The fact that patients are customers is a hard pill to swallow for most medical professionals. The practice of medicine does not exist without the business of medicine. A successful medical practice allows for motivated staff, happier customers, and an economically viable way to then continue serving patients. The natural question, then, is the following: what is the single greatest variable that determines the magnitude and longevity of success? I would argue that the culture an organization establishes early on among its staff and customers is paramount.
What is Culture?
It is important to first define the meaning of culture within an organization. Culture is your company’s lifestyle. It is how you behave in your day to day interactions with people, both internal and external to the organization. Culture is the values that your company or practice stands for. It is woven into your brand and is key in conveying your message to customers and the rest of the world. If established early and with clarity, it sets the organization well to perform at its highest potential.
Why does culture matter?
Every company’s destination is social impact and economic success. Culture is the vehicle that allows for this achievement. It allows businesses to deliver better customer experience, motivate employees, and leave a legacy. It allows medical practices to enhance patient care. Peter Drucker said it best: “Culture eats strategy for breakfast.” You cannot strategize your employees into becoming more motivated and take ownership of delivering exceptional customer experience, if you first do not establish the culture that fosters this behavior. After all, a business or marketing plan is only as strong as the team in charge of its execution.
Actionable steps to build your medical practice:
- Decide what your values are.
- What is your message to the world? What does your company stand for?
- Hire for values. Hire for fit.
- It starts with people. Hiring individuals whose values align with your own is key. These values should permeate all layers of your staff, from C-suite to the most junior member.
- Personality tests are helpful to ensure that your next hire is the right fit for your culture. DiSC personality assessment is one such tool, among others.
- Don’t settle for mediocrity. If an employee is not performing up to your standards, take initiative in diagnosing the root cause and try to re-establish expectations and obtain buy-in for the culture. If unsuccessful, think about bringing someone on the team who is better aligned with your standards.
- Repetition is key.
- Reinforce the culture at all meetings. Listen to your staff. Do they feel fulfilled and do they feel like their work is adding value to the world? Does this work align well with your vision for the company?
- Culture starts from the top.
- At the end of the day, you as the founder of the organization play the most important role in establishing your company’s culture. You must lead by example. The way you treat your staff and customers and the way you handle interpersonal conflict will be emulated by every member of the organization.
References:
- Beyond Bedside Manner by Shareef Mahdavi. SM2 Strategic. 2020
- “The Leaders Guide To Corporate Culture. Harvard Business Review. 2018
