Is there hope for hospital marketing leadership?
A broad question which is really more than just a simple yes or no. And I for one, really don't know if an answer is possible due to the complexity of the question. Here's why......
A couple of weeks ago, I had an interesting conversation with the CEO of a hospital regarding a Vice President of Marketing position, or was it Director? They hadn't quit made up their minds and advertised it as Vice President while their web site indicated Vice President/Director, the HR person said Director while the CEO never committed. Just a few red flags.
Another red flag was that the hospital set-up the interview for a specific time and they would call. The day came and yes they called.... 10 minutes late. No apology, no explanation, no initial courtesy to extend any kind of acknowledgement that my time was as equally as valuable as theirs.
The CEO and the Director of HR on one end of the phone and me on the other. The HR person never said a word the entire time. The CEO did all the talking. Another red flag.
We covered the usual questions. He really had not read my resume or application like he stated he did. When referencing some of the resume, he was a surprised oh really.... another red flag.
Then came the clincher. What do you do best Michael? Is it research? Design ads? Write copy? What do you.. do best?
My answer was marketing strategy and leadership. Well, it sure became quite. A buzz kill if there ever was one. That was not what the CEO was looking for. I explained that tactics are easy, strategy is hard. Marketing strategy is a coming together of critical key organizational leadership - senior management; Board of Directors; and physicians. Marketing strategy is built upon the business plan, financial plan and strategic plan of the hospital. Marketing leadership motivates, inspires excellence, rewards individual accomplishment, builds teams, doesn't care who gets the credit and grows the entire organization, not just a department. Marketing sits at the leadership table.
The concepts were foreign. Marketing to this CEO was ads, copy and stuff. Not leadership, not direction, just him telling you what to do and when to do it. Marketing does not sit at his leadership table.
By this time, I had lost any interest in the position.
Unfortunately, this type of story is replayed day-in and day-out around the country. Marketing does not sit at the senior leadership table. Marketing is seen as stuff. Marketing is not integrated into the culture and values of the organization. Hospitals, even after the advent of DRGs in 1983, still don't get marketing.
And I have been on both sides- for-profit healthcare GPO, international, medical device and pharmaceuticals and not-for-profit hospitals, integrated multi-state, multi-hospital health systems and nursing homes with some very important learning's.
Being in the for-profit world now, marketing strategy, leadership and execution is everything, not just "stuff".
Marketing leadership and strategy in the hospital segment of the healthcare industry is in deep trouble. A lot of that is due to the ego driven persona's of senior management, insular cultures divorced from the real-world and organizational arrogance because they are a "not-for-profit" "doing good things" so that means they can do whatever they want, as well as blame everyone else for the state-of-the-industry. It is also complicated by a lack of marketing knowledge. As the old saying goes, "you don't know what you don't know".
And with healthcare reform on the horizon, marketing leadership, strategy and execution will be needed more than ever.
Look around, for-profit companies are already at the fringes of the hospital world and making headway all of the time. Walgreens, CVS, Walmart and others play for keeps. The recognize a need, build a program and execute. They are not going away like some of my colleagues have expressed. They have plans laid for areas and stand to benefit from them financially while improving care and customer service at you and your physician's expense. Retail clinics, infusion centers, home health care is just the beginning.
Your future is not as bright as you may think it is. Time to get your marketing strategy and leadership act together. Your future depends on it.
Healthcare Marketing Leadership
8:38 AM
Marketing Leadership Healthcare.
A short while ago, a very good friend of mine who is the Chief Marketing Officer for an international company was interviewed by The Sterling Report for CMO Spotlight. Ed gave a great interview on marketing leadership. It did give me pause to think about what marketing leadership should be in healthcare. As a service to my readers, here is the link to the article:
The Sterling Report
CMO Spotlight: Interview with Edward Vesely
http://www.sterlinghoffman.com/newsletter/archives/sep09.html
http://www.sterlinghoffman.com/newsletter/articles/article509.html
Though there are many great examples of healthcare meaning hospital, health system and physician marketing across the country, it seems that these are far and few in-between. This is a shame really because of all the talented marketers that are in the industry. More often than not, we let well meaning individuals who in the end have not formal training or clear understanding of marketing to hold sway over the direction.
Now let me be perfectly clear so there is no misunderstanding, I do understand the sway that CEOs, docs and VPs hold over marketing. At the end of the day, he or she that signs the check wins, right or wrong. And there is way too much of that in healthcare marketing. Been there, done that, bought the tee-shirt.
