Practice Management

WHAT YOU ARE …is where you want to be.
Practice Management
Written by Eric Kaplan, D.C.,N.D.   
Wednesday, 04 April 2007 11:58

We have all heard the cliché, "You are what you eat." I believe, "You are what you read, watch and think." The Biblical affirmation of this is in the book of Proverbs, which reads, "…as he thinketh in his heart, so he is."

Many of us and most of our patients are influenced by television. We can turn off the television, but not the images of false reality it creates. A recent study by Harvard University revealed that many adults as well as children cannot distinguish between reality and fantasy on television. Most of us learn by observation and imitation. This is especially true with children. The average child spends more private time with the television than he does with either parent. Since adults have difficulty distinguishing fantasy from reality, this is compounded in our children.

The reality is that television affirms the crisis (drug) model of health care, not the wellness model. Two of the hottest shows on the fall TV schedule are E.R. and Chicago Hope. The public is hypnotized by the astonishing feats that they accomplish on a weekly basis. Yet, the health bill for our nation exceeded one trillion dollars for the year 2000. For many people, television is the "Window of the World." With this constant inundation of fantasy, what the public needs is a dose of reality.

The reality is that our world has been inadvertently hooked into the sickness model. We must know our position and educate the public on the wellness model. We must expand our knowledge base and realize that we are all born with great gifts. The secret is to unwrap these gifts and share them with our families and communities.

The holistic wellness concept that I speak of, I dedicate my life to. This is my hobby as well as my vocation. As the computer slowly replaces the television, typewriter, calculator, library and filing system, this tool of knowledge will combat those of fantasy. The present information revolution that is quietly infiltrating the homes and minds of our communities will empower those individuals possessing knowledge, purpose and mental ability. Just as the industrial revolution indulged managers with manufacturing experience, the information revolution is calling for "Intellectual Entrepreneurs" with strong technical and financial backgrounds.

The move from CD’s to CD ROM shows the publics quest toward knowledge. The convergence of trends in the health community opens the gate to the wellness philosophy.

Sophocles said, "Heaven never helps the man who will not act."

Now is your time to act…to accept your infinite uniqueness. Explore its potential and share its power amongst your peers. I found this poem by an unknown author, but I share this with you today.


Listen ….

Take a moment to listen today,

To what your patients are trying to say.


Listen today whatever you do,

Or they will not be there to listen to you.

Listen to their problems and listen to their needs,

Praise their smallest triumphs and their smallest deeds.

Listen to their complaints, their chatter of pain,

Offer them your love, without thinking of gain.


Listen to your family,

Keep your priorities in sight,

For your family will nourish your soul and make

You shine in the night.


Take a moment to listen today,

To what your family, staff and patients are trying to say.

Listen today, whatever you do,

For then they will come back and listen to you.



General Patton said, "Lead, follow, or get out of the way."


Dr. Eric S. Kaplan, is CEO of Multidisciplinary Business Applications, Inc. (MBA), a comprehensive coaching firm with a successful, documented history of creating profitable multidisciplinary practices nationwide. For more information, call 1-561-626-3004.


Looking Beyond Statistics: How to Buy a Chiropractic Practice
User Rating: / 1
Practice Management
Written by Gregory M. Kingsbury, D.C.   
Wednesday, 04 April 2007 11:57

Buying an existing chiropractic practice should be the most efficient and fastest way to financial success. For the new graduate, associate practitioner ready to branch out, or an experienced D.C. looking to expand, the benefits are numerous and the potential pitfalls many. For the last twenty-eight years, we have assisted hundreds of chiropractors in their quest to purchase the practice of their dreams. Regardless of the changing economic conditions over the last three decades, the basic guidelines for practice buyers remain the same. We must look beyond the statistics and the various rule-of-thumb formulas to determine a fair purchase price.

