Practice Management


Starting at the Top: Getting Your Head Space Right
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Practice Management
Written by Brent Detelich, D.C.   
Thursday, 01 February 2007 16:25

There are lots of ways to succeed in a chiropractic practice. As they say, there is “more than one way to skin a cat.” Family practices, high volume practices, wellness practices, sports performance, DC/PT practices—any of them can be highly successful.

But, in all my dealings with hundreds and hundreds of chiropractors, there is one area that must be straight or the practice is doomed to be a stress-filled, difficult practice: having your head on straight.

It never fails. If a doctor is not focused on the right things, performing with purpose and with intention, the practice will struggle. It is a cumulative effect. Without a focus on your purpose and intention, you can find yourself in a downward spiral, catch-22 cycle. But here is the good news: you can break out of it!

You can make the decision—today—to make the changes you need in order to truly pursue and discover how you can really achieve your full potential. (NOTE: This isn’t a “rah, rah” message, like the kind of thing you get at a seminar and then lose your enthusiasm a week later.)

Your full potential is limitless if you get “on purpose.” Take yourself back to what made you want to become a chiropractor in the first place: you wanted to heal people and make a difference. That was your goal. Take yourself back there. If you get re-focused and get back to being “on purpose,” then it’s the start of everything falling into order.

Warning signs you are off track

Here are some responses I get from doctors that illustrate that they have fallen off the path. I know they are not on purpose when I hear them say:

“I just need more new patients.” Maybe. And there are definite steps to address that area. But don’t assume that is all you need to address. Getting new patients to walk through your door is only one third of your critical area. If you are messing up one or two of the other areas, no amount of “new patients” will make your practice run smoothly or successful.

“I’ve just got to get more money in the door.” Perhaps. But making that your focus instead of being “on purpose” will prevent the very thing you need (i.e., more money).

“Today’s conditions (insurance, etc.) make it impossible to thrive as a chiropractor these days.” There are new challenges, granted. But there are thousands of chiropractic practices thriving today, operating in the very same conditions you are.

“My location prevents me from succeeding. I don’t have money to advertise. I’m not going to ‘sell’ anyone on anything. I am not a salesman. I have too much debt. No one wants chiropractic care….”

No, no, no, no, and no. Those are all excuses. Each and every one of those trap doors is no real reason for not thriving. If you get “on purpose” and back it up with goals, systems and keep stats, you can laugh at all the above excuses.

Start somewhere and go from there.

What are you good at? Anything? I am sure you are proud of an aspect of your practice. Good. Now, focus on that. We are what we think. There is no escaping it. Clear your mind of all stress. You have a purpose. Seek it. Decide you will achieve it.

See those areas that speak most powerfully to your heart. Find the top three things you need to improve; conquer those and then seek the next three things to address.

Been there, done that?

If you think you are beyond momentous growth at this point, YOU ARE WRONG. I’ve witnessed doctors who were burnt out for years apply proven techniques and systems and their practices became vibrant. “Stalled” practices can revitalize and become “on purpose,” cash-strong, pre-pay active, high-energy practices. We’ve seen this countless times.

Getting started

On to specifics: set goals. Start anywhere. For instance, set a goal to give a sincere compliment to every person who comes through your door. But actually set the goal. Don’t just say, “I’ll do the best I can.”

“Step one, two, three, four.”

You need movement. “Paralysis by analysis” can stunt all advancement. MOVE. If your practice is not where you want it, then you must do something different than you have been doing. Albert Einstein said, “Insanity is doing the same thing over and over again and expecting different results.”

Once you get some momentum going, keep it accelerating. End excuses. I can find chiropractors who had it bad but overcame worse situations than yours to excel—ONCE they got “on purpose” and applied proven systems to their practices.

Obstacles are just part of the process

As you build momentum and seek positive changes and expect obstacles. Just welcome them. They will be there. It’s part of the process. If you aren’t bumping into obstacles, you aren’t trying hard enough. Don’t hyper focus on them; just keep moving forward. Enjoy the ride. Obstacles are nothing to stress over. They are just part of the journey. You know how to avoid obstacles? Never get out of bed. Does that sound like a good plan? You will make mistakes. Learn from them. But do not fear them. We are what we think.

Dr. Brent J. Detelich, as a second-generation chiropractor, was raised with the practice and principles of chiropractic. He attended Parker College and graduated at the top of his class. He built his first practice to more than 500 patient visits per week and then opened five additional clinics, totaling 2000 patient visits per week in all.

