Physicians have extensive education and are likely to work in a position that entails the exercise of a great deal of operating autonomy. Yet many characteristics that make for an effective high-skill professional, such as independence, also tend to make that employee difficult to manage at times. While it is certainly important to cultivate independence in those persons who are on their own much of the time, at times even the lone operator must be counted on to be a team player. Physicians also have a healthy ego to be able to operate as a visiting expert. The high-skill professional is indeed one who may often be viewed as needing to be in control of the situation. The healthy ego, so helpful to the professional while on assignment, can sometimes be troublesome to the manager. The successful manager of the high-skill professional must adhere to a number of guidelines:  Consider what most strongly motivates the individual; it is often income or scientific data  Thoroughly orient each physician to the organization, its policies, and its goals  Encourage physicians to take part in determining the scope and direction of each change  Encourage physician self-governance and innovation  Develop a trusting relationship to assure confidence in physicians ability  Learn and educate yourself about their profession and/or specific clinical topics prior to discussing them  Understand the differences in communication styles between administrators and physicians  Recognize the common goal is to provide the best care for patients  There is a patient at the end of every decision you make An important aspect to consider is that administrators and physicians have different motivations. Administrators tend to focus more on documentation and physicians care more about face-to-face time with their patients. However, there are also differences in motivations based on the level of physicians. Front line physicians care more about the instruments they use, their staff, and operations aspect of patients. Conversely, the chair is more interested in balancing the demands and keeping everyone happy by providing feedback and conducting surveys. Finally, the chief is focused more on keeping all positions filled. They want to be able to manage their physicians and their residents in order to maintain a good program. Due to the fact that documentation is not a priority for physicians, administrators must continually remind them of the importance behind it and assist them by streamlining any processes that would make this easier for them. Educate them on the organization’s vision in order to align goals. It is crucial for physicians to understand the culture that the facility promotes. This can be achieved by familiarizing them with the facility, staff, and providing background information, such as previous breakthroughs. SKILLS PRACTICE 3.10 – PARTNERING WITH PHYSICIANS  Close the l.

1. Physicians have extensive education and are likely to work in a
position that entails the exercise of a
great deal of operating autonomy. Yet many characteristics that
make for an effective high-skill
professional, such as independence, also tend to make that
employee difficult to manage at times. While
it is certainly important to cultivate independence in those
persons who are on their own much of the
time, at times even the lone operator must be counted on to be a
team player.
Physicians also have a healthy ego to be able to operate as a
visiting expert. The high-skill professional
is indeed one who may often be viewed as needing to be in
control of the situation. The healthy ego, so
helpful to the professional while on assignment, can sometimes

2. be troublesome to the manager. The
successful manager of the high-skill professional must adhere to
a number of guidelines:
often income or scientific data
policies, and its goals
and direction of each change
-governance and innovation
physicians ability
specific clinical topics prior to
discussing them
een
administrators and physicians
patients
An important aspect to consider is that administrators and
physicians have different motivations.
Administrators tend to focus more on documentation and

3. physicians care more about face-to-face time
with their patients. However, there are also differences in
motivations based on the level of physicians.
Front line physicians care more about the instruments they use,
their staff, and operations aspect of
patients. Conversely, the chair is more interested in balancing
the demands and keeping everyone happy
by providing feedback and conducting surveys. Finally, the
chief is focused more on keeping all
positions filled. They want to be able to manage their
physicians and their residents in order to maintain
a good program. Due to the fact that documentation is not a
priority for physicians, administrators must
continually remind them of the importance behind it and assist
them by streamlining any processes that
would make this easier for them.
Educate them on the organization’s vision in order to align
goals. It is crucial for physicians to
understand the culture that the facility promotes. This can be
achieved by familiarizing them with the
facility, staff, and providing background information, such as
previous breakthroughs.
SKILLS PRACTICE 3.10 – PARTNERING WITH PHYSICIANS

4. cutives and physicians
encounter.
physicians.
The little things matter. Every act and conversation with
physicians can help to develop a trusting
relationship. Initially, you must work hard to earn their respect
and trust. This can be achieved by
working towards fixing any issues they are currently facing and
making their issue your issue. Instead of
just pointing out the problems, take the initiative to assist with
resolving it together with the physician. It
is maintained by continuously communicating with them. Make
the effort to get to know them on a
personal level and what they do as a professional. Make
employee rounds and attend staff meetings
regularly. Put scrubs on and spend time with your physicians
and their staff. This will not only help you
understand more about what they do and who they are, but it
will also help to break down any future

5. barriers that may arise. Barriers may include implementing new
policies, creating a new vision, or
expanding services offered. If a trusting relationship is there
then changes will be easier to address to
your physicians.
Educate yourself. Physicians and administrators have their own
language and ways of communicating.
It is difficult for an administrator to speak and/or think in a
clinical aspect. Be sure to educate yourself
about their profession and medical terminology before
approaching any situation. Your interaction will
be much better off with a result you are both happy with. To
better understand the physician’s role,
remember that few medical schools prepare physicians with
interpersonal communication skills as part
of a curriculum. Therefore, the interpersonally skilled manager
is often in a much better position than
the physician to deal with role and interpersonal problems and
conflicts and can serve as a role model
for communication patterns. Since assertiveness skills are often
tested in the manager-physician
relationship, it is particularly important to trust oneself and
one’s professional expertise.

