Yet physicians arrive late, do not return telephone calls, and engage in other behaviors that demonstrate to staff that the walk doesn't match the talk. Practicing what one preaches and demonstrating consistent, predictable behavior builds trust in followers and encourages them to follow the leader. If a practice has chosen to go in a direction that has some risk and inherent stress and physician leaders don't handle the stress well, neither will the staff. The leader's behavior gains him or her respect, defines personal integrity, and motivates others to follow and produce for the leader and the organization. Physician leaders must demonstrate consistent, appropriate behaviors no matter what the organization's demands.
Physician leaders define the culture of their organization.
Because of the close working relationships that physicians have with allied medical staff, some physicians, as perceived by some followers, play favorites. Physician leaders must maintain an appropriate distance with staffnever too close, yet never too far away. Trust implies accountability, predictability, and reliability. We trust people who are predictable, whose positions are known and clear. To willingly accept the direction of another individual, trust must exist and it must feel good to follow.