If you need to refer back to the first part of this article, click here. Otherwise, continue reading below.
It is very important for the owner of a practice to maintain excellent communication with his/her staff and to provide active and visible leadership. The following are some key points for the executive.
Communication of Goals
Determine what the purpose, the mission statement, of your practice is and communicate it to your staff. Let them know what the goals for the office are and keep them informed of the programs that you intend to implement to achieve those goals. A well-informed staff will have greater understanding and will be likely to join you in mutual motion.
The implementation and use of basic communication devices is key. These tools can be kept in place by your office manager but must also be reinforced by you as the senior executive. These tools include: written requests or proposals, written office dispatches, written policies, and the use of an effective communication relay system.
It is important that written communication is responded to swiftly. When people do not hear back regarding their communication within a reasonable period of time, they become less willing to communicate. As a result, the business can have more problems on its hands.
It is vital that you ensure that the practice holds a staff meeting once per week. This is one of the most valuable opportunities available to you for educating staff, setting goals and targets, and handling problem areas. The staff as a whole can address such matters. The communication lines within the business will strengthen considerably as well.
The owner and the office manager should continuously strive to establish strong coordination and leadership for the staff. Any problems or disagreements between the owner and office manager should always be sorted out outside of the staff meeting and should never be addressed in the presence of any staff.
Staff meetings are run most effectively if the owner and office manager meet prior to the staff meeting to plan and coordinate the issues to be addressed with the staff.
Setting Goals and Targets
When targeting your weekly and monthly quotas, it is advisable to plan in advance of your staff meeting. You should really confront how much production you did the week/month prior and how much can realistically be produced within the upcoming week/month with expansion in mind. Realistically look at what CAN be done. Then go over it with the rest of your staff at the staff meeting.
Each week you should bring your graphs to the meeting and keep the staff informed as to how the group is doing in approaching their goals.
Group Member Responsibility
The more each staff member takes responsibility for the office as a whole, the better your office will perform. It is very helpful to have each staff member come to the staff meeting prepared to contribute. The owner should support the efforts of the office manager to show the staff the importance of this format and to gain staff compliance. The goal of the executive should be to show the staff how to take on more responsibility and how to contribute to the creativity, growth and expansion of the practice.
To create stability for the practice and to keep the lines straight, it is very important that you continue to implement written policies. There should be a written policy to govern each and every activity in the practice.
When you write a policy, place the original in a Master Policy Manual. The office manager would then distribute a copy to each applicable staff member indicating that the policy is to be read and verification is to be sent to the office manager confirming that this has been done. A copy of the policy would be placed in the Staff Job Description Manual under the General Staff Section.
The office manager can be very helpful in policy development but needs to know exactly what your policies are. Policies can be written and submitted to a lawyer for final approval. The office manager can and should suggest areas where policy is needed. Staff should also be encouraged to propose policy via the office manager.