We get inquiries from chiropractors from every state in the country wanting to know the fair market value for a particular practice. Many have taken the advice of management consultants or fellow doctors and believe their simple pricing formulas. These formulas usually declare that a practice is worth a certain percentage of the gross or net income. Or, they follow the advice of their accountant or financial advisor who utilizes a more complex business valuation formula. By and large, these approaches are not relevant to each and every chiropractic practice. Each practice is a unique and distinct entity with qualities that distinguish it from all others.

There is virtually no business in the world that has the exceptional characteristics of a chiropractic practice and, therefore, no simple formulas or business valuations from other fields of endeavor apply. Even medical and dental practices do not share the specific and unique qualities of a chiropractic business.

Determining the value of Goodwill is the major factor in pricing a practice. Specifically, how effectively can it be transferred to the purchasing doctor? Goodwill implies the guarantee of a certain cash flow. This is what the purchaser is buying. Also inherent in the concept of Goodwill is the transferability and guarantee of continued profitability. The practice buyer must feel assured that practice profitability will, at least, stay steady once the sale is consummated. A buyer should never pay for "potential," as that is his or her burden to fulfill and not a quantifiable, salable or transferable commodity.

What do the statistics tell us?


As the famous or infamous saying goes, "There are lies, damn lies and statistics." We chiropractors have invested in the belief that certain practice numbers indicate success, failure or mediocrity. Sellers may want the buyer to believe that a certain gross and net income, patient visit average, office visit average, collection ratio, etc., translate into fair market value or sale price. While the purchaser should definitely look closely and evaluate these numbers, the question remains, of what value are those statistics to him or her? Are they good, bad or average compared to other practices in the demographic area? How do they compare to national practice statistics? Most importantly, can the buyer duplicate or surpass those numbers, and what procedures will be in place to insure that happens? This is ultimately what the purchaser is buying. Every buyer of a chiropractic practice wants to equal, at a minimum, or, better yet, increase the vital statistics of the practice being bought. In the final analysis, the bottom line is, "How much money will the buyer take home after all overhead is paid?"

In addition to a thorough statistical analysis, other factors to consider when determining fair market value of an established practice include a compilation and assessment of the following:

1. Office location, appearance, accessibility, visibility, equipment and layout

2. Staff profile

3. Gross and net income

4. Accounts receivable

5. Payor provider profile

6. HMO/PPO affiliations

7. Referral alliances

8. Active patient list

9. Office procedures (overall practice philosophy, consultation, examinations, report of findings, adjusting techniques and ancillary care.)

Only after a comprehensive review and evaluation of all of these factors can we look beyond the practice finances and statistics and determine a fair market value.

Dr. Greg Kingsbury, founder and president of ChiroEquity, a chiropractic brokerage and consultant company, can be reached at 1-908-419-7510 or by email at This e-mail address is being protected from spambots. You need JavaScript enabled to view it or This e-mail address is being protected from spambots. You need JavaScript enabled to view it


Staff: Your Most Valuable Asset
Practice Management
Written by Fred Di Domenico, D.C.   
Sunday, 04 March 2007 09:36

staffmeetingWhen assessing the assets of your practice, your staff should be your most coveted element. Nothing can make or break your practice like your staff. A well-trained, happy staff propels your practice to new heights. An unhappy, unmotivated staff is a "ball and chain" that will doom your every good intention. You cannot outperform a bad staff. If your staff is poor, your practice will also underachieve. There is no getting around it.

Where to Start

If you are in the process of hiring new people—or replacing staff—it can be much simpler than you might think. A great deal of the final product of your staff will be due to how you treat and train them; it’s rare that some super staff person is going to show up, brilliant right from the start. All you really need in a new staff member are some very basic qualities and your training, stats, goals and motivation will take care of the rest.

1. Does the applicant tend to smile naturally? Sound too simple? Well, it’s critical. If a person tends to be naturally friendly and have the disposition to smile, then you have a person with good energy who will be a natural fit with your patients. Too many people think you need an overly professional person and that can lead to hiring a person who is "all business" but not a naturally warm person, which is essential.

