t is important to be proactive rather than reactive when addressing potential problems within your practice that occur when more than two or three people work in your clinic.
The greatest asset in a chiropractic practice is the staff. Unlike other assets, staffing is a dynamic resource in terms of productivity. The need to create the right operating environment for high productivity should be a top priority for all doctors; unfortunately, many end up losing the potency of their staffs and do not prioritize developing their staffs. These are not necessarily bad intentions or motivations, but they should be sanctioned as actual business goals. Management is obliged to integrate this with the staff in an inclusive and developmental approach to unify your practice.
Here are a few ways to establish a growing and motivational environment with your staff:
Inclusive Decisions and Directives
A common model in a chiropractic practice is a doctor-directed environment where only the needs of the patient direct the reaction among the staff. This creates a passive approach among the staff where decisions are held back until the doctor approves or disproves the action. To avert this negative approach, any development in skill, treatment methods, and patient management should be made with the staff’s full participation. This does not strip the managerial team of their authoritative rights, and it empowers them to focus on strategy while mid-level decisions are conducted according to business management goals.
Communication and Team Effort
The diversity of skill among your staff is the very reason why there is measurable success. In human resourcing, division of labor accounts for the largest degree in efficiency, the ability for all to work in a team. The passive presumption that skill diversity is categorized in levels of importance reduces the ability to communicate within the team. For instance, the most critical staff members are the doctors. Critical staff members may be at a high level of importance, but they are only effective with supporting staff for administration of the treatment, documentation, and accounting among other skill diversities. A better approach would be to regard each member as critical to the overall success of the establishment.
Transparency in Operations
Staff attitude is governed by the attitude of the doctor or management staff. This is predicated by privileged access to business operations and performance. Informing the staff with current business performance information is one way of establishing a positive attitude. This gives each staff member the confidence to respond toward the success of the business; for instance, transforming the staff into marketing agents or rewarding staff members for bringing in the greatest numbers of referrals because they believe in chiropractic to deliver results.
Everyone needs to play their roles in the establishment of the business objective and goals, and the doctor and/or management need to connect the dots for all of the staff in regards to participation toward the business’s goals. This gives each of them purpose—a drive for the intent of establishing the success of the business. Human beings are purpose-centric, so the drive of most doctors is to relieve patients of suffering and enhance the quality of their life experiences. Should this be a unifying purpose for the business, then all the staff must relate to it, no duty should be routine or be labeled as mundane, and it must connect to the organizational goal.
Benefits rewarded for remarkable performance is a good incentive towards an effective and efficient team. These benefits could include medical insurance, dental insurance, bonuses, gift cards, or paid holidays or personal days. This would appear as a great cost, but if one believes in the staff, which is the recommended approach, then one would not hesitate to invest in them as part of the business success.
Admittedly, managing multiple staff members requires a unique model of operation, but it should not be at the cost of large staff turnover, reducing performance rate, non-inclusive routine tasking, poor communication, or other causes springing from a lack of staff development and building. The purpose remains for the patient, but the quality of service administration lies with the staff members, who, without deliberate efforts by the doctor to grow and develop them, will inadvertently lead to poor patient administration and care.
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