Four steps to improve c-suite/physician communications

Physicians are good folks, but often don’t play well with other people. In this article, I’d like to share some thoughts regarding the relationship – specifically communication – between physicians and c-suite leadership.

Difference

C-suite leaders answer to a board of directors, or in some cases, a variety of boards, and other leaders. Alternatively, in a private practice, physicians serve as employees, board members and owners. Physicians, when acquired by a large system, often have a difficult time making the cultural adjustment from owner and board member to “just” an employee.

Similarity

Although physicians have often expressed disbelief in this fact, both c-suite leaders and physicians are working toward excellence in patient care. In the case of physician employees, the overall cost structure, bond issues and other related topics may not be foremost in their minds, while in the c-suite, cost, compliance, patient satisfaction, bond issues, facilities and other concerns occupy their time. Patient care is critical in both areas but manifests itself in different ways.

How to bridge the communication gap

There is no mystery, nor is there a silver bullet. This is boots-on-the-ground hard work. Communication must be consistent, transparent, honest and two-way.

• Explore formal and informal methods of communications. Memos, meetings and emails are all formal methods of communicating. These are necessary. Informal methods, such as visiting a practice site, having cocktails before a meeting, and going on golf outings and hunting trips are all informal settings. These types of encounters provide a more informal setting in which c-suite managers and physicians can get to know each other as people, not just in the roles that they play during the week.
• Collaborate. Develop a common vision and work together to achieve the vision. Physicians are an integral part of a healthcare delivery system. They must be included in visioning, planning and execution. Omitting the physicians from any part of the process creates the environment for frustration, anger, disengagement and, ultimately, non-compliance and general acting out. Including physicians is far easier than addressing issues that arise from not doing so.
• Physicians are not piece workers, nor are they hourly employees. They are professionals and should be treated as such. Look at benefits, rules, regulations, supervision and other areas to understand how your organization views physicians. Are they viewed as professionals or are they thought of as hourly employees? It’s never too late to change, and it’s too important not to.
• C-suite leaders are not bad people. All too many physicians I’ve worked with see a leader in a suit and assume the worst. They can be suspicious of facts, statements, reports and most anything that an administrator type presents. That’s not acceptable. Trust can be won or lost based on behavior. Being open to trusting another is critical for trust to happen.

Trust and respect. Honesty and transparency. Timeliness and accuracy. Two-way communications. There’s no magic sauce, no silver bullet. Alignment toward a common vision and a commitment to work together to achieve it are all it takes.

MGMA is working with several clients to develop customized educational offerings for physicians in medical groups, hospitals and health networks that address all of the issues outlined here.