2. Does the applicant desire to be productive? Most people are only happy when they do, in fact, feel like they are making a positive contribution toward progress and success. You need to make sure the people you hire do have the drive to achieve progress. It is a natural drive, but some people do lack it and, if they do, they won’t work out.

3. Do you enjoy spending every day with this person? Do they like to have fun? Will the other staff enjoy spending their days with this prospect?

Sound too simple? It can be that simple IF you provide quality training, proper motivation and the systems in place to keep everything on track. Given the preceding elements, all you really need is to find friendly people who naturally smile and who are happy when they are part of progressive success.

More time, less stress, more fun

It’s understood that chiropractic is an "on purpose" profession. Those associated with it realize the joy that comes with it. And, when we hear a doctor say, "I can’t find good staff," the truth is there is no such thing as a "gem." You don’t just bump into genius staff—the magical, miracle bullet that bowls you over with excellence. Generally, you don’t find them, you make them.

If you continually find yourself not being able to find or keep "good staff," it probably means you haven’t taken the time to train and motivate your staff. Unless you’ve only hired naturally "negative" people, the problem with your staff is that you didn’t put effective, steady systems in or failed to ensure they were followed consistently.

Top Reasons We Fail to Properly Train Staff

1. We don’t have time to train staff. With a busy practice, handling day-to-day tasks, it’s too hard to find the time to train staff.

2. We were never trained on how to train staff. In case you think you missed that class in chiropractic college, you didn’t. They simply don’t cover how to train your staff in typical chiropractic schooling.

3. We don’t know what to train them on. There are myriad important elements that can make or break your practice, but they may not naturally occur to you.

4. We don’t recognize training staff as a top priority. Again, you may not have learned this in school, but proper training of your staff is crucial to your success.

Setting the Course

Make sure staff understands what the goals of the jobs are. In other words, if you just tell them, "I want you to do this," but don’t tell them why, they may not be in support of doing the tasks because they don’t know why you feel they’re important. Show what the goals and statistics of the jobs are. Fully explain to them exactly what it is that their results are supposed to be and why.

For example, we feel a front desk person should make sure all patients enter and exit satisfied and with another scheduled appointment. The stats of that job would be percentage of kept appointments and the percentage of rescheduled appointments. As soon as someone comes through the door, they are to smile and say hello, including the patient’s name. They should tell the patients how happy they are to see them. (My specific rule was we had to say their name at least five times per visit.)

In my travels, I visit a lot of chiropractic offices. Out of an average ten visits, the front desk person only looks up and greets me two out of the ten visits. Eight out of ten times, the staff person never greets me or lifts his/her head up to make eye contact. This is a train wreck from the very beginning. If you don’t make the patient feel welcome, it’s all uphill from there on. Conversely, if you make people feel warm and welcomed from the beginning of each visit, it makes all the difference in the world.

Goal, Stats and Motivation

If you give your staff the path toward excellent results, they will embrace it. If they are the kind of people who are motivated by being part of the progressive success—and they should be—then showing them the way will invigorate them. This can be achieved through setting goals and keeping stats. Without them, you will eventually become a rudderless ship, leading to bad feelings and stress by all.

Give them step-by-step procedures to accomplish the goals. If goals are not accomplished, you can go back, step-by-step, and figure out what was missing. Stats allow you to pinpoint when you go off track. The system allows the person to be in control of their area and keep it on track.

A trained staff = a happy staff = a great team = a productive, low stress office.

Positive Reinforcement over Negative Reinforcement

You have to acknowledge the staff for what they are doing right. When a doctor mentions something a staff member does wrong—and that is the majority of the direction—it has a negative, morale-plummeting effect. As doctors, we have been trained to find out what is wrong and correct it. But with managing people, that mode, in itself, is demoralizing. Try to positively reinforce what they are doing right and make an effort to comment on that. Of course, you have to address when staff is making errors, but don’t allow that to be the majority of what they hear coming from you. For instance, you could say, "Ah, I see patients keep coming back because Mary makes them feel welcome and always mentions them by name." No one is happy at work if all they hear is what they are doing wrong. Give positive feedback and your staff will love being a part of the practice.

