• By: Kriss Barlow, RN, MBA | kbarlow@barlowmccarthy.com Right wrong or otherwise, we all make snap judgments when we meet new people. Last week I needed help from an airline gate agent and here’s what happened: I approached the counter ready to beg, cajole and flaunt my frequent flyer status as I wanted to get home on an earlier flight. As I approached the counter, the gate agent looked up immediately, smiled and asked how she could help in a warm and engaging way. She listened fully to my request and then said, “Let’s see what we can do to make that happen.” The interaction was all of three minutes and yet, it left me feeling positive, I know her name

    Feb 01,
  • By: Jeff Cowart, MAH | jcowart@barlowmccarthy.com The beginning of a new year, the launch of a new goal, a significant change in direction – all of these are opportunities for reflection on where we’ve been and where we’re going. Usually, this reflection is accompanied by resolutions, declarations of new direction, and a burst of new energy. Too often, however, this process quickly devolves into disruption at the hands of the mundane, the heavy tug of the status quo, and the loss of traction toward our new goals. Then the malaise and disappointment of failure starts to hover and nag. Why is this cycle so familiar? The truth is, the cycle has nothing to do with our good intentions nor our

    Jan 25,
  • By: Jeff Cowart, MAH At a recent conference I attended two speakers proposed that the results of a survey they conducted represented “best practices” from the work of physician liaisons. In fact, it was just a survey – albeit interesting – of what this particular set of respondents were doing as part of their field work and how their activities had changed over previous surveys. The survey failed to qualify as best practices because the key question was not answered: “Did you achieve sustained growth through these practices.” After all, physician relationship field work is about growth results not just activity. These days we hear a lot about the quest for best practices in all areas of healthcare. Folks who

    Dec 16,
  • By: Allison McCarthy, MBA Internal stakeholders can be our greatest strength or management challenge.  Whether its hospital leaders or the medical staff, we have to give them our attention, direction and guidance to be successful. In two issues of Leading Physician Recruitment, I offered insights and recommendations on how to manage internal stakeholders.  One issue addressed leadership and the other the medical staff.  Our role with each is to be the “influencer” – ensuring that all of these critical pieces are in place. Market orientation – a solid understanding among internal stakeholders of supply/demand, candidate requirements, etc… Prospect enticing opportunities – offerings that appeal to desired target physicians Disciplined execution – a recruitment process that is streamlined, reliable and on

    Dec 05,