So how do you exercise marketing leadership in that kind of environment? It takes a willingness to be brave. To exercise leadership. Not in the sense of throwing yourself into the fire, but by understanding the needs, politics and marketing understanding of the key decision makers.
Here are some questions for your consideration and thoughtful reflection:
As healthcare marketers we need to look in the mirror and ask have I done everything possible to create an understanding of marketing?
Have I ensured that the marketing plan is in full alignment with the strategic and business plan of the organization?
When I suggest a strategy or tactic have I communicated as best one can what the return on investment is?
Do in engage leadership in a discussion of the why of a strategy?
Have I been thinking strategically and not confusing tactics with strategy?
Have I reached out to key leaders and department heads when building the annual marketing plan for their input?
Do I understand the goals and objectives of key departments?
Have I been visible in the organization as the “go-to” marketing expert?
Have I allowed myself to be an order taker producing lots of “stuff”?
Am I the organizational brand champion?
Am I willing to change and exercise leadership?
Am I willing to try new methods, learn about new marketing developments and tools as well as as apply them?
Am I willing to stop doing things the same old way with the same old result?
Does your organization respect what you do?
The list can go on of course, but you get the idea. In a world of immediate gratification, lack of focus and favor of the day, a marketing executive’s tenure has dropped from 3 years to 12 to 18 months. With such a short time horizon, you might as well lead and know no matter what the outcome is you gave it your best effort. Otherwise it’s a disservice to you, the company and those that depend on you for leadership.
The Sterling Report
CMO Spotlight: Interview with Edward Vesely
http://www.sterlinghoffman.com/newsletter/archives/sep09.html
http://www.sterlinghoffman.com/newsletter/articles/article509.html
Though there are many great examples of healthcare meaning hospital, health system and physician marketing across the country, it seems that these are far and few in-between. This is a shame really because of all the talented marketers that are in the industry. More often than not, we let well meaning individuals who in the end have not formal training or clear understanding of marketing to hold sway over the direction.
Now let me be perfectly clear so there is no misunderstanding, I do understand the sway that CEOs, docs and VPs hold over marketing. At the end of the day, he or she that signs the check wins, right or wrong. And there is way too much of that in healthcare marketing. Been there, done that, bought the tee-shirt.
So how do you exercise marketing leadership in that kind of environment? It takes a willingness to be brave. To exercise leadership. Not in the sense of throwing yourself into the fire, but by understanding the needs, politics and marketing understanding of the key decision makers.
Here are some questions for your consideration and thoughtful reflection:
As healthcare marketers we need to look in the mirror and ask have I done everything possible to create an understanding of marketing?
Have I ensured that the marketing plan is in full alignment with the strategic and business plan of the organization?
When I suggest a strategy or tactic have I communicated as best one can what the return on investment is?
Do in engage leadership in a discussion of the why of a strategy?
Have I been thinking strategically and not confusing tactics with strategy?
Have I reached out to key leaders and department heads when building the annual marketing plan for their input?
Do I understand the goals and objectives of key departments?
Have I been visible in the organization as the “go-to” marketing expert?
Have I allowed myself to be an order taker producing lots of “stuff”?
Am I the organizational brand champion?
Am I willing to change and exercise leadership?
Am I willing to try new methods, learn about new marketing developments and tools as well as as apply them?
Am I willing to stop doing things the same old way with the same old result?
Does your organization respect what you do?
The list can go on of course, but you get the idea. In a world of immediate gratification, lack of focus and favor of the day, a marketing executive’s tenure has dropped from 3 years to 12 to 18 months. With such a short time horizon, you might as well lead and know no matter what the outcome is you gave it your best effort. Otherwise it’s a disservice to you, the company and those that depend on you for leadership.
America's Healthy Future Act 2009
The following link will take you to the 223 page proposed U.S. Senate Finance Committee healthcare reform bill released today entitled America's Healthy Future Act 2009. This will be introduced to the Senate Finance Committee on September 22, 2009.
Happy reading it if you really care about what is going on.
http://finance.senate.gov/sitepages/leg/LEG%202009/091609%20Americas_Healthy_Future_Act.pdf
Happy reading it if you really care about what is going on.
http://finance.senate.gov/sitepages/leg/LEG%202009/091609%20Americas_Healthy_Future_Act.pdf