Ever been to a traditional Italian household? Dinner may have been over for hours. It could be midnight. It doesn’t matter what time it is. Regardless, you walk into their house and out comes all the food. Saying no is futile. Not only is all the food coming out of the fridge, but trying to deny a mandated second helping is useless. The warmth is thicker than a quadruple piece of lasagna. THAT is the level of warmth you should strive to achieve in your practice. No, you aren’t going to be whipping out a plate of spaghetti, but the friendly atmosphere should be as close to this level as possible. Only a quality staff will allow for this.

If you are reading this article, go back and read the article over again. This information can really make a solid impact on transforming your practice to a stress-free, fun place to take part in.

Dr. Fred Di Domenico graduated in 1987 from Los Angeles College of Chiropractic. After twelve years in practice, he began teaching for The Pettibon System™ and now is one of the founders of Elite Coaching, the most successful coaching system for doctors using The Pettibon System™.

Dr. Di Domenico can be reached by phone at 1-800-696-9036, by email at This e-mail address is being protected from spambots. You need JavaScript enabled to view it , or visit

The Independent Contractor Method of Starting a New Practice VII
User Rating: / 1
Practice Management
Written by Peter Fernandez, D.C.   
Sunday, 04 March 2007 09:34

If you you are considering starting your own practice or purchasing an existing practice, ponder these points before you plunge in.


Independent Contractor

In the business world, the term Independent Contractor usually refers to a person who contracts himself out (receives money for services), i.e., an independent fill-in doctor. However, in the chiropractic profession, the usual definition of an Independent Contractor is when one DC leases space from another DC, each DC having a totally independent practice, thus the title Independent Contractor.

When a start-up doctor leases space from an established doctor, the lease is usually for the use of the entire office, including telephones, adjusting tables, exam equipment, X-ray, and the staff that files his insurance, applies therapy, makes appointments, etc.

In some cases, the Independent Contractor may elect to pay for specialized adjusting equipment, etc., everything being negotiable.


The Advantages of an Independent Contractor Arrangement for a Start-Up Doctor

• Lower start-up costs compared to starting a solo practice.

• Little or no investment, unless the start-up doctor chooses to purchase equipment.

• Net profit is attained faster because of a fixed, and lower overhead.

• The start-up doctor is practicing in a known proven location that is already recognized as a good chiropractic office by the community.

• The established doctor has no control over how or when the start-up doctor practices.

• The start-up doctor has an affiliation with a successful DC, which provides psychological and clinical support.

• If he’s smart, the start-up doctor will seek the advice of the established doctor and allow himself to learn from someone else’s experience.

This is the least expensive way to start a practice but it is also a very risky undertaking. Please read the following disadvantages section carefully.


The Disadvantages of an Independent Contractor Arrangement for a Start-Up Doctor

• The start-up doctor is in competition with the established DC, which will cause stress between the two doctors.

• Practice growth will eventually come to a halt because of space restraints. As both doctors build their practices, something has to give. The new practitioner is usually evicted.

• There is a loss of independence because the start-up doctor has no say regarding the management of the staff or how the practice is run, etc.

• The start-up doctor is always considered second to the established doctor by the staff. This is natural, considering who pays their wages.

• The start-up doctor will not be able to resolve staff problems or alter office procedures without the consent of the established doctor. Remember, the staff is loyal to the established doctor, not you.

• There is always the threat to the start-up doctor that he will be thrown out. And, while the start-up doctor tries to acquire and remodel a new location, his patients will stay and be lost to the established practitioner.

• If the start-up doctor practices with a less than successful established doctor, he will pick up bad practice habits that will plague him for the remainder of his life.


Special Independent Contractor Benefits for the Established Doctor

• His office should be open longer hours and, therefore, be able to attract and see more patients.

