I tend to agree with all of the above, particularly with Lisa where the overall healthcare experience for our poorer populations tends to be sub-optimal. A mix of front end customer service cognizant of the socio-economic situation and back end follow up (checking in) with friendly reminders of follow up could/should cut down on the no show rate.
Someone once told me, when walking into a new leadership role, it’s critical to “make emotional deposits” in those first 30 to 60 days, because you will very soon need to debit those accounts. You want to make sure you have enough in the bank. This may mean engaging these individuals outside the auspices of the hospital environment. Perhaps there are educational seminars in the specialty (off site) where you could coral a few of the docs from the different groups together. Maybe create a steering committee with members of both sides, to create a strategy and find common ground?
Service lines are a bridges across a healthcare system; in our particular case, across acute sites with very different cultures. System strategy needs to be understood at the local level, but developed fro the top-down. It’s important to listen to local level concerns, but ultimately, these divisions are a part of a system, with the interests of the whole rather than (parts) the central focus.
I also agree with Bidur. A professional coach or some mandated leadership training while emphasizing that the organization greatly values the technical skill could be beneficial.
Its rare to find individuals who possess both the leadership skills and the tech skills organizations seek out. Overall it sounds like this individual lacks self-awareness–which means its up to her supervisor(s) to put her on notice.
Why not gain some buy in by engaging leadership from the 3 different companies, along with the board in developing (or revitalizing) your mission and vision statements? Re-calibrating goals for the organization through a group think exercise may create emotional (not to mention, political) buy in.
The exercise of engaging stakeholders in development of something “new” creates emotional capital.