He has delivered hundreds of seminars and in-office consultations to help chiropractors and their businesses. Dr. Detelich’s purpose is to make chiropractic the nation’s primary healthcare choice. He has dedicated his life to his purpose of making holistic medicine the nation’s number one wellness delivery system and works diligently to forward this goal. Call 800-908-8895 or visit www.quantumleapllc.info or email This e-mail address is being protected from spambots. You need JavaScript enabled to view it .

 
How Can I Show the True Value of Chiropractic Care?
Practice Management
Written by Dwight C. Whynot, D.C.   
Thursday, 01 February 2007 16:19

Your practice philosophy can influence how you present chiropractic to your patients, regardless of whether you went to a more philosophical chiropractic school or you went to school that did not emphasize the chiropractic philosophy, as much can influence the way in which you manage your chiropractic practice and the way in which you manage the care you provide your patients. In teaching around the country and the world, I have discovered that there are three main types of practice management philosophies and each one has its pros and cons.

The three types of practice management philosophies that I have discovered are:
1) Pain Approach
2) Philosophical Approach and the
3) Functional Approach.

In the pain approach to practice management the patient will be under care for about 6-8 visits. This practice management approach only takes 6-8 visits because this is generally how long it takes for a patient to get out of pain with chiropractic care. Chiropractors can get a patient out of pain relatively quickly; we are very good at doing that—it's keeping them out of pain that’s the harder job. Patients do not have pain without a reason. Pain will be the last thing to show up and the first thing to go away. But, if the underlying cause is not cared for, then the pain will come back. This is what I term the medical model of healthcare.

The goal of the medical profession, for the most part, is to get the patient out of pain and, hopefully, address the cause of the problem from a physiological approach. This is not an effective chiropractic approach, and the patient doesn’t receive the true value of chiropractic care under this approach. A chiropractic practice needs lots of new patients each month under this approach, as well, because the retention—6-8 visits, is very low. Clearly, this is not the most practical approach to deliver chiropractic care from a clinical viewpoint.

In the philosophical approach to chiropractic practice management, the patient receives the true value of chiropractic healthcare, but are we expecting too much from our patients? The chiropractic philosophy of healthcare necessitates a huge paradigm shift to most, because they have been inundated with the medical model of healthcare. It is very difficult to teach a patient what a subluxation is, and how that impacts their health. Even further, it is difficult to demonstrate how the chiropractic lifestyle approach will benefit them, and do so within their first few visits. With this in mind, it is possible to teach a patient over time. This includes what it is to have a chiropractic lifestyle and how this lifestyle fits into the current healthcare model. In order to be successful at this sort of re-education,the office must have a large retention statistic.

The functional approach, on the other hand, is an approach that is able to SHOW the patient how they are doing functionally. In this approach, the patient moves from an “I BELIEVE” that chiropractic works mode of thinking to an “I KNOW” that chiropractic works mode of thinking. Chiropractic is not a religion, but many people believe that it works similar to a religion. This is partly due to the fact that the chiropractic profession doesn’t have a plethora of scientific evidence beyond neck pain, back pain, whiplash and headaches to PROVE what chiropractors tell their patients that chiropractic does beyond those neuromusculoskeletal entities. The functional approach relies on objective functional testing to provide evidence on whether or not the patient is getting better, staying the same, or getting worse. The patients are able to SEE for themselves whether or not they are getting better from a functional standpoint. When we look at Figure A, we can see that, if a patient is functioning normally, he/she should have no pain. If the patient is not functioning normally, then there must be a malfunction and the result of abnormal function or malfunction is pain. This paradigm also indicates that acute malfunction brings intermittent pain. As the acute malfunction persists and becomes chronic, the pain will worsen until it is constant and more severe. It is in this way that patients can become pain-free over the course of care and still have a malfunction. Because the patient still has a malfunction, the pain will inevitably return.

