From Medicine to Workplace Consulting

A few months ago, I made the transition from clinical medicine to workplace consulting, and safe to say, it’s been quite the journey. While there were certainly some culture shocks at first, I was surprised by how many common traits emerged between industries that, at first glance, seem worlds apart.

1. Listening to people

In medicine, you learn how to take a medical history; how to ask the right questions to build a clear picture of the situation while developing trust and rapport with the person you’re speaking to.

As consultants, the same skills allow us to understand the context behind any challenges that arise. Sometimes there is a reasonably straightforward fix; however, sometimes there are more subtle, underlying problems that need more time and attention to fully untangle. In either case, developing a strong relationship and deep understanding of client needs enables us to create tailored, practical solutions, instead of just prescribing general recommendations.

2. Following the data

In hospitals, we use blood tests, scans, and guidelines to help us make accurate diagnoses. In workplace consulting, we use tools like surveys, space utilisation data and observational insights to figure out what is working and what is not.

Either way, analysing objective data is crucial for understanding both the extent of a problem and the potential impact of a solution, so that we can deliver realistic, evidence-based guidance for clients across all industries.

3. Continuous learning

I’ve found that even the most senior leaders in both industries consistently invest time and resources into deepening their expertise. Whether this involves reading research, attending lectures or speaking to other specialists, staying up to date requires the sort of ongoing dedication that is only possible when you have a genuine interest in your subject. Not only does this approach build knowledge, it also drives innovation by challenging individuals to question assumptions and evolve in response to new insights.

Final reflections

Though my work at HCG is very different from my work in the NHS, I’ve found that whether you’re treating a patient or reshaping a workplace, the process is about people. It’s about listening deeply, asking the right questions and using all available evidence to make a positive difference.

We spend a large portion of our lives in our workspaces, so it makes sense that they can be powerful drivers of health, happiness and performance. I’m excited to be a small part of shaping what that looks like.