Meet AMA (WA) President Dr Michael Page

Michael took the time to talk to me about the reasons for his early involvement with the AMA (WA) during his medical training years; his key priorities in the presidential role; and how the AMA (WA)’s longstanding relationship with MDA National benefits the members of both organisations.

What led you into a career in medicine?

I had always been interested in healthcare and biological sciences as a high-school student. My dad was a pharmacist. Following in his footsteps, I initially studied pharmacy when I finished school and worked as a hospital pharmacist for a few years. That’s when I became interested in medicine, which led me to undertake my medical degree at UWA.

Let’s talk about your career path that led to you becoming the AMA (WA) President – how did this come about?

I’ve had other leadership positions, but nothing as substantial as my current role. I think the more you associate yourself with an organisation, especially one as important to the system as the AMA, you see all the good things it can do. The influence it can have on the health system; and the importance it has to the broader community as an authoritative, trustworthy voice of advocacy – not just for doctors, but for patients too. That’s quite inspiring. And the more you get involved and find your interests are aligned, it becomes something that’s worth contributing to in a bigger way.

As I journeyed down that path with the AMA (WA), I guess the role of President came about as a natural progression. I did get a push along the way from a couple of people, like Dr Michael Gannon.

It’s flattering when people you respect encourage you for such a role. It gives you the courage and self-confidence in your ability to perform the role; and you know those people will be there for you – which is really important. Leadership can be lonely, if you don’t have the support of people who’ve been there before. People who understand the challenges. People who know that whatever may be happening in any given moment, all you’re trying to do is achieve the best outcome for the members.

What’s your leadership style?

I learn from other leaders. I like to know what others think, and I take more of a consultative approach to find a consensus. I believe it’s important to bring people along as much as you can with you, rather than direct or micromanage them. Empowering the people and other leaders around you will bring out their best and get more out of the team.

As the AMA (WA) President, what are your main priorities or the issues most important to you?

Unity is the overarching theme for me, and it’s around finding all the common ground in our profession. Medical students and junior doctors have a lot of common ground, but they tend to form silos and drift apart as they move into different specialties. In my view, we all have so much in common as doctors.

We’re all leaders in our respective fields, functioning as the main navigator of care for any given patient, and taking responsibility for the outcomes. I think it’s these common aspects, and the important role we play as doctors, that we should celebrate and protect.

There are so many threats to good quality patient care. Governments looking for cheaper ways to do things. Shortages of doctors pushing governments down dangerous roads of inferior models of care.Using different types of health professionals instead of qualified medical doctors to deliver patient care.

We could end up with a health system that’s on the ropes, if we don’t make some good strategic decisions about medical training in particular, as well as health system planning and the relationships between public and private healthcare.

Having been involved with the AMA (WA) for nearly a decade before my presidency, I know how much the organisation does to advocate for our members and patients. One of my key priorities is to engage our membership and bring them closer to understanding what we do, and how we do it.

You’re now into your second year as President. Is your role everything you thought it would be?

The challenges have probably been different to what I may have anticipated. The structural challenges facing the AMA are real, and running a member-based organisation in 2024 is difficult.

As WA’s peak medical body, we believe membership of our organisation is very important for doctors, and we need the members to enable us to remain relevant and viable. The bigger our membership, the stronger our voice can be to effect change and make a difference.

But maintaining membership is difficult when people are having to make hard decisions on how they spend their money. Everyone’s got personal priorities; cost of living is increasing; and wages and Medicare rebates have not kept pace with inflation.

On a wider scale, when we have different groups of members with varying and competing views and ambitions, it makes it difficult for us work out what the AMA (WA)’s role is, and how to provide advocacy. This consensus-building can be challenging in a profession as broad as ours. But then again, it comes down to finding common ground – and thinking about what’s best for our whole membership; and what’s best for our health system and our patients.

I expect your presidency role adds more demands on your time and focus. Has this impacted your work as a pathologist in any way?

Pathology is a good specialty for doing a volunteer role like this. It offers more flexibility in many ways. I don’t have a waiting room full of patients, or a patient on an operating table, if I need to attend a meeting or do some media. I can return to finish my work later. I’m also fortunate in having very supportive people around me who see the importance of the AMA to all our roles, so I’ve always been afforded that flexibility by my previous and current workplaces. It’s something I greatly appreciate.

You also spend time teaching – can you expand on this?

I do some teaching for the UWA medical students, mostly about the interpretation of different laboratory tests. One of the great strengths of medicine, which I think is quite unique, is its culture of teaching and mentorship. It’s hard to find a role in medicine where you don’t teach interns, medical students, registrars or residents. It’s fundamental to what we do. Teaching medical students about areas in which I have knowledge and understanding is something I see as part of my role as a doctor.

How do you split your time between your AMA (WA) role, pathology medical practice and teaching?

I won’t say it’s been easy. It is difficult to balance family life with busy work roles. As a pathologist, I’m still able to find the time to have a reasonably balanced family life. Having said that, when my AMA role comes to an end, I will be looking forward to having a bit more time available for my family; and to give my wife (who is also a doctor) a bit more flexibility in her medical role.

How do you think the AMA (WA)’s longstanding relationship with MDA National benefits the members of both organisations?

Both organisations are so important to the wellbeing of doctors. As an independent association and the peak medical body in WA, the AMA (WA)’s overarching offering to doctors is to improve their quality of life, in one way or another. Whether that’s advocating for wages and conditions for doctors and negotiating industrial agreements; or upholding the standing of doctors in the community; or advocating for general practice; or providing professional assistance to individual members when needed.

MDA National has always had a very strong presence in WA.

We have a similar culture and similar goals. We are aligned in many ways, but our roles don’t overlap. I’d describe it as a good symbiotic relationship; one that helps us achieve our common objectives in supporting and protecting doctors – which in turn benefits both our memberships.

Doctors are at their lowest point when undergoing significant disciplinary matters. How can MDA National work with the AMA (WA) to ensure doctors get through it with their careers intact?

MDA National has a very good reputation when it comes to being there for doctors at those times. Doctors in difficulty will often need help with medical indemnity, just as they may need help from the AMA for individual assistance or in the broader industrial setting. So, we do often work together with MDA National to support doctors in the instance of an adverse event.

Doctors are under a lot of pressure from both the government and the community – being expected to do more with less, and with more scrutiny. It’s not an easy road. That’s where like-minded organisations like ours can make a significant difference by working together to achieve better outcomes for our doctors and the medical profession as a whole. Whether it’s preventing doctors from getting to that point where they are under pressure due to litigation or some workplace issue; or supporting doctors during those times of difficulty.

Mental health of doctors, at both the junior and senior level, is something that’s been a big focus for the AMA (WA) for a number of years. Doctors’ wellbeing has become a big part of what we think about on a daily basis, and we work closely with the Doctors’ Health Advisory Service WA on this. This is certainly an area where MDA National can work with us.

What’s one piece of advice you can give to junior doctors interested in medical leadership roles?

I’d encourage them to start by seeing themselves as leaders. You can do so much more in a position of leadership by putting your hand up and contributing or actively participating in an organisation like the AMA or MDA National. Your reach is longer; your ability to influence things for the better is greater; and it’s something you never really regret doing. Something you can look back on and be proud of.

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