Clearly, the functional approach to chiropractic care makes it more likely to be able to demonstrate and administer the true value of chiropractic healthcare to patients. The functional approach to practice management and treating patients is also able to prove whether or not the patient has subluxations. If chiropractors treat subluxations and this is what separates us from other healthcare professionals, then why are chiropractors not evaluating patients to see if they have subluxations? How can a doctor of chiropractic show patients that they have subluxations? We can answer those questions by simply breaking the subluxation down into its components. (See Table 1)

Table 1 shows the subluxation broken down into its five different components and they are:
1) Kinesiopathology
2) Myopathology
3) Neuropathology
4) Pathophysiology
5) Histopathology

Table 1: Objective Tests to Evaluate for Subluxation

Subluxation Component

Objective Test

Kinesiopathology

Computerized ROM Testing

Myopathology

Computerized Muscle Testing

Neuropathology

NCV, EMG, DSEP

Pathophysiology

Radiographs, Computerized ROM Testing

Histopathology

Diagnostic Ultrasound


As chiropractors, if we are evaluating patients for subluxations, then we should be evaluating patients to see if they have some or all of these components. Table 1 also shows the corresponding diagnostic tests to OBJECTIVELY determine whether or not the patient has that component.

Kinesiopathology refers to the abnormal position or abnormal movement of the vertebrae. In order to objectively test to see if the patient has this component, the chiropractor should use computerized ROM testing and radiographs. To objectively evaluate the myopathology component or the abnormal muscle function, the chiropractic physician should utilize computerized muscle testing. Neuropathology refers to abnormal nerve function. To objectively test for abnormal nerve function, the doctor utilizes tests such as nerve conduction velocity (NCV), electromyography (EMG) or dermatomal somatosensory-evoked potentials (DSEP). Pathophysiology is abnormal function of the spine and body and can be evaluated by using radiographs and computerized ROM. Histopathology is the abnormal tissue function and can be evaluated objectively by using diagnostic ultrasound.

By utilizing diagnostic tests to evaluate the patient for subluxations, the doctor of chiropractic is able to gather a baseline of data at the beginning of the care plan, as well as to periodically reevaluate the care plan with all the data collected. This will help assess the progress of the patient and relate that to the care plan. This is the manner in which the patient moves from an “I Believe” that chiropractic works to an “I know” that chiropractic works form of thinking. The patient becomes focused on the functioning normal rather than just getting out of pain. This is the true value of chiropractic care.

Dr. Dwight C. Whynot is in fulltime practice in Johnson City, Tennessee. Dr. Whynot gives license-renewal lectures on Evidence-Based Chiropractic Practices which are promoted by the International Chiropractors Association and sponsored by Myologic and Spinal-logic Diagnostics. For questions regarding evidence-based practice procedures, email questions to This e-mail address is being protected from spambots. You need JavaScript enabled to view it .

For 12-hours CCE license renewal lecture dates and places call the ICA at 1-800-423-4690.
For more information on Myologic or Spinal-logic, go to www.myologic.com or www.spinallogic.com.

 
Should You Start a Practice from Scratch?
Practice Management
Written by Peter Fernandez, D.C.   
Thursday, 01 February 2007 16:09

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


The Advantages of Starting a Practice from Scratch

 
You work for yourself, set your own rules and office hours, see as many patients as you want, make as much money as you want, practice your own techniques, have a floor plan that’s custom designed for you, equipment you want, and have CA’s that are loyal to you.  

The Disadvantages of Starting a Practice from Scratch

 
Time management is difficult. You never seem to have enough time to see patients, promote your practice and be with your family. You are tied to your practice, because when you’re not in the office, your income stops, but your overhead doesn’t. This makes it difficult to take vacations, educational seminars, etc., and you spend extra hours doing record keeping and administrative duties.

 
While there is a tremendous amount of joy being your own boss, it will cost you a lot more than you think.  Depending on the economic area you choose, starting a new practice can cost anywhere from $40,000-$70,000 (this includes living expenses until you open, remodeling the office, first and last payments on everything, utility down payments, and enough money to pay for six months practice and personal overhead, etc.).

 
Expect a minimum office overhead of $5,725 per month.  (Breakdown averages are:  $1,000 rent, $1,000 staff salary [good luck if you can get someone to work this cheap], $75 taxes, $200 telephone, $250 utilities, $200 insurance, $100 accountant, $300 supplies, $1,000 practice start-up loan repayment, $1,000 equipment lease payment, and $600 for student loan repayment).  Then add to this, a minimum of $2,500 per month for personal living expenses. 

 
You can reduce this monthly overhead if your office doesn’t need to be remodeled or built out (a very rare occurrence) and can start your practice without an X-ray machine or physical therapy equipment.

Buying a Practice

 
An often-heard chiropractic myth states it’s better to buy a practice than to start one.   By doing so, you reduce your financial risk and achieve your goals quicker.  The fact is it’s far riskier to buy a practice than it is to start one.

