You would think that management, by now, as a subject, would be scientific. That corporations would employ skilled managers with their MBAs from prestigious universities that effectively applied administrative technology to nurture their companies.
Nah, it’s not like that.
A research study was conducted by Nicholas Bloom* and others aimed at determining how effectively management procedures were being used in U.S. companies. They found that only 15% of U.S. companies scored above a 4 on a 5-point scale. More than 30% scored a three or lower. Companies outside of the U.S. scored much worse.
Management is primarily personality driven – a little like politics and show business. And sometimes, the mafia. Some companies do well because there is a dynamic genius at the helm. Others do well because they were there at the right time. Others appear to do well because of the money they borrow, steal, or collude with government regulators.
I know some very successful chiropractors who are good managers. But they were good mostly because of their temperament and not because of their conscious use of management techniques.
Unfortunately, most management focuses on supervision. It is a form of spectator-ism and policing. Like watching robots on an assembly line and reprimanding errors and deviations.
Good management focuses on improvement. First, keep things working, then how can we all improve it? It is servant based.
In my book, Goal Driven Business, I cover this as part of the Goal Driven System.
For practical purposes, management has two different functions:
1. Keep doing what works.
2. Continually look at how the procedures and systems could be improved.
If it worked yesterday, you should do it today and also tomorrow.
Then, improve it – little by little.
If you want to make a big change, when the entrepreneurial spirit hits you, do a trial run first. Don’t disrupt the systems that are working.
A good number of practice problems occur for one reason:
You stopped doing what worked!
This applies to the front desk, patient accounts, new patient onboarding, team management, and marketing procedures.
If it worked once, it would probably work again. Just improve it if it is outdated – and if that doesn’t work, revert to what worked.
I know - your workdays can get boring and sometimes you want to go and chase the shiny things. Fine. But keep doing what works until something proves itself to be better.
I will be teaching a management course later this year. If you are interested, let us know and we’ll get you on the waiting list. It will be for you and your manager. Each class will be small to allow for more personalized instruction.
Good management underlies all your activities – managing your patients, your practice, and even your life. And especially your future!
Seize the future with good management!
* Harvard Business Review, November 2012 Nicholas Bloom
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If your practice building efforts aren’t taking you to your goals,
there are reasons -- many of which are hidden from you.
Find out what they are and how to sail to your next level by getting and implementing my new book, The Goal Driven Business.
The Goal Driven Business By Edward Petty
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