Strong leaders get what their practice is about, and relay that mission to staff.

Our clients often tell us how grateful their patients are for their improved vision and how it has enhanced their quality of life. Just as these patients have found greater satisfaction in life, a practice’s employees can find greater job fulfillment when they know exactly “why” they are working. Whether it’s to improve the lives of patients or to provide excellent care, the “why” motivates staff members and creates buy-in for the work they do at the practice each day.

MEANINGFUL MISSION

Several years ago, I worked with an office that demonstrated this principle. The practice had a simple but meaningful mission statement: “Working together to improve the health and well-being of every life we touch.” It wasn’t the mission statement itself that made the difference, but rather that staff bought into and embodied it in their daily interactions. This was evident from the meetings, conversations and practice culture that I observed, which revolved around the mission statement’s three components.

1. Working together. Everyone from the front desk to clinical staff and schedulers to billers worked as a team. Teamwork was demonstrated through meetings, educational offerings and a culture of equality.
2. Improving not only the health of patients, but also their overall well-being. This started with a smile at the front desk, followed by great clinical care and helping confused patients understand their billing statements.
3. Applying these principles in all interactions. The goal was to ensure every person in the clinic, including patients, family members and vendors, walked away with a great experience.

These mission pillars could be repeated from memory by everyone in the practice. The clinic leadership, including physicians and administrators, lived these principles and shared them often. Meanwhile, the practice was busy and staff turnover was low.

“WHY ASK WHY?”

Oftentimes managers focus on the “what,” meaning the list of duties and processes that must be followed. While the “what” is important, what tips the scales to great service usually incorporates the “why.”

Most people working in the health-care field find joy in helping people. However, with the many distractions we have in life, it can be easy to lose the greater vision and become focused on the negative things around us. Patient concerns become irritants. We blame others in the office for trivial things, and we start thinking more about ourselves than providing quality service.

Yet, in my experience, when staff work not just to complete tasks every day but with a vision of how they can make a difference in someone’s life, or how they can contribute to excellent health care or how they can be a positive influence on their work environment, they are more likely to be optimistic and successful.

ACTION PLAN

How do leaders accomplish this important task of establishing and carrying out the “why”? Below are the four basic principles for success.

1. Understand the vision. A leader must first see the vision. This doesn’t refer to identifying a mission, vision or values statement. It means seeing and understanding what is important to the practice and its staff. If you can’t understand the why yourself, you will not be able to help others understand the practice’s reason for existing.
   What to do? Meet with other leaders, including owners, and define what’s most important. You may need to guide the discussion to areas that resonate with staff, such as how to treat people and process efficiency. Many practices discuss their values at regular planning meetings. While it should not consume much agenda time, consistently reviewing why you do what you do — and how you do it — will reinforce everyone’s commitment to excellence.
2. Live the values. Nobody gives credibility to someone who says one thing but does another. A leader, including physicians and administration staff, who consistently exhibits important values creates a culture in which others are continually reminded of “why” their efforts are important and how they make a difference.
   Try to find opportunities throughout the clinic to demonstrate kindness to patients or help a team member with his or her work. Always work with the same focus you expect from others. While income-producing efficiency is critical, it does not take much time to smile and say good morning to a patient or staff member, help an elderly patient out of her chair, or jump in to help staff quickly solve a problem. You’ll find you enjoy work more, as well.
3. Communicate often. It is essential that leaders regularly communicate the vision. Meetings, e-mails, text messages and personal conversations provide myriad options to communicate expectations. Regular communication, along with living the values, will help staff see and remember the practice’s “why.”
   One physician I know composes an open letter to staff during the holidays that contains heart-felt thoughts; it is inspiring and motivational.
4. Express gratitude. Regularly tell people you are grateful for the good things they do. Kind words help cement a memory of what is important. Be sincere and consistent.

MAKING A DIFFERENCE

It is the duty of a leader to provide a clear vision that resonates with internal values, which in turn facilitates job satisfaction and improves clinical outcomes. This consistent clarity will help staff members retain their focus on helping others, keep them motivated to come to work, and add a boost in making it through a tough day. Understand the vision, live the values, communicate often, and express gratitude. OM

Dixon Davis, a senior consultant with BSM Consulting, is based near Salt Lake City, Utah. Before joining BSM, Mr. Davis worked for 17 years with physician groups, independent practice associations and a privately held company focused on health-care education and product development.