By: Kriss Barlow, RN, MBA | kbarlow@barlowmccarthy.com
We’re past that day when we wish everyone Happy New Year and yet some of that fresh start hope is still alive. Whether you set a resolution or not, I suspect we all start the new year with anticipation. Positive and concerning changes abound. As part of a recent webinar, we asked our more than 100 attendees to share their greatest challenge for 2019. The personal and professional insights were amazing and while each had their differences, some common themes emerged.
1. Growth is Front and Center
55% indicated their greatest challenge was getting new growth and measuring it. Measuring the volume and aligning results to the field effort is forever a challenge. Most agree perfection is not realistic, but measuring some impact for effort is generally expected. The ability to connect, involve and earn referrals is the sweet spot for physician relations. Leaders trust the program, BUT they want to see it. Measurable results are the baseline.
- If you are not measuring results, can you find a way to measure something in 2019? Many start with surgeries, a procedure or one area. Use data that is accessible and trusted internally.
- What’s your approach to aligning field activity to the results? Create a cause-effect pathway. While it may not be needed, make sure you have clear rationale to get credit for your claimed growth.
An interesting sub-set is that one third of the group that called out growth noted challenges because of the changing face of primary care practices. As practices align and get more serious about in-network referrals, access is limited, and the competition is fierce for those who are not aligned.
- If you are in a market that is 80% aligned, what’s your overall strategy for referral development?
- As a field rep who is expected to grow referrals, how have you evolved to offer a differentiated approach?
2. Internal Alignment and Support
16% indicated their priority concern for doing this job externally was some element of what was not working well internally! Lack of capacity and access at our hospitals sometimes plague field staff and it was mentioned by half of this segment. The liaison is asked to earn referrals for clinical offerings that have limited audience appeal or are uber-competitive. Practices push hard on the lack of access in key areas. This one requires accurate field insights that are shared in a meaningful way with leaders. The field team may need to quantify the external perceptions.
Gaining internal support with data and analytics continues to be a need. The data tools and the talent to use the tools is evolving, though it makes for a very frustrating experience without.
The last call out in this area is that teams would like better internal, operational support to keep new business, both from newly aligned organizations and newly employed doctors. As I have shared before, the rep can get the business to the door, someone needs to take it from there and reinforce that decision by providing an optimal experience.
3. Programmatic Change
10% indicated this was their year to either more clearly develop their model or to continue to evolve the existing effort. We’re seeing a huge number of programs that are fine-tuning: updating priorities, optimizing talent, enhancing data and tools, and regrouping on internal alignment. The very best time to enhance is when things are good. Work from a position of strength, not because you are worried!
- Does the strategy and approach tightly align with the organization’s strategic imperatives?
- When is the last time you did an audit of the program, process, tools and impact? I don’t think there is a magic number, but if nobody remembers then it is probably time. The other key indication is when internal stakeholders have less time for the team, reports are not missed when they’re not sent, and/or there are more questions about budgets, FTE’s.
4. Personal Success
15% of the respondents told us their 2019 challenge was more personal. Additional duties are growing and time for the priorities is out of sync and/or there are too many priorities. What’s lost is time to think, plan and strategically align actions with outcomes; it’s just a constant blur of doing. Beyond the obvious challenge of meeting goals, liaisons lose job satisfaction when this happens.
- Do you have a proactive field plan that clearly identifies goals, priorities and actions to achieve the goal?
- What’s your internal communication plan for working with your leader and other leaders to set priorities and discuss actions to meet their expectations? In other words, can you better manage the “asks” through letting them know what it takes to do your primary function? Most internal stakeholders don’t realize the challenge of multi-tasking in a field role. Let them know that often it is an either/or vs. doing both jobs.
Several others had specific recruitment or personal growth goals, and some are in the throes of a new EHR!
The answers were succinct, tangible and thoughtful. Clearly the respondents had considered the organization, the audience needs and their personal space. How do these align with your concerns? While misery may love company, turning the corner may take personal grit. Take the time to write down your steps for success and please share.