You're a project manager and you have to manage physician expectations. What's the best way to do it?

Before launching your project, prioritise understanding how it aligns with the inherent "patient-centric" goals of physicians. Many underestimate the depth of this commitment. Delve into their needs beyond clinical efficiency. Explore their frustrations and motivations. How can your project directly improve patient outcomes? Can it empower them to deliver more personalised care or streamline tasks that hinder patient interaction? By prioritizing patient well-being as the shared goal, you can establish a clear vision with physicians. This ensures your project aligns with their clinical and operational objectives while demonstrably improving patient care.

Managing physician expectations requires involving them from the beginning and throughout the project. Identify key physician leaders and influencers to champion your project and consult with those directly affected. Soliciting feedback and incorporating their insights builds trust and rapport. In a project to improve drug safety workflows which involves review by physicians, I engaged them early on. By involving them in planning and seeking their input, we addressed their concerns and ensured the project met their needs. This approach garnered strong support from physicians and led to successful project implementation.

Clinicians are the cornerstone of quality care, and their insights are invaluable. Don't underestimate their expertise in navigating complex healthcare challenges. Early and ongoing collaboration fosters trust and rapport. Solicit their feedback, not just as end-users, but as experts who can identify potential roadblocks and suggest practical solutions. By incorporating their deep understanding of clinical realities, you create a project that truly addresses their needs, leverages their expertise, and ultimately improves patient outcomes.

Prioritise concise, impactful updates. Focus on project goals, progress, milestones, and key decisions – all delivered in clear, jargon-free language. Tailor communication channels and frequency. Respect their preferences. Busy clinic schedules might favour short emails with key points. Deep dives can be reserved for dedicated meetings with involved physicians. Actively listen and respond promptly. Value their feedback – it fosters trust and ensures the project addresses their needs. By respecting their time and tailoring communication, you can ensure physician engagement throughout the project, leading to a more successful outcome for both patients and healthcare professionals.

Transparent communication is key here. Acknowledge and listen to requests, but be truthful about realistic timescales and the actual goal of the project. Like working with anyone if you promise things and don't deliver you will lose your credibility. At times funding gets cut or an unexpected event occurs (such as a pandemic). This can cause a delay or hold to a project - if this occurs provide an update. If you leave physicians (or any group of professionals) in the dark they may well speculate reasons for lack of progress. In addition, people change roles so having clear documentation about why decisions were taken is useful so that if staff change the same discussions don't simply reoccur and progress continues.

1. Be available to listen. Have a communication channel that is not constrained by time commitments. Time spent here is an investment not an expenditure. 2. Get performance feedback at intervals: keep facts and figures ready. Talk of good things that have happened vis a vis that particular physician. If the work is good appreciate it. 3. I would pick up suggestions for system improvements , that improve patient care as important tool for recognising the good physicians. Creativity is waiting to be unfolded. We need to look out for the thinkers . Monetary and fiscal rewards are not the only driving force for everyone. Good physicians will be happy to get supported for the competance and skill that goes with their training and work .