YOUR PRACTICE OPERATING SYSTEMS
The idea of running a business by systems is nothing new.
Most practice owners understand the importance of procedures closely followed as a key to business success. Each area or department has specific routine actions that are needed and expected to get things accomplished.
Some management companies emphasize the importance of procedures, and some even emphasize their own particular procedures. “This is how Dr. Smith did it and it worked for him, and it will work for you.” Maybe, maybe not. You never really knew if it worked for Dr. Smith, or if it did, for how long and how well. But assuming it did, you are still not Dr. Smith.
But there is no question that you need established routines that are smoothly done to accomplish any quantity of work and improve the quality of outcomes.
THE MISSING SYSTEM
What is missing in most chiropractic and healthcare offices is not the departmental procedures, such as the front desk or billing, but the overall governing system that ensures ALL procedures are in place and continually improved. These are your management and leadership procedures.
Anatomically, you have many systems functioning in your body at any time. However, the most important system is not the skeletal, muscular, or reproductive systems but the nervous system. The brain. It keeps everything working and improving.
In your practice, the most important systems are your routine procedures for managing the entire office and directing its future course. Our Practice MBA addresses this.
But if you only focus on the procedures, you can overlook the most vital system of all.
BEYOND OPERATIONAL SYSTEMS
If you have read my book, The Goal Driven Business, you know that my definition of a practice is:
A practice is a network of relationships created and sustained through communication and service.
The key term here is relationship. In this sense, relationship refers to the quality of association and connection between two people. It is based on mutual understanding, trust, and agreement. Through genuine communication and caring, it is nurtured.
But too often, this key component of a successful practice is taken for granted.
Relationships are tough, requiring humility and patience to understand the other person. And close relationships can be tougher. I just returned from a family reunion, and, like all reunions, there are emotional undercurrents from perceived slights, jealousies, and other potential soap opera material.
But this is the stuff of life, and it must be respected and dealt with correctly. Life is messy, but we do our best. Your patients are people first, patients second. You work with them as an expert doctor, but you also should take time to know them as mothers, uncles, veterans, young and old athletes, and people like you. And let them get to know you as well.
The idea of relationships also applies to your team. In a true team, it is one for all and all for one, sharing work lives together for common goals.
It also applies to external and internal marketing activities. Maintaining friendly relationships with businesses and associations can help generate referrals.
We can even extend this concept to your relationship with yourself! And if you have the inclination, with your higher power.
Procedures are necessary, but they are mostly straightforward. People are not. You are not! But you are a “people,” and you are in the “people” business.
At the highest level, THIS is leadership.
Improve your relationships, and all else will follow.
Function precedes structure.
Ed
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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 book, The Goal Driven Business.
The Goal Driven Business
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