 
However, under certain circumstances, buying a practice may be a good idea.  Today, most practices are experiencing an income decline, while their overheads are increasing; therefore, the net profits of these practices are significantly reduced or totally eliminated.  Rule of Thumb: Don’t buy a practice that is declining!

How do you know if a practice is a good buy?

 

Inexperienced buyers are at the mercy of the seller or the seller’s representative.  My advice to the reader is to hire your own buyer’s representative or an experienced consultant to represent you.  I wrote the book on How To Buy And Sell A Practice, and I’ve guided hundreds of clients in their purchasing of good practices.  An experienced buyer’s representative will not only help you determine if a practice should be purchased or not, he could also save you many thousands of dollars.

 
The advantages of buying a good practice are you have an instant practice, with instant income, and a trained staff.


The usual disadvantages of buying any practice are you inherit undesirable financial deals made by the previous doctor, CA’s that are loyal to another doctor, equipment you don’t want, patients who don’t want you, and adjusting techniques you don’t care to practice.

Why is the Practice for Sale?


Acceptable reasons for selling a practice are: the departing doctor is leaving for specialty training, or is retiring after a successful career.  


Poor reasons for a practice sale are: low or decreasing volume, high overhead, low or no net, or the bad reputation of the doctor.  If any of these situations exists, don’t buy the practice.  

What Type of Practice Are You Considering Buying?


Personal Injury (PI) Practice:  A PI practice is strongly built on the loyalty developed between the departing doctor and certain attorneys.  Loyalty is not a transferable asset.  Because the previous doctor has developed attorney loyalty, doesn’t mean you will be able to do the same.  


An HMO/Managed Care Practice: HMO and Managed Care contracts are not passed from one doctor to another when a practice is bought or sold.  There are no assurances that those carriers for which the previous doctor was credentialed—will accept you.  You also need to consider that most HMO’s require you to have been in practice at least three years before they’ll contract with you.  


A Nutrition Practice: If you’re not as equally well versed in nutrition as the departing doctor, the patients will not stay.

Practice Purchasing Rules


All office records, including new patient volume, regular patient volume, collections, and services, must be made available to you.  The selling doctor must also provide you with the income tax returns and profit and loss statements (P&L’s) for the prior two years.  If these items are not readily made available to you—don’t buy this practice.

When computing the goodwill (blue sky) of a practice, only use the collections, services, new patients, patient visits, net profit and overhead figures produced in the three months prior to the closing date.  To compute the purchase price based on a year’s performance, multiply the total of the three months’ figures prior to the closing date by four.  Ignore the prior year’s income and future potential, as you’re buying what is, not what was or might be.

Patient backlog is the essential element in determining the “goodwill (blue sky)” figure of a practice sale.  A practice less than five years old doesn’t have a sufficient patient backlog; therefore, it has no or little goodwill.


Check all insurance procedures.  Make sure they are non-questionable and ethical.  Make sure the departing doctor is charging only for those services rendered.


You must use chiropractic techniques that are compatible with the previous doctor’s techniques; otherwise the departing doctor’s patients will depart with him.


To accommodate a smooth and effective patient turnover, the departing doctor must agree to stay with you for ninety days.    


Will the departing doctor’s CA’s stay with you and, if so, will they understand, respect and support you as their new boss?  If they don’t, they will hinder your practice turnover efforts and jeopardize future growth.   

When buying a practice:


Only buy a growing practice, and only if you can get an excellent deal.

 
Never buy a practice with declining income, patient visits, etc.  


If you find an honest, high net profit practice at a good price, buy it.  In this case, you’ll make net profit your first month in practice.


Caution: My research as a consultant reveals that 98.7 percent of practices purchased do not grow.  Don’t let this happen to you.  Ask your consultant to help you eliminate this practice- building barrier.

 

by Peter Fernandez, D.C.

Dr. Peter G. Fernandez is the world’s 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 www.drfernandez.com.

 
New Patients
Practice Management
Written by David Singer, D.C.   
Thursday, 01 February 2007 16:00

To manage, per Webster’s dictionary, means to control.Areas of your practice are either managed properly or improperly.  They are either in control or out of control.

If you ever felt new patients were out of control, please read on and perhaps I can help you address this most vital area of practice.

Without new patients, there is no practice.  With control of new patients, your practice grows and you gain freedom previously unknown.

To gain control over this area, you need a plan.  The plan we have found effective over the past twenty-five years and that worked to help me build the largest new patient practice in America, with fifty new patients per week, is as follows:

First, you need to organize both your internal and external marketing.  Second, you must, every week, be promoting for new patients in effective ethical ways.  Third, you must never stop your new patient marketing.

