Shifting physicians’ focus from “engagement” to “activation”

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Many physicians want to engage their patients more effectively. But digital methods – like reminders, form requests, and follow-up encouragements – can often feel impersonal. Messages go unread, appointments remain unconfirmed, and surveys are left incomplete, leaving both sides frustrated.

At the same time, an impending physician shortage has stifled more meaningful in-person interactions between patients and providers. As appointment times become tighter and doctors face increasing workplace burnout, building true connections with patients can often fall down physicians’ list of competing priorities.

So how can providers turn the tide on patient engagement? Here are several practical strategies:

Redefine what engagement means.

Many physician offices mistakenly treat engagement as a series of administrative tasks, like sending automated digital communications. However, true engagement goes far beyond these intermittent interactions. A genuinely engaged patient actively manages their health in clinical settings and through ongoing self-care. They understand their coverage, prioritize preventive measures, and build trusting relationships with their providers and health plans.

We shouldn’t seek just to make contact with patients – but rather “activate” them. This means shifting from passive participation, where patients simply follow instructions, to an active role where they make informed decisions and confidently manage their health.

Consider the myriad of recent research on the “patient activation measure” (PAM), a 13-item survey that assesses a patient’s knowledge, skills, and confidence in navigating their health care decisions. While many of the questions (i.e. “I know what each of my prescribed medications do” or “I have been able to maintain lifestyle changes, like eating right or exercising”) seem simple or straightforward, they can make a big impact: patients with the highest level of activation experienced 32% fewer visits to the emergency room than patients with the lowest level of activation. In essence, this research shows us that when patients take a proactive approach to their own health they are more likely to have positive outcomes.

Meet patients where they’re at.

It’s important to recognize that many patients face obstacles that prevent them from participating fully in their care. Social determinants of health needs, for example, can significantly impede a patient’s ability to follow up on care recommendations.

Consider the case of a patient who delays follow-ups because they can’t secure childcare, or the patient who avoids necessary tests because they can’t make rent that month – let alone front another medical bill. Others might not adhere to a diet their physician recommended because they don’t have a grocery store with fresh fruits and vegetables near them.

Patients facing these challenges are often misinterpreted as “uninterested,” when in reality, they simply need more support. Providers can help by connecting patients with local resources like food banks, shelters, or social workers that can alleviate some of these burdens and pave the way for greater engagement.

Establish trust.

Patients can often fail to disclose health care barriers because they don’t feel they have a strong, trusting relationship with their provider. Experiencing financial hardship or failing to properly understand medical instructions can seem embarrassing for patients – which is one reason why providers’ attempts to reach out are often met with silence. Providers can start by leading with empathy and compassion.

For providers who feel they don’t have the time to make deep, meaningful relationships with each and every patient, peer mentors can act as a supplement. Peer mentors offer support, companionship, and advice in between appointments – meaning physicians can focus their energy on more urgent priorities.

When these mentors are true “peers” who have navigated similar health challenges, their support can be especially validating. For example, navigating the healthcare system can often be confusing and lonely for patients with chronic conditions. A patient with diabetes or hypertension might find comfort and understanding in a mentor who has successfully managed the same condition, reinforcing that they are not alone.

Beyond peer mentors, other types of dedicated support workers play a critical role in bridging the gap between patients and their care teams. Resource navigators and intensive care coordinators—who are specifically trained to assess patient needs and connect them to tailored services—offer the time and attention that busy physicians and nurses often cannot. By working in tandem with physicians and nurse teams, they ensure that the trust they cultivate extends across the entire care system, ultimately improving patient outcomes and reducing gaps in care.

Ultimately, both patients and providers share a common goal: achieving better health outcomes through active, engaged care. By understanding patients’ unique needs and fostering trust through empathy and practical support, the healthcare experience can be improved for everyone involved.

Cindy Jordan is the CEO and co-founder of Pyx Health.