Maintaining relationships with physicians is an integral component leading to a hospital's current and future financial success. "The only ones who admit patients and provide mainstream revenue to hospitals is the medical staff," says Joseph DeSilva, FACHE, partner at The Kiran Consortium Group, a healthcare advisory and professional services firm. "You want to retain…and enhance referrals, and you can only do that through positive relationships with the medical staff."
Even though the importance of developing positive relationships with area physicians is somewhat obvious, many hospital and health system leaders still make mistakes in their physician relations strategy that can cost them referrals and, ultimately, profits.
Mr. DeSilva breaks down five common faux pas healthcare leaders tend to make in their physician relations efforts and shares easy fixes.
1. Failing to listen to physician concerns. Though this is a common problem, it is easily remedied through enhanced communication. "Hospital [leaders] feel their communication processes are adequate and assume they are communicating at a level the medical staff appreciates and understands," Mr. DeSilva says. "Never assume that."
One way to remedy any real or perceived communication gaps is to hold scheduled town hall meetings where the medical staff can voice any anxieties, concerns or suggestions for improvement. It is also important to ensure that medical staff leadership is engaged and active, making the medical staff feel like they have a voice and are engaged in decision-making. Initiating written communication, such as sending emails, is another crucial element toward improved communication between physicians and the C-suite.
2. Underestimating the economic impact legislation has on the medical staff. Healthcare's landscape has changed drastically since the Patient Protection and Affordable Care Act was passed three years ago, and the changes have had a major influence on how physicians are paid. Hospital and health system leaders need to understand and respect that the medical staff's financial viability could be unstable, and brainstorm ways enhance that viability. "Offer the appropriate technology to support growth and patient needs," Mr. DeSilva says. "Also ensure there is adequate marketing of the hospital and its services." Basic steps like these can help physicians feel more comfortable with their financial future under reform.
3. Under-appreciating the medical staff. Physicians and other medical staff providers often play a large role in the local community, but hospital leaders do not always recognize the importance of that role. "They really are the voice of a hospital in the community," Mr. DeSilva says. Regularly recognizing physicians can go a long way toward securing positive physician relationships.
4. Recruiting physicians too close to existing practices. According to Mr. DeSilva, many hospitals recruit new physicians into an area without engaging local physicians, leading to unnecessary competition. "Engage current physicians in recruitment," he urges. Also, as a general rule, Mr. DeSilva recommends having a seven-mile radius between each primary care practice to limit inter-physician competition.
That simple step can help avoid the last mistake, which is…
5. Developing a competitive environment. Instead of competition among physicians, hospital leaders should encourage a collaborative environment. The hospital C-suite and physicians need to work together and collaborate to meet the needs of the community prior to aligning with other local providers or relocating physicians into the area. "Discuss what the needs are and how the medical staff and hospital can work collaboratively in recruiting an adequate number of providers," Mr. DeSilva says.
Most of these common mistakes can be avoided simply by ensuring the physicians and the rest of the medical staff are appreciated, understood and heard.
Even though the importance of developing positive relationships with area physicians is somewhat obvious, many hospital and health system leaders still make mistakes in their physician relations strategy that can cost them referrals and, ultimately, profits.
Mr. DeSilva breaks down five common faux pas healthcare leaders tend to make in their physician relations efforts and shares easy fixes.
1. Failing to listen to physician concerns. Though this is a common problem, it is easily remedied through enhanced communication. "Hospital [leaders] feel their communication processes are adequate and assume they are communicating at a level the medical staff appreciates and understands," Mr. DeSilva says. "Never assume that."
One way to remedy any real or perceived communication gaps is to hold scheduled town hall meetings where the medical staff can voice any anxieties, concerns or suggestions for improvement. It is also important to ensure that medical staff leadership is engaged and active, making the medical staff feel like they have a voice and are engaged in decision-making. Initiating written communication, such as sending emails, is another crucial element toward improved communication between physicians and the C-suite.
2. Underestimating the economic impact legislation has on the medical staff. Healthcare's landscape has changed drastically since the Patient Protection and Affordable Care Act was passed three years ago, and the changes have had a major influence on how physicians are paid. Hospital and health system leaders need to understand and respect that the medical staff's financial viability could be unstable, and brainstorm ways enhance that viability. "Offer the appropriate technology to support growth and patient needs," Mr. DeSilva says. "Also ensure there is adequate marketing of the hospital and its services." Basic steps like these can help physicians feel more comfortable with their financial future under reform.
3. Under-appreciating the medical staff. Physicians and other medical staff providers often play a large role in the local community, but hospital leaders do not always recognize the importance of that role. "They really are the voice of a hospital in the community," Mr. DeSilva says. Regularly recognizing physicians can go a long way toward securing positive physician relationships.
4. Recruiting physicians too close to existing practices. According to Mr. DeSilva, many hospitals recruit new physicians into an area without engaging local physicians, leading to unnecessary competition. "Engage current physicians in recruitment," he urges. Also, as a general rule, Mr. DeSilva recommends having a seven-mile radius between each primary care practice to limit inter-physician competition.
That simple step can help avoid the last mistake, which is…
5. Developing a competitive environment. Instead of competition among physicians, hospital leaders should encourage a collaborative environment. The hospital C-suite and physicians need to work together and collaborate to meet the needs of the community prior to aligning with other local providers or relocating physicians into the area. "Discuss what the needs are and how the medical staff and hospital can work collaboratively in recruiting an adequate number of providers," Mr. DeSilva says.
Most of these common mistakes can be avoided simply by ensuring the physicians and the rest of the medical staff are appreciated, understood and heard.
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