Who needs to worry about marketing and branding? You do. The reality is that we form opinions about people every day, whether or not we think we're being judgmental and regardless if we know someone personally. You are forming an opinion about me right now as you read this post. My reputation has been built over the past two decades in the ultrasound market. I may think I have a good reputation but — here's the kicker — what I think doesn't matter. It's how I'm perceived and what others think of me that truly forms my reputation.

Part 1 of a 3 part series

Who needs to worry about marketing and branding? You do. The reality is that we form opinions about people every day, whether or not we think we're being judgmental and regardless if we know someone personally. You are forming an opinion about me right now as you read this post. My reputation has been built over the past two decades in the ultrasound market. I may think I have a good reputation but — here's the kicker — what I think doesn't matter. It's how I'm perceived and what others think of me that truly forms my reputation.

A reputation is built over time and can be good or bad, but most importantly, it can be controlled. Whether you are a physician looking to join a new practice or you are planning to start your own group, a perceived reputation is a driving force in the outcome. Let's look at that a little closer

If you are considering joining a new group there is a reason for the change. Maybe you have been given reduced hours or extra call, maybe the practice is losing business to the competition. Whatever it is, you no longer want to be associated with that organization.

Ideally as you begin the search you take stock in what's important to you. A better work/life balance? A practice that has cutting edge technology with a web-based teleradiology app? One that fosters a philanthropic environment? Your selection will be based on that group's reputation.

If you are planning to open your own practice you should think about the type of colleagues you want to attract, partnerships you want to develop with hospitals and what you want your group to be known for. By intentionally putting effort into your reputation you attract opportunities and people to you

If you take a cookie-cutter franchise approach, you will hire staff who clock in and out and don't think outside the box, but how will that serve the growth of your practice? If you start a progressive practice with key differentiators from your competition you will strategically set yourself up for growth and success in your community.

What opinion do others have about you today? Are you brave enough to solicit feedback from colleagues or can you honestly take stock in adjectives that accurately reflect who you are? The best way to really know what your reputation is, would be to solicit feedback. Again, it is how you are perceived, not what you think, that is important. Positive and negative feedback are welcome; it allows you to embrace the good qualities and gives you the ability to evolve a negative attribute into a positive one, changing the outcome. As an example, you may think you are being efficient and direct when asking someone to do a task. However, that person may see you as rude and inconsiderate, which does not foster a good working relationship. If you want to be more effective in getting that person to assist you, you need to change your approach.

As an exercise this week, ask three or more people who you respect, and who trust and respect you, for their opinion of you. Encourage positive and negative feedback but make them feel safe with their answers i.e. if you are asking a subordinate, she needs to know you are sincere and that her job is not at risk. Next week we will look at taking inventory of your reputation and how to maintain it or shape it into what you want.

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