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Congruent
Situation: A 33 year old good looking Orthopedic Surgeon boarded in
Orthopedics and Neurology joins a strong practice and doesn't book one surgery
after two weeks in the practice.
He became a Doctor by the time he
was 23 years old. He was a teaching Intern and a teaching
Fellow. He did three fellowships, Neurology, Spine and
Hands.
Graphic Illustrations
Congruent in math means "the same." In
business it means
being 'real' and in
tune with who you are, where you are, where you are
going. Others will recognize that you are congruent.
This hand knows the feel and benefits (to them) of
having money but would you accept advice from them
on the subject of managing your money? Why,
because they are not congruent.
Plan of Action: Evaluate the physician, his demeanor (bed
side manor as some would say), his approach, his presentation,
his appearance, speech, level of communication and follow
through.
He was found to be likeable,
friendly, personable, young looking, beautiful curly black hair
that was bordering on an afro style even though he was a
conservative Jewish man. He wore shirts that were too
tightly fitting to be attractive and his only suit was a blue
and white stripped seer sucker model. His shoes were last
shined when he entered med school.
His ability to relate to patients
was great. It was like their son had just told them the
bad news and that someone else had recommended surgery.
Results:
The Physician that brought him into
the practice referred him. His attitude about having
non-physician help looked more like a cord of wood on his
shoulder. The first challenge was to get him to recognize
that someone, not a physician, might have the answer.
When he was questioned as to why he
became a physician, what his goals as a physician were and where
he expected to be (financially) in one year he simply huffed off
saying something about non-physicians in health care.
After more than six hours and seven
attempts to extract knowledge and answers he was exhausted and
willing to sit and listen. He finally brought himself to
ask the question, "Is it true, is there a valid reason why I'm
not booking patients for surgery?" His Partner Physician
had told him that there was an answer. The physician in
question finally began to display a proper attitude. He was
asked, if an answer exists, what would you do? He said
with a firm resolve, what I have to do to implement the
solution. He slumped back into the couch and said, "What is the
answer?"
A call was placed Nordstrom's men's
department for a private showing. Express tailoring was
requested. Then an urgent late night call went to a men's
hair styling shop and the owner was convinced (for a steak
dinner at his favorite place) to stay open late to cut this
Doctor's hair.
Nearly $10,000 of men's clothing was
purchased that evening. His hair style was converted to a
mini-afro more suiting a man of his considerable position.
The next day he showed up wearing
what had been agreed upon the night before. He wore a very
expensive navy blue pin stripe suit, appropriate cap toe shoes,
a white shirt with French cuffs and a magnificent red tie.
His first patient, like many before
her needed surgery. He was with her less than 30 minutes
and scheduled a back surgery that would generate more than
$40,000 in revenue for the Hospital, the physician and others.
His success was due to the fact that
he was now CONGRUENT. He looked like a very successful
physician and of course, he already sounded like one. He
was now congruent with himself and others. It was just
that his image (in this case) was not equal to his knowledge.
This creates confusion and therefore, lack of decision which led
to loss of revenue.
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