Editor’s Note: This post originally appeared on Select International’s website.
When meeting with healthcare organizations, one of the first questions we ask is, “What is it that you want to measure?” We have a general idea, and most hospitals are looking for similar attributes, but until we define them, we can’t be sure what to measure.
Justifying the importance of this process isn’t always easy; many leaders assume it is obvious and that everyone is on the same page. Here’s one real-world example: We were meeting the physician department chairs of a health system to identify physician candidates who would be best-suited to work there. Several senior physicians said we didn’t need to spend time defining the attributes of top physicians because, “we all know what we’re looking for.” We asked them to amuse us by developing a short list. An hour later, we had a list of more than 30 behavioral skills – many of which conflicted with each other – and certainly no agreement on how to prioritize them. Despite initial pushback, it became readily apparent that this exercise was an important first step. The physicians in the room were, in fact, NOT in alignment on what makes for a successful physician within the organization. Click here to continue >>
News From Our Partners
