MD News recently sat down with Roshini Rajkumar, presence engineer, media personality and founder of Roshini Performance Group.
Rajkumar focuses her time on executive and physician coaching and keynote speaking around the country, sharing her perspective and strategy for building a winning personal brand through powerful communication. We sat down to talk with her about the challenges physicians face in today’s business and healthcare climates.
Q: How does a physician balance patient and leadership objectives?
Rajkumar: Start by first defining what your leadership vision is — both as a physician who sees or makes policy for patients and as a person who wants to lead in his or her field or areas of expertise. Think of this as your messaging like they do in the world of public relations. From there, define what percentage of your day, week and month will go toward either role. Once you have drawn this picture for yourself, your pathway to accomplishment is more defined for you as well as others who rely on you. When you are in a position to delegate some responsibilities to others, do so. This helps you focus your energy on the duties and functions only you can do.
Q: What are some sweet spots for the healthcare industry in creating best in class?
Rajkumar: Many of my healthcare clients have taught me that customer service is the hot term in the industry right now. Chances are this theme will remain. Some might argue prioritizing customer-centricity is where health care should have always been. If your organization places service to customers and team development as focal points, chances are you will develop best practices for your service lines. If delivered well and with care, these best practices will eventually gain your teams a best-in-class reputation for a specific area or for the organization overall.
Q: How do we hold one another accountable and develop the next generation of healthcare leaders?
Rajkumar: With my executive clients, I always advise they manage up, down and across. This applies no matter what your role or title. For those above you, look for mentorship and sponsorship. With your peers, develop deep rapport. This can be done both on-site and off-site, based on how comfortable you are with your colleagues. Make getting to know one another and your separate duties a priority. You never know when key and strategic opportunities will arise for you to collaborate — or call in a favor. Managing down means you showcase your best leadership self to your direct reports and their teams. Be a mentor and sponsor to those who deserve it. Definitely hold your direct reports accountable to quarterly and year-end goals. Follow through on both challenges to development as well as rewards for jobs well done.