Here's how you can balance accountability and positivity with physicians to meet deadlines.

Absolutely, fostering an open dialogue with physicians is essential for effective collaboration and meeting deadlines. Encouraging physicians to share their concerns and feedback creates a collaborative environment that values their expertise and insights. Active listening and showing empathy not only make them feel valued but also help in identifying potential issues that could impact timelines early on. Transparency is equally crucial. Clearly communicating the reasons behind set deadlines and the consequences of any delays helps physicians understand the bigger picture and the importance of their timely contributions.

To balance accountability and positivity with physicians, set clear expectations and deadlines, while also acknowledging their efforts and successes. Provide constructive feedback and support, maintaining a respectful and encouraging tone to foster a positive working relationship.

I agree with that approach but if this doesn’t work, I try to show the data around the ask. Providers respond well to data and clear goals.

I can say if the physicians has been satisfied and happy to serve patients, we have better diagnosis and treatment process and more patients gratifications. Physicians are the sole core of the healthcare system in any part of the world with great responsibilities and it will be logical that providing proper environment for their activity should be put in priority in every health system.

I knew a physician recruiter who told the story (from many years ago) of a small community that held what amounted to a fairly formal dinner for candidates during their site visits. Maybe not the best way to go, but the hospital leadership saw this as a chance to wine and dine them and introduce them to the healthcare leaders in the community. The hospital leadership never communicated to candidates in advance that this was a somewhat formal dinner, and what attire was expected. Candidates were caught off guard which led to (further) disconnects in communication between the leadership and the candidate. If we can't clearly communicate basic information, can we reasonably expect that complex communications will fare any better?

Es importante que cada médico tenga claridad de los deberes, funciones, tiempos y resultados. Para eso debemos proporcionar herramientas tecnológicas como avisos de entregas, si aun asi, fallan los tiempos, se proporciona la herramienta humana.

El refuerzo positivo genera resultados positivos. Los reconocimientos son un arma poderosa para que a través de la satisfacción del logro, se obtengan grandes resultados.

El refuerzo positivo es una herramienta crucial en cualquier entorno laboral, y en el ámbito médico no es la excepción. En mi experiencia tanto como médico como en mis a?os de enfermería, he visto de primera mano cómo el reconocimiento y la valoración del esfuerzo y la dedicación pueden tener un impacto significativo en la motivación del equipo. Celebrar las peque?as y grandes victorias no solo eleva la moral, sino que también impulsa un ciclo de mejora continua, donde cada profesional se siente valorado y, por ende, comprometido con su trabajo.

There is a lot that we can learn from Buurtzorg in the Netherlands here. Buurtzorg is leading the way in healthcare outcomes because of its strong focus on collaboration. By empowering their small, self-managed teams of nurses to work closely with patients and communities, they create personalised care plans that really make a difference. Their team-based approach fosters better communication, quicker decision-making, and more effective care, all of which lead to health outcomes that are the envy of other systems. Yet, we seem to be scared to take that step to better devolve real agency to our clinical workforce which astounds me.

Avalia??o de desempenho é uma ferramenta muito útil, desde que haja discuss?o franca e aberta, aceitar críticas e com feedback, apresentando metas para aperfei?oamento a serem alcan?adas tanto pelo avaliador como pelo avaliado. Propor treinamento e desenvolvimento na área administrativa.

Os médicos tem uma rotina um pouco diversa das de outros profissionais! Muitas vezes estabelecemos metas e prazos e nem sempre é possível que se cumpram os prazos estabelecidos, pois, a realidade dos médicos é dinamica! Flexibilidade é o mote! Com isso estabelecemos um elo de confian?a e assim o trabalho se torna mais agradável e produtivo!

These articles enshrine the attitude: physicians are THEM. and we are the managers, the people on top , those who decide on accountability and sweeten it with positivity. Actually We ARE physicians WHO toiled hard to be educated and swore the Hippocratic oath and then a bunch of MBA and non professionals bought our hospitals and practices and now decide for us. Folks it’s time to take back medicine from the merchants, the MBAs , and the private funds and kick non physicians out of the executive suite. And see who are those MDs who compromise with money and betray the rest of us. It will then take the old fashioned self management of a proud profession , members of which will extend themselves for PATIENTS, but not for managers.

To effectively balance accountability and positivity when working with physicians to meet deadlines, it’s crucial to establish clear expectations while fostering a supportive environment. Encourage open communication and provide regular feedback to maintain alignment on goals. By celebrating successes and addressing challenges constructively, you can build a culture of trust and collaboration. This approach not only enhances productivity but also creates a positive atmosphere where physicians feel valued and motivated to meet deadlines consistently.