A few months ago, strange looking patches started showing up on my son’s skin. We took him to his pediatrician and left with a prescription for antibiotics and more questions.
That night, my wife and I talked about what to do. We felt like we had jumped right to treatment without really understanding what was causing the issue (which, the doctor admitted, could be a number of different things that would all need to be treated differently). We were concerned about giving my son medication that he didn’t need. So, we took him to a specialist, who did a proper work up, and the plan changed completely.
I see this happen in medical practices all the time, when leaders jump straight to rewriting physician compensation plans or setting new targets. Yes, you may end up doing those things, but if you don’t start with a real diagnostic, you may end up going down the wrong path.
That’s why, when I’m called in by leaders like you, my first step is always the same: I start by asking a simple question.
“Who is doing what, when, where, and with whom?”
I know it’s a mouthful, but this one question often surfaces deep misalignments that hold practices back—operationally, financially, and even culturally—and the answers I find have a big impact on the plan I recommend.
For example, I’ve found that physicians are doing too much, too little, or the wrong things, usually because the practice has never written down or discussed what’s expected of them. Instead, they’ve settled into a pattern based on circumstances that they don’t control.
Here’s a quick exercise you can try this week, in your practice. Pick one group of physicians (by location, specialty, etc.) and dig deep into each and every aspect of:
- what they’re doing,
- when they’re doing it,
- where they’re doing it, and
- with whom (if anybody) they’re collaborating.
You might find, for example, that an otherwise productive physician is spending hours managing inbox messages solo while others in the same clinic get team support. Or that clinic hours don’t line up with patient demand. Or that documentation expectations vary wildly.
This isn’t about micromanaging your physicians. It’s about getting a clear lay of the land so you can lead more effectively. And, based on my experience, I’d bet the answers you get will raise other important questions, which will help you see where expectations are misaligned, where support is missing, and where small changes could have a big impact on patient access, team dynamics, physician engagement, and productivity.
If you’re not sure how to begin or what to look for, I’m happy to talk it through with you. You can click here to schedule a Practice Strategy Session with me.
And if you were wondering, my son’s skin is doing much better. I’m glad we did the extra work to ensure we were following the right plan.