• He will enjoy a somewhat passive income. The more successful the start-up doctor, the more money the established doctor receives.

• He’s collecting rent for his office and equipment while he’s not there.

• If he has a lot of extra space, the established doctor can place multiple start-up doctors into his office, thereby multiplying his income.

• He has a built-in buyer if he can no longer practice, passes away, or retires.

• He has a built-in vacation doctor. Patients will be treated by someone they know, and not a stranger, who comes in once a year.


Rules to Follow

The start-up doctor is not to sign a non-competition agreement for several reasons. One is that, if he is ever evicted, he will be forced to practice so far away that he will lose all of his existing patients. Another important reason is that the IRS will probably deny the start-up doctor independent contractor status and declare him an employee.

The start-up doctor needs a clause in his contract that states he cannot be thrown out without at least ninety days notice. There should be a severe penalty for the established doctor in the event he violates this provision.

Both doctors should sign a non-solicitation clause, which prohibits them from soliciting the patients of the other doctor.

The start-up doctor must be allowed to put up his own office sign, the same size as the established doctor’s. Also, when the start-up doctor leaves, he can take the sign with him.

The start-up doctor should ask for a clause that states, "In the event the established doctor becomes ill or passes away, the start-up doctor has the right of first refusal to buy the practice." The established doctor should want a similar clause unless he has children or heirs that could take over the practice.

Any new patients that are not direct referrals will be allotted to each doctor on a rotation basis.

Make sure the contract states the start-up doctor owns his patient files. If not, the IRS will classify the start-up doctor as an employee.

And, when the leasing-of-space agreement is drawn up, I recommend the term Independent Contractor not be used because of a possible confusion on the part of the IRS between the business world’s and the chiropractic profession’s definitions of Independent Contractor, as stated in the first paragraph of this article.


Pay Scale for an Independent Contractor

If the start-up doctor states in his contract that he is paying a percentage of his practice to another doctor, this is a direct violation of the Federal Kick-back Statutes, and the IRS will probably classify the start-up doctor as an "employee" rather than Independent Contractor.

The contract should state the agreement is an escalating leasing-of-space agreement. Example: $500 a month lease for the first three months; months four through six would be at a $1,000 lease rate; the next three months would be at a $1,500 a month lease rate, etc.

The start-up doctor is responsible for his expenses pertaining to conventions, post-graduate seminars, licensing fees, advertising, and malpractice insurance.

Does the Independent Contractor relationship seem complicated?

Yes, it is. No one should enter into an Independent Contractor agreement without having a consultant represent him so he can get the most benefits possible out of the relationship.

Do these relationships work?


Long time?

No! Partnerships don’t work and an Independent Contractor is a pseudo-partnership.

My advice to the start-up doctor, who signs such an agreement, is to immediately start saving money to open your own practice. Odds are you will be out on your own within twenty-four months.

Think about it. Do you want to suffer through the work and expense of opening two different practices within a 24-month period of time? That should be motivation enough to start your new practice from scratch and not as an Independent Contractor.

Dr. Peter G. Fernandez is a world authority on starting a practice. He has thirty years’ experience in starting new practices, has written four books and numerous articles on the subject and has consulted in the opening of over 3,000 new practices and the purchasing of hundreds of practices.

Please contact Dr. Fernandez at 10733 57th Avenue North, Seminole, Florida, 33772; Phone 727-392-0822, 1-800-882-4476 or Fax 727-392-0489, or visit


Purpose, Principles, Policies: The 3 P’s
Practice Management
Written by Eric Kaplan, D.C.,N.D.   
Sunday, 04 March 2007 09:32

To succeed in Life, in Practice you must have purpose. Being a chiropractor is not a purpose, it is a job. Your purpose is your reason for being, doing. Your office should have a written statement of purpose. Everyone needs to be on the same page. An office on purpose is an office that will succeed. The purpose of these written policies and procedures is to provide a foundation for the organized and orderly functioning of the office to insure that each patient receives appropriate and thorough care.

