It's open day on the medical profession. Each week brings more anti-doctor headlines. Many are focusing on the same thing - doctors of all descriptions are overpaid. Someone has done a very good job of shifting the blame for the NHS deficits.

So, in this time of crisis, what coordinated steps are being taken by the profession to restore public confidence? If you hear of one, please let me know.

It's a fundamental problem for the medical profession - it doesn't have any leaders. Sure, each specialty has important figures, but how many members of the public, or MPs for that matter, could name an influential medical leader? I suspect that Robert Winston would win hands down.

The profession has failed to either sell its importance to the public or extend its influence with policy makers. Doctors have been too divided and defensive to respond to the enormous cultural change occurring around them. Until this issue is resolved, the professional standing of doctors will continue to fall.

Ironically, when doctors are thrust into wider leadership roles they often perform superbly. A number of failing hospitals have been turned around by a consultant standing in for a jettisoned chief executive at the eleventh hour - who then quietly slips back to their patients.

This week we profile former surgeon Mark Goldman and now chief executive of Heart of England NHS Trust - one the country's highest performing trusts. He's a new breed of clinical leader that feels he is best placed to meet the health needs of an entire population.

So, how are we going to develop more of these leaders? It starts with acceptance of the problem. Doctors have to embrace management, as highlighted by the Royal College of Physicians recently, realising that it's as important to clinical excellence as good doctors. Then management and leadership skills have to be built into medical training, so the next generation of doctors are empowered to run the service not just deliver it.

Article review

1. What kind of problem is being investigated?

2. Who are the participants (the Executive Leadership team, for example)?

3. What were their challenges that the Executive Leadership faced; how were they overcome?

4. What was the outcome? Was it considered successful or not? Why or why not?

5. Discussion based on your personal experience, knowledge, and skills on Organizational Leadership.