Just as with staff, there are probably 50 shades of grey between “super awesome boss” and “replace please.” I was going to call this article “Good Staff, Bad Staff” but in thinking my way through it, I realized that it is the executive (owner) of the practice who is going to set the bar on
As a practice owner and healthcare professional, have you ever caught yourself thinking (or saying) any of the following: Most marketing doesn’t work This patient or client won’t go ahead with what I am presenting My staff are not on board with me/against me My practice numbers are declining because of a recession, or the
Have you ever had a day where it was non-stop multi-tasking? Staff interrupting you while you’re trying to write up some charts, while handling supplier phone calls, while trying to read resumes to decide which one to hire, while checking your Blackberry or iPhone for emails and texts, all the while wondering why so many
A new patient enters your practice and sits in your dental chair and hands you their dentures. This, however, is not the start of the sales process – that started before they even got to your practice. The beginning of the whole process is the method by which the new patient found you and chose
Interested in increasing the flow of new patients or clients into your practice? If yes, you are not alone as about 95% of healthcare practices still have room to grow. Even if you are fully booked, there is always a need for new clientele because of natural attrition due to people moving on and passing
When working to help expand a practice, our consultants frequently find that the staff and the owner are going in different directions because they have not sat down and created a mission statement. This is important whether there is one staff member or 20. What is a Mission Statement? To be effective, a mission statement
A recent poll on the internet asking: What is the single biggest factor limiting practice success? The choices were: (1) clinical skills, (2) location, or (3) practice management? Answer: 8% “clinical”, 25% “location” and 50% “practice management”, and 13% “other factors”. The three aspects could be likened to a three legged stool, where if you
As a practice owner, many have felt that there are days when they have thoroughly mucked up something and should fire themselves. It’s that or fire everyone else in the practice. Are either of these solutions rational? Probably not but what, then, is the answer? No Management Training? First of all, if you have been
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
If you are not a “born leader,” take heart. Most real true leaders are created in the crucible of life, or else by mentoring, or by actual training. However we get there, we all need to be leaders in our own endeavors if we are to be successful. Whether you own a practice with no
