¿Cómo se pueden establecer relaciones con los médicos en un mercado competitivo?

Coming from the physicians perspective you have to provide value in the relationship. Physicians really have very little time to share with unilateral relationships. If your goal is to sell something, then you have to sell something that gives the physician something that will save them time, make them better at what they do, make money, or improve their lives in some way. By unilateral, I mean in all respects. If you want to sell an EMR where your contract says it saves time and money, it better do that, especially when your asking for a long contract in return for example.

Value, value, value. To build relationships with physicians in a competitive market you must understand their NEEDS. Every physician is an individual, with their own individual needs. A relationship built on value is your key to standing out in a competitive market!

The key is to understand their pain points and challenges. Take the time to listen to your customers and seek feedback to identify areas where you can make improvements and provide better service. By doing so, you can build stronger relationships with your customers and provide solutions to their needs. With this approach, you'll be able to provide better service and grow your business. #CustomerFeedback #BusinessImprovement #CustomerService

What's the point of the interaction and relationship? Are you new in town and want to introduce yourselves to other physicians, do you want to find a mentor, or are you selling a product? Doctors are always being approached by vendors and sales people. If the intention is to just network, say so. If you are wanting to explain what you do "I just want you to know I'm a new orthopedist in town and I focus on knees/ I'd love to see any of your patients and will treat them well." If you are selling something, explain that also, like "I run a medical billing company and I'm just introducing myself and seeing if I can be of help." It's always best to be upfront and honest about your intentions.

There is no one size fits all so you need to be well prepared and agile to deal with a sophisticated group of professionals.

At the end of the day, it is about helping patients and delivering high quality care. If you are engaging a physician around his or her work, ensure you have a baseline understanding of their specialty and ask relevant questions. It's good to do some research, especially when working with specialists and sub-specialists, to not waste time and also show them that you are genuinely interested in what they do and how they provide care.

It takes at least 12 years to produce a physician. Their input on the front lines taking care of patients and communities needs to valued. They need to be heard.

Relationships with physicians are based on trust and communications. Trust is built on speaking directly with the physicians. We in healthcare administration seem truly baffled when a well written email or mailing going to physicians requesting behavior changes are met with resistance from the doctors. Why won't the physicians see our brilliance and adhere to our self perceived sage words? To this I pose a different question. How well does this work when communicating with a teenager to clean their room? Doctors are highly educated professionals that are focusing on patient care. Treating them like a teenager and expecting them to respond to Mommy or Daddy HC Administrator's grand wisdom as gospel is equally ludicrous.

Go Talent scouting for an empath. Get them up to speed on the basics & what you’re wanting to accomplish, then use them as your intermediary. Empathy is the key. It’s something extraordinarily impactful. If you don’t understand this concept, in this context, then someone else will. It’s the Midas touch

I think that building trust is the most important thing you can do when building trust with physicians. You do this by being transparent about what you can and cannot do, if you make a commitment to them keep it and give them regular updates so that they feel in the loop. Once you have established trust you need to maintain it so that the relationship continues to grow.

Professionalism is very crucial in physicians practice. However, quality service is very key to clients and it helps to gain clients confidence and trust. Physicians are certified professionals that doesn’t take professionalism with levity hands, despite that, providing the best quality service to client, creating an atmosphere to give client listening ear and making the client feels you care. Obviously you will gain clients forever

Seek to assist by not being a hindrance to schedule or office workflow. If the provider has asked you to connect with other clinicians or staff do so without impacting their schedule (as it may vary from provider). Follow up immediately with provider(s) if additional information is needed. If an additional meeting is needed with all parties make an effort to accomplish this with a planned time, agenda, and next steps.

Being professional as well as showing your personality is key to gaining trust with physicians..Honesty is also very important avoid making unrealistic promises. Moreover, following up with them in an organized and well timed manner is crucial to know what they think and believe/

Also, be respectful and professional when it comes to the office staff who directs you to the physician. If you come into the practice right after lunch, a line of patients waiting to check in for appointments, phones ringing in the background, it’s best to come back later in the afternoon or another day. Even if you stand back and wait for each patient to be triaged, the receptionist is going to notice you lurking around the entire time. They aren’t going to want to ignore that ringing phone to see what you want no matter how big their smile is when you finally get their attention. They will be forming their “thanks, let me get your card” response the entire time you’re waiting.

What I have found in my work with physicians is that they, like all of us, want their voices to be heard. Provide them with data, information, the why and the what. Include them in decision making. Yes respect their time and schedules. We often invite them early am or at lunch to meetings or improvement events where want their input. We have put MDs as a leader dyad with operational leaders which has helped tremendously. I’ve found that providers have great ideas, want what’s best for the patient and are willing to come to the table when we develop mutual respect and trust.

When requesting an appointment, you must state the objectives you want to discuss; the objectives should be eye-catching. These could include improving patient access, increasing patient traffic, providing better instruction, or introducing a new procedure. Once you have secured the appointment, then half the battle is won. During the meeting with the physician, it's crucial to make your point in 60 seconds or less. In those initial seconds, the physician will assess whether they like you, trust you, and whether you can add value to their team or practice. It's essential to communicate clearly and effectively and to be mindful of your timing. Research the market and gather ample information about the physician you will meet.

