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| The Power Of We: Succeeding Through Partnerships by Jonathan M. Tisch with Karl Weber, 2004, John Wiley & Sons, Hoboken, N.J., 260 pp. $24.95 |
This book may seem like a strange choice for review in a neurosurgical publication, but after reading it I was convinced that the message is for neurosurgeons. Jonathan Tisch is the third generation of a business empire family and chief executive officer of Loews Hotels. Success in business, according to this book, is achieved through creative partnerships.
The partnerships described in this book are those with employees, customers, other businesses, government and owners. Obviously the same partners are not applicable for neurosurgeons but the connection with the six corresponding categories of employees, partners, communities, other physicians, government and hospitals is easily understood.
Tisch’s chapter on employees is entitled “The Employee Comes First.” If this principle were applied to neurosurgical practice, doctors would experience a dramatic decrease in employee turnover and would greatly improve the atmosphere in their offices.
I think the crucial message of this book has to do with our partnerships with our patients. Measuring customer satisfaction is essential and then responding by making appropriate changes is necessary. Being responsive to patients is a trait which may not characterize all neurosurgeons’ offices.
Tisch suggests that partnership with your community means a shared commitment to the long-term social and economic health of the area and its people. He’s not talking about putting on a tux and attending a benefit each year. He means really getting involved and rolling up your sleeves. He means giving to the community by volunteering and serving on boards.
Partnering with other businesses (other physicians) benefits everyone. This can be done on a one-on-one basis or through organizations. Adding the efforts of two businesses often has a multiplying effect. Cooperation leads to collaboration.
Partnering with government may seem contrary to your instincts but government involvement in business and particularly in the healthcare business is here to stay. We have a huge task in educating those involved in government. Legislators understand little about healthcare and practically nothing about the business of healthcare.
I have chosen to substitute hospitals for owners in making this book practical for neurosurgeons. Obviously we own our businesses so the analogy is imperfect. Yet partnering with hospitals is one of the most essential and profitable ventures, although it requires time and energy on a daily, weekly and yearly basis. Neurosurgery is a profitable part of a hospital’s business. Neurosurgeons must make certain that both sides of this partnership benefit.
A good portion of this book is self-serving and gratuitous, but the main message is worthwhile. Every neurosurgery resident ought to read this book before going into practice.
Gary Vander Ark, MD, is director of the Neurosurgery Residency Program at the University of Colorado and past president of the Colorado Medical Society. He is the 2001 recipient of the AANS Humanitarian Award.