Consulting is much more than merely bringing your expertise to a practice and expecting it to fly. Despite their best efforts, many consultants hired to turn around a failing practice find that they have not or cannot make a significant difference and their entry and exit is often a short and painful process. In my years in the medical arena, I have seen a number of consultants who barely had time to sign their contracts before they were hastily dismissed. Physicians who seem thrilled at the idea of having an individual or firm come in to analyze and make changes to their practice can easily become overwhelmed long before change implementation becomes a reality. Needless to say, this is a huge disappointment to the consultants who have probably spent countless hours preparing for a new challenge only to see themselves curbside without really knowing why.
Several key factors can alleviate this situation. They are simple and logical and will help assure that your consulting experience is satisfying and financially rewarding.
1. It is an absolute necessity for the physician who heads your consulting practice to inform their staff of your arrival well in advance. The physician may hold an office meeting where you are introduced or you may prepare a memo to the staff advising them of your arrival and intended goals. Your goals should always address the initiative to create a team environment of success and to assure the staff that you are looking for ways to enhance their job descriptions, not to eliminate jobs. If you are speaking to the staff in a meeting, you may want to address how you have made a difference in other practices and that your recommendations are open to suggestion and feedback.
2. Read and understand the temperature of the room- A uniform standard of excellence does not mean that every practice functions the same. Throughout their tenure, a physician and his staff have developed a comfort level with their style of medicine and their team approach. Unfortunately, too often consultants arm themselves with what they consider the keys to success, but never unlock the personalities or goals and desires of the staff. Don't be too quick to judge the day to day operations of the individuals in the practice until you have a complete understanding of their routines. Often, what you may consider the failure to accomplish set goals is due to a needy and demanding physician who sidetracks his or her staff, rather than an employee who is lacking in necessary success skills.
3. Avoid the gangbuster mentality - DO NOT under any circumstances alienate the staff. Suggested changes to protocol or policy should not merely be promoted, but rather the reasons that these changes will positively affect the practice must be carefully explained, over and over again, if necessary until the staff realizes that you are acting in their best interest. I try to explain to staff that changes that will increase or insure a steady practice revenue is the key to their moving forward as well. You must work to instill the idea that the personal goals of the staff will only be realized if the practice enjoys success.
4. Roll up your sleeves and dig in - Talking about doing- and actually doing are two very different things. You should be willing and able to perform any task changes that you propose. You will be viewed in an entirely different light when you actually answer a phone or make an appointment. Becoming part of the team, rather than merely running the team is a sure way to enhance your image and to reinforce the positive changes you are brining to the workplace.
5. Rigidity is never an asset - Be willing to compromise your goals and proposals so that they adapt to the work flow of each individual practice. You may want to see confirmation calls made at a certain time of day and may have excellent reasons for your proposals. However, if this cannot work in a certain setting, you must acknowledge other ways to accomplish the same result.
6. Never alienate a Patient - I have seen consultants meet with patients that have an outstanding balance and all but demand ransom of their firstborn. Needless to say, these consultants were shown the door almost immediately after this little show. Do not assume that insuring collection from every patient is the goal of the practice and by all means always treat each patient with courtesy and respect. Check with the physician or office manager before attempting to meet with any patient.
7. First organize - An office that looks and feels messy will never be organized. Your first priority is to create a workplace that is neat and clean. I always recommend ways to remove clutter and help make individual work space an easier and more enjoyable place to accomplish daily routines. Simple measures such as bins and trays are inexpensive and the staff truly appreciates any small tokens that help them feel that their workplace is one where important things happen.
8. Analyze the daily routine of the physician - Sometimes you come to realize that the physician is the main reason that the practice is failing to thrive. This is a difficult situation to address, but it still remains your responsibility if your are going to succeed in your consulting goals. You would be wise to create a written outline addressing how the physician might make improvements - I mean suggesting - delicately. In many cases, your feedback will be greatly appreciated. In others, not so much a lot! Either way, you will be able to rest assured that you have accomplished your goals, even if change is not possible.
Several key factors can alleviate this situation. They are simple and logical and will help assure that your consulting experience is satisfying and financially rewarding.
1. It is an absolute necessity for the physician who heads your consulting practice to inform their staff of your arrival well in advance. The physician may hold an office meeting where you are introduced or you may prepare a memo to the staff advising them of your arrival and intended goals. Your goals should always address the initiative to create a team environment of success and to assure the staff that you are looking for ways to enhance their job descriptions, not to eliminate jobs. If you are speaking to the staff in a meeting, you may want to address how you have made a difference in other practices and that your recommendations are open to suggestion and feedback.
2. Read and understand the temperature of the room- A uniform standard of excellence does not mean that every practice functions the same. Throughout their tenure, a physician and his staff have developed a comfort level with their style of medicine and their team approach. Unfortunately, too often consultants arm themselves with what they consider the keys to success, but never unlock the personalities or goals and desires of the staff. Don't be too quick to judge the day to day operations of the individuals in the practice until you have a complete understanding of their routines. Often, what you may consider the failure to accomplish set goals is due to a needy and demanding physician who sidetracks his or her staff, rather than an employee who is lacking in necessary success skills.
3. Avoid the gangbuster mentality - DO NOT under any circumstances alienate the staff. Suggested changes to protocol or policy should not merely be promoted, but rather the reasons that these changes will positively affect the practice must be carefully explained, over and over again, if necessary until the staff realizes that you are acting in their best interest. I try to explain to staff that changes that will increase or insure a steady practice revenue is the key to their moving forward as well. You must work to instill the idea that the personal goals of the staff will only be realized if the practice enjoys success.
4. Roll up your sleeves and dig in - Talking about doing- and actually doing are two very different things. You should be willing and able to perform any task changes that you propose. You will be viewed in an entirely different light when you actually answer a phone or make an appointment. Becoming part of the team, rather than merely running the team is a sure way to enhance your image and to reinforce the positive changes you are brining to the workplace.
5. Rigidity is never an asset - Be willing to compromise your goals and proposals so that they adapt to the work flow of each individual practice. You may want to see confirmation calls made at a certain time of day and may have excellent reasons for your proposals. However, if this cannot work in a certain setting, you must acknowledge other ways to accomplish the same result.
6. Never alienate a Patient - I have seen consultants meet with patients that have an outstanding balance and all but demand ransom of their firstborn. Needless to say, these consultants were shown the door almost immediately after this little show. Do not assume that insuring collection from every patient is the goal of the practice and by all means always treat each patient with courtesy and respect. Check with the physician or office manager before attempting to meet with any patient.
7. First organize - An office that looks and feels messy will never be organized. Your first priority is to create a workplace that is neat and clean. I always recommend ways to remove clutter and help make individual work space an easier and more enjoyable place to accomplish daily routines. Simple measures such as bins and trays are inexpensive and the staff truly appreciates any small tokens that help them feel that their workplace is one where important things happen.
8. Analyze the daily routine of the physician - Sometimes you come to realize that the physician is the main reason that the practice is failing to thrive. This is a difficult situation to address, but it still remains your responsibility if your are going to succeed in your consulting goals. You would be wise to create a written outline addressing how the physician might make improvements - I mean suggesting - delicately. In many cases, your feedback will be greatly appreciated. In others, not so much a lot! Either way, you will be able to rest assured that you have accomplished your goals, even if change is not possible.
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