The 3rd Principle of the Four Agreements: Are Assumptions Sabotaging Your Behavioral Health Business Development Performance?

In the complex world of behavioral health business development, where our primary mission is to facilitate access to treatment for individuals in need, assumptions can be insidious pitfalls. These assumptions can come from internal team members and external, us as Business Development/Outreach professionals. For this blog, we are going to focus on the implications of assumptions we make toward three distinct groups: our team (comprising admissions, clinical, and case management), other treatment partners, and leadership.

 In a later blog, I will discuss the assumptions others in the industry make of us and how these assumptions can burden the process for client access and collaborative partnerships.  Today, we'll delve into how our assumptions can profoundly impact working relationships with our internal teams, impact our performance, and, most importantly, stand as barriers to individuals seeking treatment.

PRINCIPLE #3: FOUR AGREEMENTS: DON’T MAKE ASSUMPTIONS

Assumptions, at their core, are derived from false truths. They are the imaginative stories we create based on incomplete information, driven by our innate urge to fill gaps in our understanding. These narratives can seem genuine because our minds work diligently to validate them. These assumptions gain credibility because of our fear of not knowing everything or our FOMO (Fear of Missing Out). This fear breeds insecurity and scarcity, compelling us to embrace our assumptions rather than seek the truth through inquiry and curiosity.

 Now that we've explored the essence of assumptions, let's dive into how this thinking pattern directly influences the work we do as Business Development Professionals, who play a crucial role in connecting individuals with the appropriate treatment and providing relief to their families.

ASSUMPTIONS WITHIN OUR TEAM

Our team comprises admissions, clinical, and case management professionals—our intended partners in the journey of helping clients access treatment. When we assume that admissions personnel are obstructing client admissions due to reluctance or that clinical staff are avoiding complex cases, we inadvertently amplify barriers to effective partnership. Consider a scenario where you introduce a promising new referral partner to case management, only to receive a dismissive response: "I don't have time for this, and it's not your place." This assumption presumes that they do not value your contributions, reject the partnership, or fail to comprehend its long-term benefits for clients.

 While some assumptions may occasionally contain a kernel of truth, it is important to fully understand the perspectives of our internal teams. Building relationships and positioning ourselves as resources can dispel these assumptions. Even if geographical distances pose challenges, technology today empowers us to engage with our teams, empathize with their challenges, and extend our support.

 On any given day admissions teams are tirelessly addressing crises, case management is dealing with resistant clients, and clinical specialists are navigating unpredictable scenarios. Understanding their struggles and demonstrating how we can be assets fosters genuine partnerships.

NAVIGATING ASSUMPTIONS

Assumptions are an intrinsic part of human thinking, often guiding our daily efforts to meet performance metrics. However, what if we dared to pause, seek clarity, and genuinely understand our internal teams? By building bridges that facilitate resource sharing and mutual comprehension of pain points, we can create a more seamless process, reduce burnout, and cultivate a culture of support.

 The third agreement in Don Miguel Ruiz's book, "The Four Agreements," encourages us to ask questions and actively listen. When we do so, we suspend judgment, refrain from personalizing issues, (as we learned from Principle #2, Don’t Things Personally) and uphold the value of our word, (Principle #1, Be Impeccable with. Your Word). In subsequent blogs, we will delve deeper into how assumptions affect other groups.

YOUR CHALLENGE

For now, consider this a challenge: as you interact with your team this week, ask them about their well-being, inquire about their challenges, and offer support. It's a small effort that can make a difference in building effective partnerships and, most importantly, serve to help individuals access the treatment they require.

 In the intricate web of behavioral health business development, understanding and addressing assumptions can be the key to unraveling the barriers to effective partnerships and, ultimately, to transforming lives.