You’ve probably heard the admonition to under promise and over deliver.
But what happens if you habitually over promise and under deliver? And what if it’s a central part of your business plan?
You’ve probably heard the admonition to under promise and over deliver.
But what happens if you habitually over promise and under deliver? And what if it’s a central part of your business plan?
Physician alignment is all the rage. But of course, as I’ve written before, hospitals use the line “align” when they’re actually a lyin’ to you. That is, unless the meaning of the word align actually is “to control.” However, as is the case with much propaganda, there is a kernel of truth within the concept…
There’s been a lot of talk about bullying of hospital staff by physicians and even of bullying by nurses of junior staff and of younger physicians. Hospitals, through their personnel function, and medical staffs, by way of medical staff discipline and physician well-being, are expected to police this behavior.
Hospitals and the government have decided that physicians must collaborate financially in order to deliver quality healthcare. Of course, that’s a lie.
Valuation consultants’ refusal to opine at higher than the 75th percentile is taking the fairness out of fair market valuation and robbing you of your income.
Like explorers needing horses, medical groups must negotiate early. Don’t wait until you’re desperate—start planning now.
Not only is fair market valuation resulting in a spiraling down of employed physician income, the same amount of money earned as an employee is worth less than that amount earned if you still owned the practice.
Physicians must evolve from passive to proactive to avoid being overwhelmed by hospital-centric models and face loss of autonomy.
Shift from transactional to relational: leverage the “we” mentality to strengthen physician-hospital partnerships to resist hospital control.
In order to thrive in the “WE” society sweeping through healthcare, medical groups must adopt a different focus.