6. Overall, remember that you each share a common goal
fundamentally; the patients. Any problems that
arise are due to the distractions on the way to getting there.
You each bring something important to the
table that cannot be substituted. In order to get the best end
result, take your expertise into consideration
while also asking the advice of your physicians. Remember,
physicians have human traits as well with
all of their failures, personality and needs. Don’t forget to
praise them, thank them, ask for their
opinion, appreciate them, assist them, and even get mad at
them.
Key Behaviors for Communicating with Physicians
1. Consider yourself and the physician equal partners of a health
care team.
2. Provide data from a reliable source
3. Listen and be considerate of their needs and/or desires
4. Reflect confidence and be assertive
5. Be honest and transparent without disclosing unnecessary
information
6. Be responsive and follow-up
Administrators and physicians have different but important

7. knowledge and skills that play a key role in
decision making. An administrator must feel that he or she is an
equal as a professional and as a person
to physicians. Carefully examine your thoughts and feelings
about this. Would you have difficulty
disagreeing with a physician? It is important to gain an
understanding of their profession and respect it.
Let the data speak for itself. It is crucial to present data in
order to avoid any further arguments. Do not
explain the data in a defensive manner but rather use it as a
tool. Be sure to understand the data you are
presenting and be able to point out the important metrics
pertaining to the physician. Only use
trustworthy data from a reliable source.
Be open to what physicians have to say. Let them share their
side of the story without any interruptions.
Understand that physicians deal with an array of matters and
need to vent. Even if they approach you
with outrageous requests be sure to listen.
Earn respect, don’t demand it. Assertiveness, a firm and
positive expectation of respect, and an ability to

8. empathize with physicians will most often lead to successful
administrator-physician relationships. Be
confident in your ability to manage and make decisions.
Honesty is the best policy. Be open and transparent with your
physicians by openly communicating and
allowing them to do the same. One way of accomplishing this is
having an open door policy. While it is
crucial to lay out all of the facts, be sure not to disclose
unnecessary information. Too much information
may end up creating additional conflicts.
Close the loop. It is okay not to know the answer to every
question immediately. For any unresolved
issues or questions, be sure to get answers and convey them to
the physicians in a timely manner. Be
sure to follow up in order to assure physicians that you have not
disregarded the situation. Your
responsiveness will reflect your reliability as an administrator.
Do not agree to terms that you will be
unable to deliver. In other words, under promise and over
deliver.

9. Partnering with Physicians Table
There are two different types of scenarios that could occur and
may require different reactions. These
two scenarios involve you, as the executive, approaching a
physician, or the physician approaching you.
The following table alludes to common situations that occur.
The first row of each table has a general
description for each type of approach.
Executive Approaching Physician:
Situation Approach Key Points
Solution
Close the Loop
When
executive
approaches
physician

10. Non-
defensive;
listen;
explain;
professional;
be honest;
provide data
Refer to all key
behaviors listed
above.
Explain situation, give
them a chance to speak

11. and explain their opinion.
Discuss matter and be
straightforward. Make
decision as team and
convey it to make sure
they understand it.
Follow up with them
about decision made.
If no decision was
made, then regroup to
make decision in
timely manner.
Patient

12. complaint
Non-
defensive;
calm; listen
They care about
patient input
since this is their
compassion; they
will get
defensive; do not
procrastinate on
Discuss complaint

13. received from patient
without adding personal
comment/opinion; allow
them to explain their side
of story; Be stern enough
for them to understand
Make sure physician
follows up with
patient; make sure
physician does not
repeat behavior
communicating

14. complaint
this type of behavior is
not acceptable, but
compassionate towards
their views/ response
Nurse/staff
complaint
and/or
harrassment
Non-
defensive;
calm; listen

15. Some don’t
consider
nurse/staff
opinion crucial;
administrators
job to help them
realize how
much it matters
Discuss complaint
received from nurse/staff
without adding personal
comment/opinion; allow
them to explain their side

16. of story; Be stern enough
for them to understand
this type of behavior is
not acceptable, but
compassionate towards
their views/ response;
encourage building
relationship with
nurse/staff member
Make sure physician
follows up with
nurse/staff member;

17. make sure physician
does not repeat
behavior
Discuss bad
outcomes/num
bers
Informative;
professional;
listen
Be able to
provide and
explain data;
data should be

18. from reliable
source; matters
how data is
presented
Discuss matter in
professional manner,
without pointing fingers
or adding
comments/opinions; let
the data do the talking
Continue providing
data over time;

19. acknowledge
improvements made
Physician to
Physician
conflict
Help them mingle; set
up group
dinners/lunches
Compensation
/recontracting
Professional All inputs and
outputs of figure
are transparent;

20. some will argue
for a higher rate.
Explain all inputs and
outputs of how figure
was calculated; show
volumes and all finances
related to figure
Physician Approaching Executive:
Situation Approach Key Points