Chances are that your practice exists for the purposes of delivering ideal care to your patients, right? If that is done well and in quantity, staff get paid, the rent or mortgage get covered, the loans and expenses connected with the practice get paid, and, if you are really, really good … even you as
If I had a nickel for every practice owner who had staffing issues, I’d be rich! It’s the age old question of: Who is the source of staffing issues, the owner or the staff? As the practice owner you’d like to think it is the staff and the staff would like to think it’s you!
One of the staff at your office is demanding you do part of her or his job without pay or credit. What do you say to them? A patient rips your face off when you presented the bill to him? How do you handle it? Your father constantly criticizes your work and tells you what
9 Practical Tips 1. Disagree: Many so-called “experts” would like to convince you that things are “all bad.” You have two choices, you can agree and go into apathy about doing well at this time, or you can disagree and flourish and prosper. 2. Ignore the bad news: When people read or hear bad news
This is a famous line out of a great movie “Cool Hand Luke,” and while it was said in a bit of a threatening way in the movie, it has always stuck with me as a truism in almost any management difficulty I have encountered. Here are some of the symptoms of a failure to
Over 25 years of analyzing more than 5,000 individual practices, I have heard many times that “the reason my numbers are down is because of the RECESSION.” Many times! Even in affluent economic climates! Many practice owners whose stats are down have phoned around to other practitioners in their area to see if they too
If one doesn’t know where the goals posts are in a soccer game, and one doesn’t know that it’s their job to kick the ball in there to win the game, one probably won’t remain long on that team. A play book, a coach and lots of training will often straighten that team member out
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