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.
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 as if 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 worth of men’s clothing was purchased that evening. His hair style was updated to better suit a man of his considerable position and knowledge.
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 in addition to a considerable sum for the physician.
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.