An effective plan to increase and control new patients would be one that controls the actions of you and your staff by having programs you do on set days each month.  For example, you could make the first Monday of each month a referral day.  On this day, you would ask your patients if they knew of other people in the community who need your help.  You could put up a sign with balloons and call it Referral Day, Community Health Day, etc.  In addition, every twelve visits when you reevaluate your patients, as you should, you could ask them if they had tried to refer anyone to your office and discuss whom and how to get them in—the point being to have set organized methods to promote referrals and more new patients.

In addition, if you held a workshop for new patients every two weeks in your office to teach them exercises, nutrition or other information of value and had them bring partners to learn the information, you would have another regular event that could bring new patients.

If you add to this plan outside marketing in the form of public lectures, you will have rapid growth.  The most popular topics are on weight loss, women’s hormone problems, arthritis, and digestive troubles, as well as sleep disorders.  These workshops can be scheduled individually or, even better, as a series.  

Delivering a quality lecture followed by an invitation for a screening in your clinic definitely can increase your practice.

The simple fact is that the more people who know you and respect you, the more new patients you get.  Having a plan is always better than having no plan.  Doing something is always better than doing nothing.

Dr. David Singer built the world’s largest new patient practice seeing 40-50 new patients per week. For over 25 years, Dr. Singer has trained 1000 doctors per year on how to boom their practices. He has been named the top chiropractor of the year by the Parker Foundation, The American Chiropractor magazine and Chiropractic Economics magazine. He is currently an advisor to the Chiropractic Legal Action Fund, which is bringing litigation against ACN and AHSN. To join in on a teleconference with Dr. Singer, call his office at 800-326-1797 and ask for Melinda.

 
The Power to Win...
Practice Management
Written by Eric Kaplan, D.C.,N.D.   
Friday, 01 December 2006 13:40

Over the last few months, my articles have moved from pure business to success philosophy.  Why? Because, day after day, I speak with doctors; some are up, some are down.  The winners keep winning and the whiners keep whining.  Well, I’m here to help and it starts with the power of belief.  I believe in the power of belief: Belief in yourself...belief in your relationships...belief in your career...belief in the almighty hand of God that grants us the gift of life each day.

Remember, world-changing goals spawn miraculous plans...which sponsor huge interpersonal energy and leverage. By maintaining a positive attitude—through thick and thin—you power your performance through circumstances to a successful result.

Practices will have some days better then others; that is a plain fact.  This is why some people consistently succeed, and others consistently fail: One has the can-do WILL power to WIN, whereas others dissipate their power in a world of CAN’T.  Take can’t and won’t out of your dictionary.  You can and you will.

Winning Self-talk...
A big driver of maintaining a positive and optimistic attitude is self-talk or affirmations.  I first learned about self-talk from Dr. Larry Markson.  He started every session with an affirmation.  Sid Williams used to start every seminar by having the audience say, “I feel happy, I feel healthy, I FEEL TERRIFIC.”  Hey, when in doubt, shout it out.

I try to always speak in a positive, powerful and uplifting manner. This is a habit that will build your practice. Your speech is a direct link to your emotions. Change one and you’ll change the other.  Your internal “self-talk” directly affects your expectations, and your expectations govern the way you act.  You cannot speak in a negative manner, and productively focus on what needs to get done at the same time.  If you want to think and feel more powerfully, then learn to speak in a way that reflects positive and powerful feelings.  Do this every day with every patient, every friend.  As Jiminy Cricket once said, “Accentuate the positive and eliminate the negative.”

A high commitment to yourself and your performance suggests you are an inspiration to everyone you meet. As a doctor, this is important.  Your upbeat conversations with others are a natural expression of your optimistic attitude.  Even when you feel less than cheerful, you know you can increase your own enthusiasm by expressing a more positive attitude—both in what you say and how you say it.

Always be fully aware of the impact your attitude has on others; take care in presenting a positive impression.  This will build your practice and enhance your life.  B. J. Palmer once said, ”Everything you think, say and do will influence the lives others.”

The Bottom Line...

What are you thinking, saying, and doing?  Whose lives are you influencing?  

1. If you want to unleash the winner within, you must first believe you can.
2. A big driver of this belief is what you tell yourself.
3. Tell yourself you CAN and you WILL.
4. If you talk the talk, it will help you walk the walk.

