Reality check: is your behavior aligned with organizational goals?

Physician Executive, Sept-Oct, 2004 by Arthur Lazarus

Organizational behavior is the study of human behavior in the workplace, specifically the interaction between employees and the organization.

Although organizational behavior has been studied for over a half-century, health care leaders only recently began to understand the steps physicians can take to improve organizational effectiveness and how to engage physicians in support of organizational goals.

Some physicians fail to appreciate the importance of aligning their behavior with the goals of organizations they work in or come in frequent contact with. Medical training fosters autonomy and physicians often work independently. Indeed, major reasons for failure among physician executives include inadequate interpersonal skills, lack of concern for others as individuals and poor role models for subordinates. (1)

Even physicians in solo practice have been forced to recognize the significance of organizational behavior, at least the importance of connecting with people.

According to Ronald N. Yeaple, author of The Success Principle, solo practitioners should think of themselves as CEOs of a "company of one." Yeaple writes: "As CEO of your company of one, you recognize that your effectiveness is determined in large part by your ability to get things done with and through other people. The old command-and-control model of management--'do it because I'm the boss' is becoming less prevalent, and managers are increasingly dependent on their own personal leadership skills to get things done." (2)

Richard L. Reese examined the effect of managed care on physician organizational behavior and concluded that "physicians don't necessarily have to become an 'employee' of an outside entity, or be herded into an organization to which they don't want to belong. But they do have to become stronger financially, more collaborative, better organized, and more business-like." (3)

Disillusionment sets in

Results of a study conducted by David A. Kindig and colleagues over a decade ago revealed that non-physician executives often valued the contribution of physician executives to organizational performance more than the physicians did themselves. (4)

Some of the most highly ranked objectives included:

* Improving quality assurance activities

* Establishing effective relationships with medical staff

* Evaluating practice patterns for efficiency

* Defining goals, priorities and directions for the organization

The investigators believed that physician executives would be reassured to know that lay managers in their organizations value their role.

However, changes in the health care field since the time of Kindig's research further eroded relationships between physicians and organizations. Physicians are increasingly disillusioned by the practice of medicine and organizations are constantly changing as societal values and the composition of the workforce change.

Organizations are more diverse and competitive, and they are affected by technology's influence on behavior. Attempts to engage physicians in mutually beneficial partnerships frequently result in frustration and disappointment.

Organizational behaviors are a key part of a company's people strategy. These behaviors are essential to the success of the organization and help form the basis of its long-term growth. Organizational behaviors speak to how the company intends to succeed; they need to be brought to life by each employee incorporating them into his or her daily work and interactions with customers and colleagues. All parties need to be in alignment to achieve maximum business impact.

Here are seven critical organizational behaviors that should be a high priority for you and your organization, even if your organization is a company of one. Each behavior includes descriptive statements to benchmark your performance:

1. Demonstrate Technical and Professional Proficiency

Organizations cannot succeed with mediocre employees. When Jack Welch ran GE, under-performing employees who did not improve despite coaching and development opportunities were asked to leave the company. (5) You must possess the medical and technical knowledge required of your position, enhance your role through presentations, publications or innovation, and facilitate knowledge transfer when interacting with key stakeholders. Communication skills are essential and you must gain insight from listening to others.

[ILLUSTRATION OMITTED]

2. Focus on Customers

Ask whether you are focused on internal and external customers. Think of a "customer" in the broadest sense--a patient, colleague, administrator, vendor, etc. Do you build and maintain relationships with key customers, understand their needs and deliver concrete solutions that meet the needs of both the customer and the business? Recognize the diversity of your customers and consider them in virtually all decisions you make.

[ILLUSTRATION OMITTED]

3. Drive Business Performance

Performance and development of people are high on the agenda for just about any company. Successful companies learn how to develop high-performing employees and align them with their business strategy. Your personal goals and objectives should closely match those of your organization and contribute to its success. Work with a sense of urgency to deliver quality results faster, effectively and efficiently. Learn from your experience and share best practices with colleagues to improve output and business results. Take informed risks and set examples for others; if you make mistakes, make sure someone else can learn from them.