Orthopaedic Market Leaders
Over our tenure, we have run across a number of exceptional orthopaedic practice leaders. We have seen both providers and non-providers, male and female, young and old alike, that pull their organizations through the same turbulent waters as their competitors, but land, more often than not, on islands of success. And not only do they lead their organizations, but they end up leading their market—for in leadership-driven markets, there is often a leader at a practice that is driving the entire market forward.
So, why do some organizations find themselves consistently with better leaders? Your environment or culture either attracts and supports leadership or it repels it. Your practice culture impacts the organization at its core with respect to whom you recruit as potential leaders. Great prospective CEOs and managing partners have choices as to where they want to expend their talents and their time, and your culture has a direct impact on whether you can recruit, retain, and inspire leadership. Additionally, one of the questions on the mind of every leader interviewing for a position is whether or not he or she can recruit additional talent to this organization to support their efforts. They intimately understand that without great people, their ability to achieve success is dramatically limited.
Assuming you have the culture to support thriving leadership, the second attribute is that your organization supports calculated risk. We’re not saying to “flip a coin” or “calculate risk to zero,” but support risk that projects a positive outcome while knowing there are no guarantees. In baseball terms, we’re referring to hitting .750. When hitting .750, you are expecting success, but you also know not everything will go perfectly. Hitting .750 is exceptional, but it still includes a fair number of strikeouts.
We believe Tom Peters, the famed business management writer, has it right: “Those who try more stuff faster win.” Does your practice embrace trying new stuff? We’re not asking whether it makes you comfortable or not; it likely won’t. We’re asking whether you try new stuff consistently, whether it is how you do schedules, answer the phones, manage your workflow processes, reach out to the market, or speak with your area hospitals or competitors. What have you tried in the last 90 days? What do you need to try in the next 90 days?
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