By: Kriss Barlow, RN, MBA | kbarlow@barlowmccarthy.com
We’ve all heard that hope is not a viable business strategy. I agree; however, as we feel the very real stress of COVID-19, it’s a perfect time to consider some elements of hope in our everyday work. This is not a “let me hope good things happen” type thinking. Rather, it recognizes that planning with a hopeful approach can be good for us all.
For physician relations, we’ve been working through a slow re-entry process. Leaders and teams need to consider the stress this pandemic has placed on the practices and on physician relations staff. As we consider today’s needs, here are a few ideas to provide a hopeful presence for the team and for our practice audience.
Listen: While we always talk about good listening, it has never been more important. For many, the COVID-19 experience was/is very personal. Lives, jobs and well being were lost with little time to prepare or grieve.
Take the time to determine the practice impact and the personal implications. Create insightful questions to open that door without being invasive. Work to gain understanding of the pandemics’ impact but also to ensure your personal connection point is current.
The same rules of listening are important for the team leader with their field staff. A little time to listen to team members’ experiences or new ideas about the field role will pay off. We need our “today brains” because, as a leader, it will be important to hear what changed in their minds, and did not.
Value new solutions: Practices may have used their “slow time” to consider new offerings, new ways of using virtual meetings or new staff efficiencies. Many independents took a long, hard look at finances and they may have new approaches to increase revenue or decrease expenses. Understand if you can be part of a new solution through employment, assuming that is of interest for your organization.
If you are a team leader, your team members may have used their time out of the field to consider new solutions too. They will want to share and feel hopeful that their ideas will be considered. Don’t be quick to dismiss their new ideas. Listen, show value, ask questions and give them the benefit of the doubt if it was thoughtfully conceived.
Keep team connections tight, positive and frequent: Many team leaders have done really creative team meetings to make sure the extroverted members of their team are connected, feeling involved and of course, staying on track. Likely a gradual weaning from these frequent touch points will be much more effective than a sudden return to the way it was before COVID-19.
Likewise, if the rep was doing regular phone calls with a segment of practices, continue the calls as long as there is a good agenda. Gradually shift from weekly to bi-weekly and when it’s time to, transition the plan to include face-to-face. Shift the tone of these calls to what’s working now, what are you feeling positive about type messages.
Make progress and talk about it, a lot: Let’s relaunch in a way that is positive. We rarely have the opportunity to help open the capacity in a positive way. This requires an intentional plan where strategic referral growth is the priority. Plan for the right progress from the right specialists in the right timing and then document the role.
Creating a hope-filled approach makes it easier to focus on the possibilities- to extract something positive from the pandemic and to relaunch with a model that values our important connections for personal and professional growth. Maybe hope can have a place in our business strategy if it is aligned with a solid plan.
At Barlow/McCarthy, we’re doing lots of virtual support for physician relations, it is a good time for some refresher work on sales training and other tactics. We would love to help your organization as well! Please reach out and let’s discuss your needs – kbarlow@barlowmccarthy.com.