• 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: Allison McCarthy, MBA The AMGA/Cejka study has been consistently tracking annual physician turnover at about 6-7%.  That translates into losing about 1-2 physicians for every 20 recruited into your medical staff. There is real cost associated with turnover.  It’s possible to demonstrate the impact with  “hard” numbers.  For example: Opportunity cost – what is the unrealized financial contribution for a physician NOT in a specific position i.e. the revenue or contribution margin that would be generated by the physician less the cost of employing or supporting him/her. Replacement cost – what would be the costs to recruit another physician into that position including sourcing, site visits, signing bonus, relocation, etc…. Practice productivity – add to the above the amount

    May 28,
  • By: Kriss Barlow, RN, MBA Sometimes analogies help me visualize areas of my life that may be too close to see clearly.  After the winter we’ve finally left behind, the topic of traction is front and center. Maybe you can relate.  It’s that grab of the tires that propels you forward on snowy or slippery roads.  Consider which elements are, or should be, providing the right traction for your physician relations program in these six areas. It starts with the right equipment: The equipment and expectations have changed and so has the timeframe. The pressure to grow, retain, sign-up or get intelligence is being felt by everyone.  Start with clear strategic objectives and have expectations clearly defined. Don’t gun it: 

    May 13,
  • By: Kriss Barlow, RN, MBA Perhaps it is human nature to be interested in how others implement the physician relations role.   Of course we realize that every organization has its own strategy and every medical staff is unique. Having said that, it can be gratifying, challenging and/or affirming to see what others are doing. There are great surveys that look at the comprehensive physician relations structure and model. That’s not this one. The attached survey asks just 5 easy questions and is really designed to share what people are focused on for this year and how they believe it will change in the future. Participation offers two benefits: You can compare your program with others Just going through the process

    May 07,