Strengthening the Physician-Hospital Relationship: 10 Keys to Success

6. Develop Physician Leaders. The vast majority of medical staffs has at least a handful of physicians interested in the hospital's welfare. These physicians may not always agree with the hospital leadership, but their interest and commitment is an incredible asset. Wise hospital leaders will encourage these physicians to become more involved in hospital affairs, develop their personal leadership skills, and be exposed to major developments within the industry. These physician leaders will function as positive hospital advocates with their patients and community leaders. Most importantly, the resulting physician leaders will complement the existing executive leadership team by serving as a hospital advocate to physician colleagues.

7. Don't Ignore the Reticent Physician The typical medical staff consists of three physician camps: Interactive Supporters, Interactive Antagonists, and Reticent Physicians®. Hospital leaders know these interactive types—the people who actively support the hospital and the people who actively defy the hospital and its initiatives. But Reticent Physicians® are that large—they often include the majority of physicians on most medical staffs—yet relatively silent group. This behind-the-scenes group may not be heard from often, and it is tempting for a hospital leader to interpret their silence as support. Hospital leaders should actively seek input and participation from physicians in this silent majority, as the investment will reap future dividends.

8. Adopt and Execute an Integration Strategy. The creation of aligned incentives can powerfully impact physician behavior and hospital outcomes. A well thought out integration plan involving trustees and medical staff leadership will lay the foundation for effective execution at the appropriate time. Hospitals are understandably reluctant to share the pie. But proprietary entities are actively—and successfully—luring physicians away from hospitals and taking all of the pie, creating an even greater fractious environment. In the absence of a physician integration strategy, health systems and hospitals will find themselves simply reacting to future threats. Most physicians will respond favorably to the hospital's sincere desire to achieve a greater alignment of economic interests.

9. Do Common Things Uncommonly Well. Football Coach Tony Dungy writes in his book, "Quiet Strength," that his players are encouraged to do "common things uncommonly well." We believe this philosophy has applications to most human endeavors, certainly in the physician-hospital relationship. Resisting the urge to chase the latest fads in management theories, hospitals should commit to doing everyday things uncommonly well. Paying attention to the finer details of events like planning medical staff retreats or Doctor's Day celebrations or common occurrences such as meeting preparations and handling delinquent medical records, will reap dividends and garner physicians' attention and respect.

10. Connect During Moments of Truth. Hospital leaders will inevitably face tough situations where they are caught between two immovable forces: the needs of the hospital and the perspective of the physicians. These moments of truth challenge the best of leaders. No leader can guarantee, or be guaranteed, success as they make difficult decisions during these "Catch 22" situations. However, there is a guarantee of failure if hospital leaders don't connect with their medical staff during these critical junctures.

Peter Drucker, who is widely considered to be the father of modern management, stated that hospital administrators (and pastors) have the most difficult jobs he has encountered. In support of Mr. Drucker's observations, we believe the physician-hospital dynamic is the most challenging aspect of a hospital leader's responsibilities. But as in economics, where there is great risk, there is also great reward. A hospital that enjoys a positive and upbeat relationship with its physicians should find itself in a favorable position with patients, payers, and the community it serves.