To this end, all of my clients’ clinics’ subscribe to the Guidelines for Chiropractic Quality Assurance and Standards of Practice as detailed in the documents generally accepted by the chiropractic profession. These are readily available from your state association.

Practitioners accept the responsibility of reviewing and familiarizing themselves with the guidelines on an ongoing basis.

Ethical Principles

In my offices, of which I had six, all my staff members had to adhere to the generally accepted ethical standards that relate to interactions with patients, organizations and other practitioners. The standards focus on three main principles:

1. Beneficence: Doctor’s duty to do no harm, to heal, to serve.

2. Justice: Doctor adheres to standards of quality care and practice procedures.

3. Respect for Persons: Patients have the right to know, to privacy and to choice regarding treatment. We now call this HIPPA (Health Insurance Portability and Accountability Act).

To stay on Purpose you must overcome problems. Below is my system.

First, approach the problem with the expectant attitude that there is a logical practical solution just waiting to be found. Be relaxed, calm, confident and clear in your mind.

Second, change your language from negative to positive. Instead of the word "problem," use the word "situation." Problem is a negative word, while situation is a neutral word. "We have an interesting situation," is better than, "We have a problem." To stay on purpose is to stay focused.

The next step in Problem-Solving is to define the situation clearly.

"Exactly what is the situation?"

Then ask, "How would I like to be treated?" Sometimes stating the problem in different words makes it much easier to solve.

Next ask yourself, "What are all the possible causes of this situation?" Failure to identify the causes or reasons for the situation often causes you to have to solve it again and again. In life, like in practice, fix the cause; do not just TREAT THE SYMPTOMS.

A successful office understands the needs and the rights of the patient and respects the patient. This is why we must have Purpose of mind and policies to govern us. Let me share some of mine.

Policies govern your office and help your staff maintain purpose. Policies are the laws of the land, the mechanism that creates sanity in your office. Policies define professionalism. These should be given to each staff member and posted in an area of your office. Like in any game, it is important that your team play by the rules. Vince Lombardi once said, "The essence of the game is to WIN. Fairly, squarely, by the rules, but to WIN"

I want you to win; just do it by the rules of the game we are in: the game of Healthcare. Here are my polices.

General Policies

• Communicable Disease Reporting. Communicable disease reporting will be in accordance with individual state laws.

• Dispensing of Medications. While chiropractors do not dispense medications, some clinics may employ allopaths or osteopaths who may dispense medication and, in these cases, all dispensations will be in accordance with individual state laws and Class 4 addictive drug laws. Many DC/DC clinics do not follow all the rules. Here you must.

• Emergency Transport Policy. In cases of emergency, 911 will be dialed. In areas not serviced by 911 service, each office will develop a relationship with the local emergency service to handle emergencies.

• Independent Contractors. Only those people who can meet the requirements of being an independent contractor will be hired. Licensed massage therapists may or may not qualify for independent contractor status. Speak to your accountant; make sure they pass the government test to be an independent contractor.

• Infection Control Measures. All products used in a clinic must have prior approval, including products for massage therapy, all accepted physiotherapy units, X-rays, nutrition, etc. No clinic office is approved to use products other than those approved.

• Medical Necessity. All clinical decisions will be in accordance with accepted medical necessity underlying the specific symptoms. (Don’t be a sales person!)

• Patient Complaints. All patient complaints are to be directed to the doctor in charge of the clinic. The doctor in charge may elect to hear the complaint personally or designate another staff member to deal with the complaint.

• Practice Patterns. Files in each practice will be regularly evaluated to insure practice patterns are within the accepted guidelines of chiropractic care. The form, entitled "PRACTICE PATTERNS," will be completed periodically on random patient files to determine practice patterns in that individual clinic.

