The goal of The Practice Solution Magazine is to provide practice owners with practice management information that will assist them in achieving success.
Since dealing with staff bickering and personality conflicts can be a major source of stress in an office, knowing how to deal with it can be extremely useful. When you let employee situations linger too long…
A very common confession I hear when I analyze practices is that the executive isn’t good with confrontation and thus lets things slide when they shouldn’t. I want to address this issue for a number of reasons:
Where is your net profit? Did you work hard all week just to earn less money? The bank balance should be going up, not down!
Proper treatment-plan presentation can boom your practice, give your patients the best quality of care and can give you the ability to demonstrate how much you care for your patients. It can also generate more referrals from happy patients and help the practice to grow to its fullest.
You should always assume that a patient/client can afford the recommended treatment when discussing payment with him. Don’t be shy, embarrassed or apologetic about the cost of your services. This can give the appearance that the treatment isn’t worth the fee being charged…
More than likely, you’ve heard the horror story about a colleague whose trusted employee embezzled money from his/her practice. To preclude this from happening to you, there are steps that you could take to minimize the risk of embezzlement.
Cancellations and missed appointments are one of the biggest frustrations in any practice and result in lowered production and lost revenue.
There is an impression with healthcare practitioners everywhere that all a practice has to do to increase production is to increase the number of new patients. More new patients is often the universal solvent for an under-producing office.
To craft a successful marketing campaign for your practice, you must first conduct some basic research that will start to identify what your marketing plan and promotional pieces will look like and the message they should deliver.
As a practice owner, you should be asking yourself the following questions objectively:
Am I a good leader?
Do I run from conflict?
Am I able to motivate my staff?
Is my office harmonious or is it filled with conflict?
Does my staff “own” their jobs, or do they just punch in and out?
Do I ever feel that my staff is “holding me hostage”?
Am I running my practice? …or is my practice running me?