Remember, a negative, self defeating attitude destroys all hope of success.  A positive, proactive attitude guarantees success.  How is your attitude today? Do patients love coming to your office?  How is the attitude of your staff? Your family?  Tell yourself you are a winner and you are.  Hearing is, often, believing.

Remember, you were born to win.  Say it as you read this: “I was born to win. I am a winner.”


DON’T FEAR DEFEAT

Remember, winners don’t always win.  You may lose a game or two on your way to a championship season.  The Miami Heat lost its first two games in the NBA Finals last year and then they rallied and won four consecutive games to win the championship.  In game three, Dwayne Wade just decided to win.  They were losing and looked lost.  But he knew, deep in his heart, they could and would win.

When in doubt, look into your heart.  If winning is what you want, what you desire, then just do it. Winners learn from their losses.  Don’t let obstacles discourage you.

“Obstacles are necessary for success...as in all careers of importance, victory comes only after many struggles and countless defeats. Yet, each struggle, each defeat sharpens your skills and strengths your courage and your endurance, your ability and your confidence and, thus, each obstacle is a comrade-in-arms forcing you to become better...or quit. Each rebuff is an opportunity to move forward; turn away from them, avoid them, and you throw away your future.” ~ Og Mandino

If you have not yet read The World’s Greatest Salesman, by Og Mandino, buy it and read it today.  He has many books I love.  I also recommend his University of Success.

John F. Kennedy once said, “Not all readers are leaders; however, all leaders are readers.”  READ.

Success is a result of hard work.  It’s not how hard you work—it’s how much you get done each day that determines your success.  My father was the hardest worker I knew, but not the richest man.  He was always happy just to be alive.  He loved life and never allowed my brother or me to be negative.  He had that “never give up” philosophy.  He was honest, thorough and organized.  And, although he was not a rich man, he was successful in the game of life.

Even though you may be busier than ever before, you may be simply doing things the hard way or, worse, just spinning your wheels—going nowhere fast. A good office is having good systems.  Remember, first we must talk the talk, but walking the walk is harder.  The first thing I teach my clients is success systems.  If you want to build a winning organization, you better be organized.

The biggest question to answer is this: Is your level of organization sufficient; or is it an impediment to your success?
Is your lack of organization wearing you out and wearing you down, draining your physical and mental energy level? Is terminal frustration setting in, whacking your attitude and causing you to lose hope in your goals and plans.  Does a lack of organization make it difficult for you to find other people to help you, reducing your interpersonal synergy and leverage? Do your systems hold you back from taking bold action, perpetually making things far more difficult and harder on you than necessary? Do poor systems and procedures cost you precious time and money?

The cure for these issues is for you to get and stay organized.  Organization is not just a word, nor is it a philosophy.  It is a principle to success.  The great doctors are all organized.  Their offices run meticulously; when they are on vacation, their offices runs as if they were there.  Being a winner means being organized

Organization is not just a state-of-mind!  Create systems to help automate your office.  Be consistently consistent. Don’t create systems just for the sake of having meticulous systems. Organize your tasks to help you complete your most valuable activities, with less trouble and in less time.

First, know what the goals are. Then, create the systems and the methods to automate the individual steps which lead directly to these goals.  Your office must remain on the same system.  If you change daily, your staff will lose confidence in you and your systems.

Every productive activity is a series of steps that needs to be performed constantly.  Once you have mastered this, your office will flow more freely.  This will only augment the attitude of your office.  Yes, your office has a spirit of its own; feed it and it will reward you with a greater energy. Automate these steps through technology, checklists, and delegation or by enrolling additional team members, and you will get paid off more often.

Don’t confuse getting organized with getting work done. The purpose of organization is to serve your work, not the other way around.  Don’t waste your time on organizational minutiae. Determine your plan of attack for the month, and then launch it!

“Some men/women have thousands of reasons why they cannot do what they want to, when all they need is one reason why they can.”~ Willis Whitney

Our goal in life and in practice is to win.   When you see a negative in your performance, take immediate action to turn it positive.

Greater Success = More Positives + Fewer Negtives.
It is more fun to win and winning makes you more powerful in life.  “Accentuate the positive and eliminate the negative.”  With one LESS Negative and one MORE Positive driving your performance, your POWER to produce RESULTS soars, making you a great deal more efficient, productive and effective.  This is your month to win.  Be positive, talk highly of yourself, talk often to yourself, be organized and consistent and watch your practice grow.

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 

 
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