By: Kriss Barlow, RN, MBA | kbarlow@barlowmccarthy.com
Change has been on my mind a lot the last couple of years as we all moved through a variety of iterations to a place that today feels a bit more normal. Those iterations certainly had an impact and healthcare changed. For physician relations, the need to demonstrate value is now more tangible. Leaders face new pressures so priorities and expectations have shifted. Dollars always mattered, but the need for the right revenue is a more immediate, driving force. All eyes are on process, people, performance and contribution.
For many, the internal organizational change happened while field teams were redeployed or perhaps working virtually. The day-to-day intensity and need for change seemed less direct. Now, it’s front and center. Some programs need a tweak, some may need to fully evolve. Having a team aware and ready to advance is foundational to success.
Some team members may be excited about change, likely because they were never invested in “the way it was.” Other physician relations professionals are cautiously willing to change, seeing the need, yet generally wanting to change on their own terms and at their own pace. A few are actively resistant to change, believing past ways are still the best ways. Self-reflection may be a necessary starting point and, in that spirit, let’s reflect on the benefits of change at a personal level.
Beyond what the organization needs, there can be personal value to changing things up. I’m not talking whole-scale overhaul here. While some programs may need that, for many it’s a refocus, or an enhanced field presence that is essential. Changing the approach, visibility and/or impact can result in positive change. Here are a few opportunities for personal wins. Add your own ideas to my list:
- Opportunity Feels Good. The biggest reason for change is to unearth something new and better. If your field approach is stale, you may feel less interest from your referral sources. Likewise, a little boredom in you is felt by others. Fresh is good.
- Renewed Focus. Many programs took on a lot of additional tasks during COVID. The change element here is likely to get back to the core reason for the program. Fine-tune the focus and clarify the priorities.
- Enhanced Connection. Much has changed at the practice level over the last two years. This is a tremendous opportunity to look again at the connections you have. Is it the right audience, are they properly segmented, does your message resonate with them?
- Personal Growth. While it’s occasionally nice to just “move through the paces,” personal stimulation is a good thing. Those who are strong in this role can take much of what worked and tweak. Those who are struggling to find their stride can do so with new conviction.
Start by looking around at what has changed internally at your organization. Listen for clues about what leaders need – it may be volume but what kind? When is it needed and is there urgency? Some leaders are very hungry for better intelligence on alignment or, simply, better insight into the voice of the customer. Once you’ve landed on approach, make a plan and consider what needs to change for others – and for you!
Could you benefit from an outsider’s perspective? Maybe it is training or some team development and coaching. Let’s chat! Send me an email at info@barlowmccarthy.com.