Thriving Orthopaedic Leadership
When we look at orthopaedic practices that are outperforming their competitors, we see a number of characteristics that are directly driven by the leadership of the practice:
Thriving leaders don’t dwell on change and obstacles. They leverage their intellect and their inherent ability to fix things, and they take action. Over time, they look back to a series of big challenges and acknowledge their track record of overcoming what, at times, might have seemed insurmountable.
Thriving leaders have their ear to changes in the market, whether that revolves around patients, primary care, payers, or other entities that could disrupt the current market dynamics. These disruptions are what often spell opportunities for those prepared and willing to address them and challenges for those who don’t.
Thriving leaders are strategically busy. They are annoyed with errant actions and efforts that are not in line with those that move the organization forward. They demand focused progress, not random activity.
Thriving leaders are not the first in with new technology, but they aren’t the last one in either.
Thriving leaders like a good plan but love great execution. Even with all their impatience, thriving leaders have learned that, in order to achieve great execution, those doing the work require a clear understanding of the goals, the timeframes, and any guidelines or restrictions. You may have read this one before: No plan, no execution. No execution, no need for a plan.
Thriving leaders demand constant improvement. Last year’s results are the new baseline. Pick a metric. Is it improving? If not, what are we doing to continually drive more value, improve efficiency, and strengthen the practice? Constant, constant improvement.
In some ways, these characteristics and demands shape a vision for any practice and, at a minimum, establish a form of accountability that drives improvement in all that you do.
LEARN MORE
To contact Venel, please complete the form below.