• Protection of People against Equipment, Supplies, Blood, Etc. All clinics will adhere to the universal precautions and the statement of the Center of Disease Control and OSHA regarding safety precautions with equipment, supplies, blood draws, needles, etc. Depending on state law, some clinics will be allowed to draw blood, while other clinics will refer all blood work to an outside agency. (Optional) Do your homework, know all the laws.

• Release of Patient Records. The release of patient records requires the completion of the Patient Request for Records and signed by the patient before records can be released. Records can be released only to those people or organizations approved by the patient.

• Records Retention and Storage. Medical records will be retained and stored in accordance with state and federal laws.

• Referral of Patients. Doctors may refer patients to doctors holding specialty training, if that training is deemed to be in the best interest of the needs of the patient. In no case, may a doctor accept a referral fee, a kickback fee or payment of any kind for referring patients to another doctor.

• Research. Scientific research based on acceptable research methodology is not a specific mission. Research studies will be maintained within the organization to reveal certain information and procedures regarding the effectiveness of patient care.

• Safety Practices. Safety practices will be in accordance with assessments by underwriting insurance companies.

• Scope of Treatment. The scope of chiropractic treatment in clinics will be governed by the scope of the chiropractic law in each individual state.

• Use of Machines in Clinics. The physician(s) in each clinic will determine which personnel use specific equipment and shall be responsible for the education of the personnel and the proper use of the equipment. Handouts explaining each modality should be presented to the patient and explained during the first visit. Know state and federal laws.

• Regional Problems. All regional problems should be brought directly to the regional office in writing.

Now that you have Purpose, Principals and Policies you are on your way to winning.

Sometimes being in practice is like being at war. The concepts of military strategy have been studied and written about for more than 4,000 years, going back to the early works of General Sun-Tzu in China more than 2,000 years BC. These principles of strategy that have been developed and perfected over the centuries have direct applications and implications for strategic thinking, both personally and corporately.

These philosophies will work in your practice. The most important military principle is the Principle of the Objective. This principle requires that you decide, in advance, exactly what it is that you are trying to accomplish. What exactly is your objective? In my experience, fully 80 percent of all problems in personal and corporate life come from a lack of clarity with regard to objectives and goals.

Define your goals while maintaining your principles. The New Year is upon us. Let us go out and conquer our dreams. The starting point of career success is for you to select your Goals carefully and refuse to work with difficult or negative people.

Much of your happiness and job satisfaction depends upon your relationship with your staff and patients. If you don’t get along, make every effort to resolve that situation. If it is a patient—transfer him or her; if an employee—tell them to move on.

Choosing the right goals, the right marketing, and the right people to do it with is laying the foundation for your business success. Happy patients refer; happy staff makes for happy patients; and, thus, they REFER.

Many people ask me how they can make more money at their practices. When they tell me their goals and their visions, the problem is usually clear. Do you have ethics, principles, policies? You need to maintain sanity amidst the chaos of the healthcare system. The leaders of our profession are working in areas of the practice that others felt to be of lesser importance. EVERYTHING IN YOUR OFFICE IS IMPORTANT.

First, identify the positions in your office that are the most important for cash flow and company success: billing, front desk, collections, marketing. Find out the key skills possessed by the most respected and highest paid people in other offices. Don’t underpay your employees or they will work for your competitor who pays more. Pay fairly, squarely by the rules; but let us "win". Let us win with Purpose and Principles and Policies; but let us "win."

Lastly, and most importantly, never quit until you succeed.

Dr. Eric S. Kaplan, is CEO of Multidisciplinary Business Applications, Inc. (MBA), a comprehensive coaching firm with a successful, documented history of creating profitable multidisciplinary practices nationwide. For more information, call 561-626-3004.



Page 19 of 37
TAC Cover
TCA Cover
BL Cover
Buyers Guide

Click on image above
to view the
Digital Edition






TAC Publications

The American Chiropractor Magazine: Digital Issues | Past Issues | Buyer's Guide


More Information

TAC Editorial: About | Circulation | Contact

Sales: Advertising | Subscriptions | Media Kit