“We’re screwed. The hospital won’t renew our contract.”
If all you reward is churning out units then don’t be surprised when anything that gets in the way of so-called productivity gets short shrift . . . or worse.
It’s what you do about a problem that makes the difference. Ignoring it is a fools game; the problem will fester. Solving the problem is neutral — you think you’re back on an even keel, but chances are there’s still lingering anger.
Why simply play by the rules?
Although the devil’s in the details of any contract, consider the impact of the term and termination provisions in a system-wide exclusive contract.
“We’ve got to stop ordering roller ball pens. Just order those cheap Bics.”
You’re under competitive pressure, so why cut your own group off at its knees?
The key is not to provide leadership designed to advance your own interests, but to provide leadership that’s designed to advance your business partners’ (whether that’s a hospital, a medical group, or anyone else) interests.
Bigger or larger or more providers or more locations do not, in and of themselves, make a stronger business.
One thing’s for certain: The market is changing. But then again, it’s always changing.