Over the past five, ten or twenty years, your group has worked long and hard to develop its business. You’ve become successful.
But now, you see threats everywhere: threats from the hospital that wants to employ you, threats of forced ACO participation, threats of replacement by paraprofessionals, threats of competition from national groups and the staffing services masquerading as groups, threats of competition by breakaway partners, employees and subcontractors who think that they can do it for less (and who fear replacement more than you do), and threats of competition from those of your colleagues who see no need for you to earn a profit in return for your financial contributions and years of management work.
So, as a result, you’re circled the wagons, protecting your group from both internal and external threats.
Not a bad move in and of itself — but bad if that’s where you’ve stopped.
That’s because adopting a purely defensive position can never advance your group’s future, it can only delay something from happening to you.
In order to succeed, you need to cause the “happening,” you need to take charge of creating your own transformative future.
What if your partners won’t agree? That’s why strong leaders are required and why participatory “leadership” is in reality an absence of leadership. Get new partners. Go out on your own.
It won’t work, you say.
You’re right, it won’t work for you. Send me your resume, I may know someone who’s looking to hire, just about when you’ll be looking for a job.