Being helpful to other physicians in any way you can always help us build that trust and confidence. Be truthful and always be respectful in your communication

This is about engaging the customer around the problem you solve. When they spend time seeing you, they stop delivering patient care, so make it worthwhile. Keep in mind the NHS is drowning in workload, it doesn't have the workforce to meet the demand, which means there is a desire to innovate and work in different ways. Can your solution: 1. Improve the patient outcomes 2. Reduce workload (fewer appts, referrals and non-elective admissions) 3. What impact do you have on income (up/down/neutral) 4. Do they have or can you help create a workforce to deliver the project (e.g. using Enhanced Access evenings and weekends) If you can't address these items, and show the transformation you will deliver, my sense is you're going to struggle.

Remove non-value add hurdles to an effective practice and high quality practice. While healthcare is highly regulated, Health care organizations are numb with silo’d and self interested processes and structures.

One thing that providers generally do not like is when they are having a conversation that does not have anything to do with them nor the work the are doing. By providing insight or even open discussion about topics that generally interest the providers you are promoting rapport with that provider, which subsequently leads to future collaborations.

I recently collaborated with a marketing company to create two training and commercial videos for a distributor. During this project, I had the pleasure of working with a photographer who exhibited a remarkably deep understanding of medical and aesthetic concepts. His genuine interest in our work was evident, and I appreciated his respectful demeanor towards patient boundaries and comfort. I was particularly impressed by his professionalism and manners, and I have enthusiastically recommended him to colleagues and acquaintances based on his exceptional approach to our collaboration🌻

Authenticity and integrity are key when building relationships with physicians. Demonstrating how your expertise adds value to their practice, both in marketing and education, is crucial. Engaging with doctors goes beyond transactional interactions; it's about giving before receiving. Establishing trust and offering meaningful insights can pave the way for mutually beneficial partnerships in the medical field🌻

Sharing resources or best practice’s other Physician’s have found success with will continue to build strong partnerships. Be prepared at each meeting to offer possible solutions to help them through their challenges.

Absolutely do your research. Just because they are a “spine institute” doesn’t mean they specialize in bone health. You may be wasting yours and their time simply because you have no idea what they actually do.

In my opinion, up at the top in the means is renumeration. Matching up industrial rates on time and when necessary paying out bonuses goes a long way in maintaining a good relationship with physicians. Having a good work environment, schedule and support team are also important measures to reduce burn out and ultimately maintain good blood.

Involve them in decision making processes for their departments and seek relevant input and feedback about changes that are potentially coming. Maintaining meaningful and reciprocal relationships with colleagues is beneficial in the long run and provides additional collaboration opportunities. You never know who you will work with next!

This speaks to being able to ask relevant questions and listening to the responses. To do this successfully I believe you must: 1. Take notes - this shows you are sincere about the questions you've asked and ensures you don't miss any important information the provider shares with you and provides a road map for additional questions during this discussion. 2. Get confirmation/clarification - Understanding the "why" is the pathway to the "what" you can or can't provide. You can narrow this down by asking more involved questions. 3. Explore additional areas that the practice is considering, whether it's expansion, new hires, new treatment, or procedures added to practice. Proper questioning will reveal those opportunities.

Know the person behind the lab coat - in my experience, most physicians/advanced practice practitioners have really interesting hobbies. An orthopedic surgeon I worked with for years plays the violin, and it was always great to engage with him around music, a shared mutual interest.

Keep in touch is very important for physician wellness . Physicians wellbeing is a key factor to improve quality of health care.

Be truthful and honest with your physician. Remember drugs change but habits of physicians do not. If you cannot answer their questions find someone in your organization who can and make the introduction. Be available for change.

These are all important. I think most important is transparency, truly doing what you promise and being consistent in your actions. When we act with intent in these areas we are able to forge relationships on with a firm foundation.

Building meaningful connections is essential! When engaging with medical professionals or anyone else, prioritize understanding mutual benefits. Identify what they can gain and how you can contribute to their professional and personal well-being. Foster relationships that enrich both sides.

Personalized Communication:Tailor your interactions to each physician's interests and needs. Understand their practice, patient demographics, and challenges. Networking Events:Host events where physicians can meet and connect with each other, fostering a sense of community and collaboration. Offer Support:Provide support beyond just your products or services. This could include assistance with administrative tasks, billing, or navigating regulatory changes. Build Trust:Be transparent, honest, and reliable in your interactions. Trust is crucial in developing long-terms Patient Referrals:Facilitate patient referrals by making the process seamless and ensuring patients receive high-quality care.

Fostering authenticity and genuinely caring for one another's well-being forms the foundation of strong relationships. I have also found that trust is the cornerstone of these connections, and crucial elements include active listening and thoughtful responses to specific enquiries.

Be the place, location, care site, facility, etc where physicians want to practice. If you have to ask what that means you’re starting from a not very ideal spot.

Regular communication to referral sources, from practice leaders. This includes providers and management. This effort will provide understanding of referral and decision process, as well as variables which might influence the decisions. Convenience and service for the patients referred, including authentic gratitude for the opportunity. When errors occur, take ownership and solve the problem, communicating with patient(s) impacted, and their trusted referring provider.

Business computing where I want and up to my mind but not just according to a logic sorting out from a poor intelligent writer

How you treat the gatekeepers of the practice (ie. front office, reception) can absolutely make or break an initial introduction opportunity. They know the office schedule inside and out…probably better than the physicians do! These folks constantly deal with people trying to get face time with the doctors and management. They can smell a “vendor” as soon as one walks in the door. Before asking the front office staff when the doctors are available, who the manager is, or about lunch schedules, talk to them. Let them know who you are and what you’re worth to them. How can you show you are a commodity to the practice if you are unable to prove valuable to the folks who ultimately allow your entry through the door? And chocolates never hurt!!