A true story from a client:
“It was really a throwaway note.
The corporation I worked for sent out a solicitation for “Hero of the Day.’ Narratives about co-workers who had “Saved the Day” for a patient.
Well, my staff “Saved the Day” for our patients all the time. They were the very, very best.
So I dashed off few quick sentences about one of my co-workers just doing her job, sent it in and forgot about it.
A few weeks later, while brushing the rain from my scrubs I was met with a full hug in front of the whole crew.
My note had been splashed across the home page of the organization, four states wide. Leading to my receptionist getting any number of direct messages about how great she was—especially because she had had a DOCTOR write it.
The response in the office was electric.
What had been a wonderful place to work, became phenomenal. As a result, I was way more productive and had even more fun doing it.
I had repaid my co-worker a portion of the value she generated for me.
She in turn, intentionally or no, paid me back.
And everybody did better.”
In this series, we’ve spoken about a skill never addressed in your training, yet critical to your fulfillment and success—how to survive, even thrive, in a corporate environment.
Together, we’ve explored how to identify, through the layers of administrative overburden, who your real boss is. About how to figure out what it is your boss actually wants from you. And about how, if you give your boss what they want, they might actually otherwise leave you alone.
But your boss is only half of the story.
We still need to talk about your constituents.
Your constituents at your job are the co-workers who help you generate value. They should be easy to find. The error most clinicians make is not casting the net beyond their immediate nurse or medical assistant.
Once you’ve identified who your constituents are, figure out exactly what it is you need them to do to maximize the value they generate for you.
I’m not talking strictly about tasks that generate money—though that’s a big part. There are other forms of value; problem-solving, a pleasant demeanor, and harmony to name just a few.
Sit your constituents down and explain to them exactly what you expect and what you need of them. Then ask them what you can do to help them deliver.
In this case it was: “do whatever our office manager tells you needs to be done, get the patient what they need, work in harmony with your co-workers.”
And they responded, “Come into the office on-time.”
That was it.
And though it was no longer in my client’s power to give them more money, they could still be repaid for their efforts.
Respect, recognition, a sense of purpose.
That was the coin of the realm.
And consistently getting to the office on time gave them all three.
If your office manager is good, she’ll be doing the same things—just remember, she’ll be doing it for herself, not for you.
You’ll simply be one of her constituents that helps her generate value for her boss.
And the value she needs to generate may be very different from yours.
That can be said for every individual in the corporate hierarchy. They are each in it for themselves.
So you can’t depend on anyone to do this for you. You’re going to have to do it yourself.
Try it and see. Identify and lead your constituents. Kick back some of the value you generate.
I bet you get paid back a thousand fold.
My client sure did.
Need unbiased guidance finding your ideal medical practice, contact me, no obligation just help and value.