Do you sometimes feel that you’re not all pulling in the same direction? Ultimately, the whole team is supposed to be there to give every patient or client who walks in the door the 5 Star Care they are paying for. Somehow that generalized purpose “sounds” great, but in the day-to-day world of the practice,
Managing a practice is like driving a car. If you aren’t in the driver’s seat, who is driving it? You are also supposed to be the one selecting the direction. Even a GPS won’t help you get where you want to go if you haven’t put in the destination. As the practice owner, you must
Going 150 miles per hour as the practitioner, but can’t seem to get enough done outside of treating your patients? Do you ever feel frustrated by lack of time to manage the practice? Not getting where you want to go with the practice? Being the CEO of your practice as well as being a hands-on
Some healthcare professionals that I have met with over the last 24 years have protested using the word “sales” in relationship to the services they provide to their patients or clients. Instead, they use various euphemisms such as “treatment plan presentations.” Healthcare professionals often shun the idea of being a salesman because they associate the
Over the years I have seen some of the most brilliant ideas fail. The reason being that the planning to get the idea implemented was poor, incomplete or non-existent. Any idea or change should be planned out to ensure that it gets fully carried out. Once you have the idea or change, you must sit
Have you noticed that people are expecting more and better service for their money than ever before? And have you ever sat down with your team and worked out in detail how each aspect of your practice could give a little more or better service to your patients or clients? The practices or clinics that
Once upon a time, there was a Denturist who dreamed of owning his own practice one day where the phone rang consistently due to some magically productive marketing, heralding a sufficient inflow of new patients who would say “yes” to ideal dentures. These the Denturist would meticulously craft with his own bare hands (and the
Have you ever sat down and figured out how many hats you wear in your business? Many lab owners are still running around wearing a dizzying number of the following hats: business owner; telephone answerer; greeter of clients; finance manager; salesperson; lab technician; trouble shooter; janitor; supplies orderer; marketing manager; bookkeeper; gopher, snow shoveler, window
How would you like to be a patient in either of these practices: I walked into a practice recently and it was very nicely appointed. There were a couple of well-groomed receptionists sitting behind the front desk. I stood in the doorway for a moment, deciding whether to go in and ask for a business
you worry about what to do about the squeak in the cabinet door in your office when you are at home you require every decision your staff make, even on the smallest detail, be brought to you for approval you personally keep close track of your supplies like how many rubber gloves are being used
Ever worked with someone who, upon hearing a misfortune that you just experienced, reacted by saying, “You’ll get over it, move on.” Or, “Life sucks, nothing you can do about it.” Or, “Really! You DO have a lot bad things happen to you, don’t you?” You could say that this person has “no heart.” Clearly,
A practice building resource that is often not fully tapped is the patients who have received some service, such as a repair or a reline or a denture more than 8 years ago, but who have not been on regular service since. If the patient is not in the practice and is overdue for a
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