How to Navigate Financial Challenges in Your Primary Care Network (PCN)

In THC, we provide resources to primary care leaders who are sailing for complex challenges in the current health landscape.

This blog is for you if you have experienced challenges and conflicts when it comes to your PCN finances. Keep in mind that you are not alone.

PCN leaders throughout the country face the same struggles: tense meetings on funds, frustration on setback contributions and gradual erosion of confidence between practices.

In this blog, you will find a series of facilitation questions to support it.

1. The financial challenge you face

Despite investing countless hours, navigating complex relationships and building something valuable with its PCN, tensions around money threaten the finders of your network, and may be experiencing:

• Tense moments in network meetings when funds arise

• Frustration as some practices contribute more than others

• Erosion of trust among the partners who once worked without problemsKidney

• The same conversations about and again

It is likely that you have already tried several approaches:

• Creation of new spreadsheets and assignment formulas

• Drafting agreements and mous

• Have Corridor informal conversations

• Maybe even avoiding the topic completely

But the tension persists because these surface level solutions do not address the deepest problems with which you are really dealing with.

In our experience, sometimes, personal feelings and principles can avoid commitment. As a PCN leader, his role is the consensus of facilitation, not imposing his way. Finding the midpoint is essential: creating a space to give and take, where practices can fulfill half despite the differences.

Before reviewing the conflict, ask yourself:

1. What conversations are being avoided?

2. What behaviors undermine collaboration?

3. What patterns are you reinforcing?

4. What historical tensions still influence your dynamic?

5. How could different practices have different experiences?

6. What are you afraid to address your network?

Networks that usually navigate the thesis challenges typically:

• Create a space for an honest dialogue. Consider an external facilitator for difficult conversations.

• Make explicit expectations. Clarify what “fair contribution” means, how it is measured and what are your non -negotiable.

• Connect with the origins and the purpose of your network. Reflect on whether your original vision is still shared.

• Direct power dynamics. Recognize how decisions are made, whose voices are heard and where the responsibility is.

Facing reality is essential for progress:

• Some networks are not built in solid terrain. It is possible that they have formed compliance, not a genuine collaboration.

• Trust and capital problems work deeply. Complaints and imbalances of long -standing power can make collaboration feel impossible.

• Avoiding conflict only delays the inevitable. Difficult conversations about finance and expectations are often postponed, allowing tensions to beattled.

• Sometimes, networks fall separate. Despite the best efforts, some PCNs cannot find common land and must face the painful process of breaking. While it is incredible, hard, sometimes it can be the best or unique way to follow.

• Leadership means making difficult decisions. His work is to guide his network through discomfort, even if that means facing criticism or making unpopular decisions.

When facing the thesis in front, unlock your potential to grow as a leader and build a more resistant network.

The solution is not just a better assignment formula, it is addressing the underlying relational and governance problems in front:

1. Name difficult problems without guilt

2. Create psychological security for honest dialogue

3. Establish clear expectations and responsibility

4. Recognize all forms of contribution

5. Identify areas for commitment

6. Grant in strengths, not only in trouble

His success as a PCN leader comes from enabling consensus and the midpoint, not imposing his vision.

Use these facilitation questions to open dialogue and discover solutions:

1. What would financial success be in 12 months?

2. If we start again, how would we design our arrangements?

3. What concerns could people doubt to raise?

4. What shared results are more important?

5. What little step could generate financial trust?

6. How will we be responsible and what is the consequence if we do not?

These questions can change the conversations of the confrontation to collaboration.

Would you like to receive?

• Exclusive practical resources twice a month?

• Step by step guide?

• Support to help you calculate Your PCN salaries?

• Access to master classes and question and answers sessions?

• 1-2-1 Coaching with Tara Humphrey: The creator of the member club?

If so, we are delighted to share our members of the 12 -month Primary Care Network with you, and you can access three additional members of your PCN team.