessing ROB, heterogeneity, sensitivity analysis as well as stats concepts such as sens/spec/NPV/LR.

Reflection
I intend on bringing these skills forward during CST and from day 1 of CST I am going to find a supervisor in orthopaedics to undertake a research project in this field.

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16
Q

Tell me about a mistake you’ve made

A

THE MISTAKE
Busy on call, gen surg. Forgot to prescribe reg meds to a patient. Only noticed 3 days into admission when had hypertension.

SHORT TERM ACTIONS
Rectified situation, owned up to mistake, apologised to patient, told my boss. Thankfully no harm.

LONG TERM ACTIONS
Part of bigger Swiss cheese mistake. Noticed multiple patients had similar story. Performed QIP and improved rates from 40 to 85% over 2 cycles. LASTING CHANGE as SOP has been incorporated into handbook

17
Q

How are you involved with risk management

A

FOR PATIENTS
- tools such as ASA, WHO checklist, disease specific scoring systems

FOR MYSELF
- PPE, ensuring I’m UTD with occupational immunisations, using communication skills or security if patients are aggressive

FOR THE SYSTEM
- regular involvement in QIPs

18
Q

Do you work well under STRESS

A

STATEMENT - I thrive under pressure, and become more efficient and precise when there is a healthy amount of pressure

COPING STRATEGIES - reminding myself of what is important. creating a priorities list. reducing extraneous load by relying on protocols, guidelines and calculators. USING MY TEAM.

EXAMPLE - really busy on call shift. multiple unwell patients. reg in theatre. prioritised based on clinical acuity, relied on available FY1s from ward to help with tasks. One patient needed insulin infusion as was septic with T1DM. Relied on local guidelines to help.

REFLECTION - important to differentiate between stress and distress, because one is productive and the other counterproductive. I will bring this forward to CST…

19
Q

Difficulties with QIPs

A
  1. Data availability - paper notes, poor documentation
  2. Change can often mean extra work
  3. Rotational doctors means sustainability is difficult

EXAMPLE
reg meds - in SOP regs were asked to do reg meds overnight which they weren’t happy about. Handbook and handover sheets tried to reduce the lack of sustainability issue

20
Q

Bullying vs harassment vs unlawful victimisation

A

Opener = often used interchangeably but with a subtle difference

Bullying = actions intended to upset, harm or humiliate the target, and where there is an imbalance of power between the bully and the target. EXAMPLE deliberately excluding from discussions.

Harassment = bullying on the basis of a characteristic such as age, race, sex, religion, and is held to be discrimination under the Equality Act 2010

Unlawful victimisation = if a person speaks up about bullying or harassment, they are then victimised for it e.g. promotion prevention. Employees are allowed to speak up.

21
Q

What is NCEPOD

A

National confidential enquiry into patient outcome and death is a registered charity that initial released a paper in 1982. The initial enquiry key recommendation was to reduce the number of OOH operations to those where it is absolutely essential.
Since then, it continues to lead improvement in surgical safety

It classifies operations into 4 levels of urgency:
Immediate - to save life or limb
Urgent - after resuscitation but within hours as may go on to threaten life or limb
Expedited - within days does not threaten life or limb but requires early op (fracture)
Elective - booked in advance of routine admission for surgery. Can be catergorised based on urgency (cancer vs joint replacement)

22
Q

WHO surgical checklist

A

Checklist in 2008 that has been shown in Annals of Surgery paper to have decreased periop complications with an absolute risk reduction of 8.

It involves a checklist for before induction, before knife to skin and after operation. Sign in, time out, sign out.

Sign in = consent, marked, anaesthetic checklist,

Time out = introductions, abx, key steps, key kit

Sign out = faulty equipment, specimens, any concerns, scrub nurse count