Berning & Affiliates

Transitional Stages for Doctor CEO

A dramatic meeting this past week served to emphasize a growing perception I have had for the last several years. Namely, with practices growing to accommodate additional staff, a new associate or new partner, and possible new locations, management direction from the CEO can lag or worse. Where once the doctor gave timely and clear direction, as growth sets in actual or perceived fumbling of execution degrades the leader doctor’s ability to execute. In this case the practice had been following the timeline we developed together and acted aggressively to expand. But as the growth hit with new staff, a new associate and a second location the Doctor CEO retreated (that is the best word I can apply) from being a forthright decision making leader. As a result the practice suffered at the very time it should have been hitting high standards. To avoid this occurring, in my view, Doctor CEO’s need to anticipate that their practice growth stages also means that they must make fast and successful transitions to the next leadership capability level or execution and growth will suffer. Reading contemporary leadership texts, such as those on our web site under Recommended Reading List and our performance based coaching sessions are two ways to address this area.

The Guarded Approach

Risk has always been a part of running any kind of business. There is risk for Doctor CEO’s, for example that, aside from clinical skills, a doctor may not be well received in a local area, there can be clinical capability issues for the doctor, the staff or inaccurate perceptions of the doctor by referral practices or the community. There seem to be endless personnel, facility and equipment areas that if not attended to can grow in urgency and pose a risk to efficient and effective practice. More recently, in my discussions with many doctors we see an unprecedented level of personal financial, investing and related liquidity risk. Doctor CEO’s in my view must have a good feel for their risk tolerance and have a personal and practice contingency plan for the financial aspects impacting you and your practice. This should be in place, not just now in this difficult economy but routinely. Right now in my view it is important to get your assumptions and planning about preserving and growing the practice down on paper. My own recent counsel to many of my clients is to adopt a guarded approach. This means, be hyper attentive to all expenses for the practice, careful to let no opportunity to connect with patients and referrals go without follow-up and raising your professional visibility and accessibility to your community. Especially now, use your time and resources wisely.

Communication Resolutions Start The New Year

Most of the doctor CEO administration, personnel and practice transition difficulties that I see troubling practices stem from clarity of communication. Usually, the CEO thinks that she or he has given guidance through their actions or verbal communications when in fact they often leave ambiguity. Many doctor CEO’s know that they must first listen to gain an understanding of the matter a staff or colleague has inquired about. But the problem generally starts right there. With the first statement or question the doctor provides an answer. Often in a hurry the response is out and given and no further thought is given to it as the CEO rushes on. If the CEO took the time to probe, to ask follow up questions of their own and to consider the implications of what their response will be, significant changes would be seen. The first change is that staff and colleagues would anticipate the thorough discussion and prepare for it. The second is that the CEO would more carefully direct the actions and results of his or her team members. I heard a good phrase recently, it was "we are all starved for time". It implies that there is no time for all the things we are trying to do. And yet, for the CEO the precious time they do have for guidance can be best spent in my view, taking a careful, thoughtful approach that ends up saving time in the long run by resolving the matters the first time