Money. Future. Status. Popularity. The four human interest motivators.
Category: Group Culture
Medical group leaders must use the resources of its medical group’s members to advance the group’s strategy through everyday interactions with referral sources, hospital employees and patients.
Many physician groups are fighting the last war, imagining that the threat to their existence is from, say, the hospital.
Toughness is not itself good business sense. It is itself not leadership. Yet many believe it to be a positive trait.
Sure, unlike immigration love, less than heartfelt medical group merger isn’t a federal crime. If you’re in control of the merger, “do it until it no longer feels good” may be exactly what you’re looking for.
Physicians focus on the correct answer. But succeeding as a business leader requires acceptance of failure.
Sure, it’s all PC to “counsel” these guys. To tell them how much you love them if only they will toe the line and be good boys or girls and get along with everyone while singing Kumbaya.
The other day, I heard a potential client tell me that his future was being stopped.
The hospital administrator had told him that if he doesn’t stop pushing to expand the scope of his group’s exclusive contract, the group would be “fired.”
As Peter Drucker said, ““Because the purpose of business is to create a customer, the business enterprise has two–and only two–basic functions: marketing and innovation.”
It’s no longer business as usual. It is business as unusual. And that requires a new way of thinking.