Some Thoughts to Ponder

With the dynamic nature of today’s health care environment, decisions need to be made faster.  Successful practices are confronted with a large number of decisions on a daily basis.  If not dealt with in a timely fashion, a backlog is created, resulting in frustrated staff and an inefficient office.  Decisions are made quicker and more effectively by empowering your staff to deal with what’s on the plate.  Today’s consumer does not want to hear that an employee needs to speak with their supervisor before a decision is made on an issue.  Too often we do not empower our staff out of concern that a mistake will be made or that they will fail.  Rest assured that if your staff is not failing, then there’s no growth or positive change being made within your practice.

Results are best achieved by setting goals.  It’s difficult to hit a target if one does not know where to aim.  The focus on results makes performing tasks that much easier.  “Tasks” sounds too much like work, which we often procrastinate to avoid.  Focusing on the goal and appreciating what it will bring results in the task being part of the process of success.  An example is working to build gatekeeper referrals by setting up a meeting to discuss your practice.  Rather than dwelling on the time and energy of this process, look at the increase to your bottom line with another ten referrals a week.  The task at hand is short and the return is an annuity for your practice.

Holding yourself accountable for actions taken within your practice(s) results in respect from staff.  When confronted with problems or issues with an employee, one’s tendency is often to point blame.  In our practice we have learned that quality management does not blame our staff for poor production.  Instead we look at the system to see how the system is failing the employees.  A simple illustration of this is complaining to your receptionist that the phone typically rings eight times before it’s picked up in your four-doctor and ten-room office.  As the only employee who answers the phone and makes appointments she was set up for failure.  We continue to be amazed that when we take a step back from an employee issue we usually find it’s our lack of support and effective listening that has caused the problem.  As the leader of our office, our personality is adopted by the staff.  We determine the environment within our office through being responsible and accountable, two key traits of a good leader.

Patients have a keen sense of your commitment to your profession and staff.  Beyond patients’ basic expectation of having their foot problem resolved, what makes your practice unique is your commitment to the community within and outside the office.  Patients enjoy supporting businesses (and yes, we are a business) that deliver the message they care about others and practice the old adage that “the best service is service to humanity”.  The more our practice gives, whether it is volunteering time or through donations, the better we feel.  This good feeling is then sensed by patients, who feel that they’re part of a winning team.  A commitment to podiatry through mentoring students, residents and new practitioners is one of the most rewarding feelings.  Our staff also thoroughly enjoys helping and guiding these young physicians.  Employees are more committed to a practice that cares and will mirror its values.