Mastering the medical mindshift: Why leadership is so important

Data, facts and instruments on the German health system

What it’s all about

Many established practice owners are convinced that, due to their size, they do not need any special leadership measures, since the interaction of the staff results natively from the tasks to be done and the staff already know how to help themselves when problems and questions arise. A serious mistake.

Low input also means low output

In its implementation, this way of thinking leads to leadership constellations such as the one illustrated in the cover picture of this article using the example of a family doctor’s practice:

  • The Leadership Materialisation Quality Score, LMQS is at an extremely low level. It describes the scope and intensity of use of the management tools that are absolutely necessary for a practice (best practice standard).
  • The Teamwork Quality Score (TQS), which indicates the degree of fulfilment of the requirements for smoothly functioning teamwork from the employee’s point of view, is also correspondingly low.

Both scores show that due to the low level of leadership activity, no real teamwork with all its advantages is created at all, but rather the staff cooperates much more inefficiently and unproductively merely as an alliance of convenience. At the same time, there is little loyalty to the practice and a latent danger of dismissals. The practice is thus exposed to several risks at the same time, a situation that could have been almost completely avoided through professional management.

A simple check of LMQS and TQS

GPs and specialists who would like to analyse and optimise this topic, but also all other action areas of their work, can use the Practice Management Comparison© for this purpose.