Your shop needs to be a strong cohesive entity, with as little separation as possible between the medical and clerical staff. The most successful corporations practice the rule that employees will live up to your expectations or down to them. If you expect a daily atmosphere of excellence in your day-to day operations, and you participate in trying to attain this status, you will achieve exactly that.
Unfortunately, too many practices are structured where the physician operates on one plane and the employees may as well be functioning in a foreign country ! Consequently, employees are not challenged, they never practice their problem solving skills; their day becomes one boring set of routines. Eventually, the practice transmits a "who cares" attitude that is quickly passed on to any new employee who joins the staff. Patients become aware that the practice operates on a drudgery bandwagon and will leave the office with a negative impression that they will only be too happy to share with family and friends.
If this scenario is at all familiar to your practice, you had better make some changes and make them fast. The attitude of your staff and the feelings that they send the patient's way is often the first clear sign that your practice is in deep trouble. If your staff is not engaged or challenged and have not been geared to prioritize your expectations, if indeed they don't even have an idea of what your expectations are, you will soon begin to wonder where all your patients went.
Face the fact that every employee in the world would like his or her day to be as simple as possible. Without a vested interest or a clear set of goals, you can expect that your staff will actively pursue "doing nothing" whenever possible. Certainly, six appointments are easier than ten. Leaving the office early is preferable to working late. If no one notices, why knock yourself out!
You will not have a successful growing practice if the only area you cover each day is the distance between your office and the exam rooms. You staff should expect that you are going to know each one of their functions and that means the functions for every department. Ask intelligent questions. Solicit opinions in order to promote positive change and remember that these people are showing up every day For YOU... and that they have the power to make or break your organization. Consider them your colleagues, not just your staff. Provide positive feedback for a job well done, expect only the best and reward such behavior appropriately. Create a team mentality and don't be afraid to challenge anyone who is not actively working to be an essential part of your team.
Every practice needs a "go to" person, aside from the physician, to handle the dozens of decisions that need to be made on a daily basis. The administrator or office manager can save the physician hours of valuable time and help assure practice organization and growth. In many practices, the office manager functions as both patient and employee advocate and their influence on the practice reputation can be formidable. The very best administrators know every function in your practice. They often have a past history in a front office or billing setting and should be able to function in any of the clerical or administrative positions with skill and ease.
Managers are responsible for providing the employees with all the necessary tools and training to assure they have the greatest chance for success in their assigned roles. Their own role requires visibility and accessibility to patients and staff. One of the most familiar employee gripes is often " I was not trained properly," so your managers must devote the time and attention it takes to make the staff an expert in their job function. It is a great idea to have the employee sign off after each training session and to test the employee on their newly learned skills during the training process.
When choosing an administrator for your practice you will want to find an individual with the ability to motivate others and to understand the mission of your practice. Provide them with the ability to make decisions and make it clear to your staff exactly where the managers role fits into your chain of command. If you want your managers to succeed, the staff must know that their decisions meet with your approval and that you are ready to back them up.
A weekly meeting should be scheduled with your management staff, where you review the progress and problems that have cropped up in any department. Request suggestions, reward problem solving skills, and make it clear that the management staff must interact with employees with mutual respect and consideration and that this is a mandatory requirement for continued employment.
Physicians often seek management staff with advanced degrees in health care administration or nursing. This works if the individual has prior knowledge of the inner workings of a medical practice and the experience to supervise various departments. Often this is not the case, and unfortunately for these practices, an individual armed with only their degrees can become overwhelmed by the daily tasks that are an integral part of medical management. You need to make a careful evaluation of any office manager candidate because you will be entrusting them with the care and growth of your practice. Consider promoting a staff member that has shown dedication and problem solving skills as part of their daily routine. In so many cases, these employees are already aware of the problems in your arena and may have unvoiced opinions on how to solve them. Don't be afraid to give a great employee a chance to grow into a management position, especially if you are willing to provide them with the guidance they will need to succeed.
Tomorrow: Building A Team Mentality
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