Just as a strong, well-trained team will help you reach your goals, a weak, lost team will bring your practice down. As the practice CEO, it’s up to you to hire team members who will help your practice flourish, and give them the tools necessary to excel at their jobs.
When you don’t take the time to properly train and guide your team members, they end up contributing to skyrocketing overhead costs—without even realizing it. They’re not as efficient or productive as they should be, which could also lead to frustration and staff conflict.
It’s your job to make sure every team member knows exactly what’s expected of them, and that they’re held accountable. Once everyone understands their role in practice success, you’ll notice a drop in overhead and an increase in revenues, as well as a happier, more energized team.
Provide clear job descriptions. This is critical to every team members’ success. Through this tool, you can define exactly what each team member is responsible for, and specify the skills necessary for success in each position. There’s no longer any question about who’s responsible for what, or pointing fingers when an important detail or task gets overlooked. This improves efficiency, productivity and your bottom line.
Establish goals. Sit down with every employee to set individual performance goals, and make sure they understand how reaching these goals not only benefits them, but also the practice. These goals could include increasing the collections ratio, improving accounts receivables, expanding production, reducing the time it takes to prepare treatment rooms and improving clinical skills.
Provide performance reviews. I’m not talking about meeting with team members once a year to go over a checklist. The best performance reviews are actually more like coaching encounters. You structure them as positive interactions that are part of an ongoing performance measurement system that includes regular employer/employee feedback and system monitoring. I suggest you use these performance reviews to determine pay bumps, and to make it clear to team members how raises can be earned and when they will be discussed.
If you want to be successful (and of course you do) you need a strong team behind you. Don’t expect them to read your mind, or to figure out their job on their own. Give them the tools they need to succeed to reduce overhead and move the practice forward.