Michael Gerber built a franchise out of a very simple concept named the E-Myth. The original book explored the idea that just because you are skilled at the actual delivery of your services, that does not mean that you will be good at managing a larger organization In fact, it can mean the opposite, because the better you are at something, the more it becomes automatic, and therefore harder to teach and transfer to others. This means, empirically, that in order to become a better manager, you must obtain information, skills, knowledge, and be able to put that body of work into action. This does not happen automatically, it has to be developed.
The amount of time and attention it takes to become a skilled doctor is enormous, more than the standard 10,000 hours outlined by Malcolm Gladwell. Basic Chiropractic classroom education to even obtain a degree is 4000 hours, and the practicing of the skills learned in school take many years to hone and perfect. Precious little of this time is spent understanding the basics of running a business or managing people. The doctor attempting a new practice is in for a rude slap in the face when faced with the staggering detail and complexity involved in managing the workplace. Here are some simple ideas to solidify and strengthen your company
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Re-inventing the wheel (while one of my favorite pastimes) is not a good use of your administrative time. Unless you have a highly inquisitive mind, time to spare and few personal pursuits or obligations, learning all the aspects of management is simply too big a project to take on solo. Your Chiropractic practice management company (a shameless self-promotion there), your CPA, your business attorney, and your mentor/peer group can all be resources in this arena. A forward thinking CPA is a somewhat unusual commodity, and should be located and utilized. This type of professional can work with you on financial and company strategies, rather than merely keeping you in compliance with tax laws.
Create structure and rules
A well-managed workplace is one where all employees are high functioning adults. What’s the definition of an adult? It’s someone who knows what they are supposed to do, knows how to do it, and does it, on or before it’s due, without being reminded, told or forced. This can only occur in an environment where there are rules and explicit expectations. Free-for-alls may work in some environments, but a health care facility is not one of them. If you find yourself resisting the idea of imposing rules on your employees or your patients, you are undermining your own efforts, and you need to more closely examine that.
Create policies
Policies allow your staff to know that everyone is being treated equally pertaining to the workplace. This does not mean that everyone has the same pay rates or set of responsibilities. It does mean that you are not going to be playing favorites or doing anything that might be construed as unfair. Employees can be sensitive to this sort of thing, and the policy handbook de-personalizes this potential disruptor.
Keep records
Employee records are crucial to competent management. Basic contact information, licensure information (if applicable), employee reviews and any disciplinary forms should be kept in this confidential file. It should be kept under lock or off site. Employee accesses to these records are controlled by state law, so check with your association or attorney if an employee wants to see them. Generally, you should keep these records for 3 years following termination.
Create a sense of teamwork
Many doctors have a hard time imagining what it’s like to be their employee. Employees need a larger sense of purpose and need to feel that they are contributing to something on a larger scale. This involves articulating your largest purpose in writing and delivering that message repeatedly to your team. Also, everyone likes a little fun along the way! In our clinic, we do a staff lunch (delivered to the office) on the last calendar day of the month, so the day of the week varies. Not a huge thing, but a nice touch and something the staff looks forward to.
Nip undermining attitudes and activities in the bud
Being humans, staff will sometimes act in less-than-stellar ways, bring personal problems into the office, get into petty disagreements, or generally misbehave. Anyone can have a rough day, but the sooner you bring this to his/her attention, the easier it is to manage. Sometimes this sort of thing is going on subconsciously, and the employee will be genuinely surprised to hear that they need to change some aspect of what they are doing. Simply noticing and offering an ear can go a long way towards helping an otherwise good employee function at a higher level or resolve a conflict.