Author: Chitra Baskar 

Founder CEO of Red Wud Creations, an expert in hospital branding and digital marketing automation, offering comprehensive solutions for medical events. 

Introduction: 

Every hospital is unique, like every human being. I always say that a business is born like its founder, just as a child is born like its parents. Though each hospital owner and doctor is different, there are still some common mistakes they all tend to make.   

Let’s take a look at the six most common ones:

• Multi-tasking

You are NOT A SUPER HERO.  Though in my heart (secretly), I know that each doctor is a Super Hero, I don’t want you to play a Super Hero’s role.  We want you to rest, care for your family, and have fun.  

Let’s face it. Doctors tend to be highly intelligent and feel they can learn everything quickly with their rigorous work ethic. 

While this may be true, and you have put in gruelling efforts to finish your studies and practice so well all these years, it’s time to take a break and assign all the other activities of running a business to others.

• Lack of financial planning

Do not look at your monthly bills or salary payouts. Most hospital owners feel that they are making substantial salary payouts to their staff. And I know what your inside voice is saying—if not me, who else will worry about all of this?

The solution is easier than you think. Some business owners and even some hospital owners know magic formulas and transparent processes. So, instead of constantly worrying about it, you need to plan out and implement your process. Once you have established it, assign a couple of human resources to be accountable for that process.

Now, all you need to do is monitor those processes and ask the right questions to those you hold accountable to check if they are following them. This is also called CREATOR’s mentality and not a SURVIVOR’s mentality. You are getting into a CREATOR’s zone.  

• Ignoring feedback:  

Any feedback you receive, good or bad, is valuable. Consider all the sources of your feedback: your patients, staff, visitors, marketing team, vendors, and digital platforms.

Focus on this feedback, particularly the negative. See the negatives not as failures but as opportunities for growth. You’re not expected to be a superhero; just give these areas your attention. Take a moment to relax and process, then share this feedback with your staff at the next meeting. Remember, every piece of feedback deserves consideration—it’s part of your job. Ignoring it isn’t an option.

Equally critical is listening to feedback from your Marketing Department or a professional. Overlooking their insights can lead directly to a decline in your reputation and the success of your hospital.

• Lack of Branding:

What exactly is branding? Simply put, it’s the trust that people place in you or your brand. It’s a promise you extend to your target audience. How can you enhance your branding? By regularly engaging with the public, both offline and online.

• Lack of Proper Infrastructure:

This doesn’t mean you need to invest immediately in a prime location or cutting-edge technology. What’s crucial is being aware of where you stand today and understanding where your infrastructure needs to be in the coming years. Planning is essential. You need to be mindful of your future direction. Growth should be gradual, step by step, always moving forward with a clear direction.

Throughout my career, I’ve observed that doctors who systematically invested in their infrastructure experienced growth over time, whereas those without a plan saw little progress.

• Lack of an Enthusiastic Front Office:

Is your front office fully aware of your achievements? Do they know the story of your corporation, how it started, its growth trajectory, and why people hold you in high esteem? Are they able to communicate your brand’s greatness and promise effectively? Are they advocating for you, valuing your contributions?

Essentially, is your front office staff your star salesperson?

Your receptionists should be knowledgeable and enthusiastic, embodying the roles of a CEO, Nursing Superintendent, Billing In-charge, Guest Relations Manager, and, crucially, a Salesperson.

Is your reception managed by someone who encompasses all these qualities? It could be an individual or a team, but the essential factor is that they must be an all-rounder, combining these attributes with a high level of enthusiasm, which is vital for the front office. Take immediate action if your front office does not meet these criteria. Start the recruitment process explicitly targeting front office excellence. 

Conclusion

So, there you have it. Avoiding these common mistakes isn’t rocket science; it just needs a little attention and making the right choices at the right time. Here’s to not just keeping the lights on BUT making sure they shine bright enough for everyone to notice. Let’s get it right, one step at a time.