It can sometimes be challenging for hospital executives to keep the lines of communication open with the busy physicians at their hospital, but maintaining that relationship is important for running a successful business. "The physician-hospital relationship is a partnership that is built on mutual need as well as mutual respect, if it works well," says Luke Peterson, a partner with Kurt Salmon's Healthcare Strategy Group. He discusses four tips for executives to ensure an open line of communication with all hospital physicians.
1. Solicit and implement physician feedback. Successful hospital executives should have several ways to solicit feedback from physicians. Beyond general physician surveys, hospital executives should connect with physicians one-on-one to communicate about ways to make the hospital work better and gather feedback about new endeavors. The executives also need to seriously consider implementing the feedback, if possible. "Communication becomes more effective when the senior leadership team can reach out to the physicians more often and show how they have used physician advice," says Mr. Peterson.
2. Incorporate physicians decision-making and leadership roles. Designate physician leaders to form a leadership council that advises the CEO on strategic issues. Hospital leaders strengthen physician relationships through working jointly on solving the challenges facing the hospital. This requires open dialogue and willingness to bring physicians into the decision-making process about a specific topic or issue. "The hospitals that have gone the farthest have incorporated physicians into executive roles," says Mr. Peterson. "High impact communication, which is two-way communication, makes sure the organization is successful." Leaders should be willing to say "yes" and "no" to the physicians and then explain the reasoning behind their answers.
"The two-way communication must truly be two-way, not from the physician to the administrator or administrator to the physician," says Mr. Peterson. "It's not a listening session, it's a discussion."
3. Distribute a hospital newsletter. Hospitals can distribute a newsletter to update physicians and other staff members about hospital news. Traditionally the newsletters have been through a print source, but more hospitals are creating "Hospital Blogs" to take the place of the print newsletter, says Mr. Peterson. However, a newsletter or newsletter blog is often a one-way communication tool, which means they should be coupled with further methods of communication to promote a two-way discussion.
4. Utilize social media. For brief announcements or back-and-forth updates, hospital executives and physicians can interact using social media forums. In the past, this method of communication was used between hospitals and patients, but now is often used between executives and physicians, especially those of the younger generation, says Mr. Peterson. These correspondences can be beneficial because it encourages a back and forth discussion, but they shouldn't be used in place of a strategic discussion. "Social media doesn't take the place of face-to-face discussions," says Mr. Peterson. "When the discussion is out there for everyone to see, you have to respond very quickly and succinctly."
Learn more about Kurt Salmon.
Read more expertise from Kurt Salmon:
- Creating Stronger Physician-Hospital Alignment
- Physician Employment & Beyond: The Current State of Physician Integration
- Accountable Care: The Top Five Things the Community Hospital Can Do Now
1. Solicit and implement physician feedback. Successful hospital executives should have several ways to solicit feedback from physicians. Beyond general physician surveys, hospital executives should connect with physicians one-on-one to communicate about ways to make the hospital work better and gather feedback about new endeavors. The executives also need to seriously consider implementing the feedback, if possible. "Communication becomes more effective when the senior leadership team can reach out to the physicians more often and show how they have used physician advice," says Mr. Peterson.
2. Incorporate physicians decision-making and leadership roles. Designate physician leaders to form a leadership council that advises the CEO on strategic issues. Hospital leaders strengthen physician relationships through working jointly on solving the challenges facing the hospital. This requires open dialogue and willingness to bring physicians into the decision-making process about a specific topic or issue. "The hospitals that have gone the farthest have incorporated physicians into executive roles," says Mr. Peterson. "High impact communication, which is two-way communication, makes sure the organization is successful." Leaders should be willing to say "yes" and "no" to the physicians and then explain the reasoning behind their answers.
"The two-way communication must truly be two-way, not from the physician to the administrator or administrator to the physician," says Mr. Peterson. "It's not a listening session, it's a discussion."
3. Distribute a hospital newsletter. Hospitals can distribute a newsletter to update physicians and other staff members about hospital news. Traditionally the newsletters have been through a print source, but more hospitals are creating "Hospital Blogs" to take the place of the print newsletter, says Mr. Peterson. However, a newsletter or newsletter blog is often a one-way communication tool, which means they should be coupled with further methods of communication to promote a two-way discussion.
4. Utilize social media. For brief announcements or back-and-forth updates, hospital executives and physicians can interact using social media forums. In the past, this method of communication was used between hospitals and patients, but now is often used between executives and physicians, especially those of the younger generation, says Mr. Peterson. These correspondences can be beneficial because it encourages a back and forth discussion, but they shouldn't be used in place of a strategic discussion. "Social media doesn't take the place of face-to-face discussions," says Mr. Peterson. "When the discussion is out there for everyone to see, you have to respond very quickly and succinctly."
Learn more about Kurt Salmon.
Read more expertise from Kurt Salmon:
- Creating Stronger Physician-Hospital Alignment
- Physician Employment & Beyond: The Current State of Physician Integration
- Accountable Care: The Top Five Things the Community Hospital Can Do Now