The thought of sitting down to create job descriptions can seem pretty overwhelming. Every team member is responsible for multiple tasks and systems, after all, and you don’t want to leave anything out.
That’s one of the many benefits of getting your team members involved in the process. They can point out parts of their roles you might not have realized are important, helping you better understand what they do each day. Not only that, they’ll feel a deeper connection to both you and the practice. Their days will be more rewarding, and that means they’ll be more loyal to your practice.
When you ask team members for their input, it shows them you value their opinion—and that will help you build stronger working relationships. They’ll be more motivated to improve their performance and do their part to move the practice forward. Team members who feel involved in important practice processes and decisions are even more focused on achieving success and truly take ownership of their systems. They’re happier, more efficient and more productive, and that all leads to a more robust bottom line.
I also suggest you use this time to set individual and practice goals. Make sure these goals align, and you’ll start to see even more practice growth.
Once you and your team members craft those first job descriptions, remember they’re not set in stone. You can amend them as necessary, and I also suggest you seek input from your team members about any changes you make. Keep them involved, and they’ll see how much you value their insights as well as their contributions to practice success. I guarantee you’ll end up with stronger job descriptions and a more efficient practice.