By: Do you ever wonder, “Did the internal stakeholders hear what it will take to grow?” Or, you assumed an issue was handled and it wasn’t. You work hard to be clear in articulating the referring physicians’ expectations, but the internal response drags and you fuss. If you’re nodding yes in amusement or frustration, read on. I created a simple starter list that physician relations and their leaders can review. It’s reminders about our role with the internal team.
- Be clear about what you expect. It is pretty easy to assume that people think and act like we do. We have certain values/priorities and often assume that others share the same values. It’s up to you to clearly articulate and demonstrate what you expect in a respectful way. Work with your program leader to build standards for behavior that meet shared expectations.
- Share your goals and objectives. If you know you are being asked to grow a service by 3% this year, allow the internal stakeholder/service line leader to be a part of the plan for reaching that goal. Update them on progress and continually discuss progress and barriers.
- Share the numbers and put them into context. Often, we set expectations without clear tactics to ensure success. Or, we share the issues anecdotally without a frequency and impact report. Putting the numbers into context is extremely important. For example, if a clinical area knows they must generate a certain daily volume to cover costs, we need to discuss how we can help them achieve that goal, and what we rely on them to implement. Help each person to see what they can do each day to make the goal a reality. Is it making room in the schedule for one more patient? Is it staying an extra few minutes to accommodate that last request from a customer? If associates see how their actions directly affect the overall performance of the unit, they will feel a personal connection between their individual actions and the overall outcome.
- Provide training. Training should be an everyday event. Internal stakeholders don’t really think about how referrals get into their service. Work together to decide how to build an environment that values what happens externally and internally. Some things may never be fixed, move on and figure out how to message those. Focus on change for those that can have a solution.
- Reward the behavior. Don’t miss opportunities to applaud people. Hearing it in a way that they value means so much. Make it your business to understand how each member of the team, physician relations and operations, likes to be recognized. Is it with a personal note? Do they prefer group or private recognition? Everyone has different needs. Understand them and act upon them.
As with so many people-oriented tasks, the devil is in the details. If you say, we do all that and they still do not respond, don’t give up. Really assess. Our internal stakeholders are busy too. You are trying to grow, and they say they want growth, right? There has to be a way. Please share your best ideas for getting internal attention and response- others are dying to know!