By: Kriss Barlow, RN, MBA | kbarlow@barlowmccarthy.com
Healthcare leaders need to be nimble and responsive. The quick decision-making and tactical deployment when COVID-19 demanded it was awe-inspiring. But, when we fast-forward to our current environment, my sense is that the focus on “just doing” versus strategy has gained a lot of traction… maybe too much. Does leading with strategy still have a place? I sure think so! Here are some thoughts:
- Distraction is alive and well: I have never seen more distraction among people and priorities in our corner of the healthcare universe. The pull is profound and for many of us, the coping mechanism seems too often to be firefight crisis obligations and toss aside the left-over topics. This is a tough spot for staff and leaders at every level. Without clear strategic direction, the itch of the day gets priority. Sometimes that is exactly the right thing to do. And sometimes it is just an item to be checked off a list.
- Future state needs current state attention: During the pandemic, we were fighting in the moment. In today’s environment, with market disruption, inflation and workforce issues, it’s easy to stay in the moment. Yet, our health systems rely on all of us to recognize the “what’s next?” Looking at new trends, adapting our tools, and understanding the changing needs of our audience are all future state conditions that get called out in a good strategy. Where does future state get traction in a tactically driven process?
- Priorities are essential: The needs today are enormous. Without strategy to set priorities and expectations, the real priorities may not be known or they may get diluted. For example, in physician relations, there may be nobody to onboard new physicians so the liaisons get drafted to do it. The issues are huge and liaisons end up inside the organization managing solutions. Soon, the only thing the liaisons are not doing is referral growth. Good strategy, and the process of strategy creation, forces us to set priorities and then to highlight the right tactics to implement.
- Brand needs a strategic identity: In marketing and physician strategy work, much attention is given to our brand, derived from a set of values and guiding principles. Living the brand requires a clear roadmap that is grounded in our strategic direction.
- Measurement: The proof of our good work demands more than us touting our value. While leaders intuitively recognize the value of our work, they need to see results. The benchmark for our success is gauged on those big picture items that leaders prioritize and value. A good strategy gives direction to the team. The strategy helps point the team toward those areas that will be measured. To me, this one is a no -brainer. If I have several service lines vying for the team’s attention, our strategy points us to the measured priorities.
There’s nothing new in my bullets and likely the leading experts will have a whole bunch of additional reasons for the “why strategy?” Let’s listen and give ourselves permission to re-invest in our strategy. As you do so, let me know if you feel more in control – and if you are still able to be a bit nimble in moving forward.
Good strategy is in our DNA at Barlow/McCarthy! If you are looking for a someone to come in and get your team pointing in the right strategic direction please take a second and reach out. We would love to have a quick conversation and assess your needs. You can contact us at info@barlowmccarthy.com.