A physician relationship management solution , for instance, enables physician liaisons to quickly identify and easily prioritize the best providers to add to their outreach list, keep record of all communications whether via email, over the phone, or in person , and follow up in a timely manner.
Enabling liaisons to do this without getting bogged down in hours of analysis is key to timely and effective outreach. Adept physician liaisons know that data intelligence is the objective foundation upon which their efforts must be built — and know how to understand the fluctuations and patterns that the PRM system identifies. They should be comfortable with tracking campaign initiatives, reporting on this data , and presenting it to organizational leadership in order to demonstrate the bottom-line value behind their work.
When liaisons are out in the field interacting with providers, they are rarely accompanied by other health system employees or leadership. They may be tasked with supporting certain organizational goals for growth; however, the way in which they choose to do so is generally up to them. With this in mind, the strongest physician liaisons tend to be highly self-motivated, goal-oriented, and highly organized in order to manage a hectic schedule without supervision. Instances will arise when it seems like a goal is simply too far out of reach or is made impossible by extraneous circumstances, such as an understaffed service line or a facility undergoing renovations.
In order to succeed, physician liaisons must maintain the same level of commitment and motivation when the going gets tough — knowing that all their hard work will pay off in the end. Physician liaisons play an integral role in both the growth and day-to-day functioning of the health systems they work for. They can greatly influence referral patterns, increasing revenue in high-priority service lines, geographies, and demographic sectors — and they make it easier for organizations to achieve their annual goals.
Yet, perhaps more importantly, physician liaisons ensure that large and often siloed health systems maintain a personal, human connection with both the physicians they employ and those that provide referrals. The best physician liaisons are motivated by the same mission that their organization, its providers, and its staff are driven by: To provide the very best care to patients and, ultimately, to improve long-term health outcomes within the community.
Top 5 Traits of an Effective Physician Liaison. See more resources. Present that solution to both parties and ask for their input in adjusting the solution to best meet the needs of both parties.
Make a decision if the parties can't agree on something, especially if the issue must be resolved promptly. In the business world, some decisions require a quick response and as a liaison, you are in the position to make one to the best of your ability if you can't help the parties agree.
Assign clear directives to each party so the matter can be resolved. A good liaison can not only help solve the problem, but help prevent new problems from arising by telling both parties what they must each do in the future.
Set aside your personal biases toward or against either party with which you are working. Avoid allowing the work of acting as liaison to cause you to neglect your own responsibilities, especially if liaison isn't your official title. Kimberly Turtenwald began writing professionally in Where liaison people shared insider knowledge, harnessed local communication channels and made suggestions for increasing the benefits of the program, activities were assessed by the program providers and participants as more attractive and useful.
This suggests that working with liaison people as program development partners, rather than as conduits, could increase our ability to develop fit-for-purpose programs that respond sensitively to local conditions. Does this resonate with your experience? To find out more : Haynes, A. Evidence and Policy. Open access online DOI : BMJ Open , 4. Online DOI : Michael Grinder has written on Managing Group Dynamics. Liaisons make great leaders because they are seen by some team mates as being committed to, and motivated by, productivity.
Literally, a liaison has membership in multiple subgroups and can explain to one subgroup the values and perceptions of another subgroup. Because these leaders reflect the culture of a group, leaders that are liaisons have a wide range of behaviours, styles and values that are appropriate for many situations.
Barometers are the sentinels of any group. They are like rose at the end of the row of grapes — the early indicators of disease or pests. They are the people who indicate the health of the group. If you think about a group you belong to who are the 2 or 3 barometers in the group? If a leader is proactively checking in with them, and discovers that they are not OK, then they should check in with the whole group.
Maybe it is time to implement plan B….. Successful change requires us to recognize and utilize leaders Liaisons and barometers in a group. They help us pace change and get a lead on resistance in any group. This is all pretty basic stuff — but hugely important — often overlooked by well-intended interventionists.
Thank you for this comment. I agree that we often fail to understand and respond effectively to the views of people who are receiving an intervention. Barometers opinion reflectors rather than opinion leaders? In our study, the liaison people certainly functioned as barometers for us — there was a surprising level of agreement between their views and the slower-to-emerge views of their colleagues. Worth exploring next time around.
They are not only liked as individuals but also attractive because they are perceived as possessing knowledge, expertise and connections that are valuable to potential collaborators. This means that their role is made that much more effective because as well as seeking they are seeked out.
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