There are a number of viable approaches to take here. You could, for example, focus on branding and story. Branding is a powerful tool, and if you don't currently have a clearly defined brand identity, you need one, but it is not the only way to attract new customers, and is only part of the equation in any case.
Dr. Michael Schuster's "Team Development" course can change all that. Drawing from his decades of experience, he has designed an intensive two-day course that will lay bare the mysteries of leadership and give you practical tips, pointers, tools, and a proven system that will make you a better leader. The course is multi-faceted, but the major things you'll learn during those two days are these:
To uncover which dental office management activities should get the lion's share of your attention, you need to break what you do on any given day down into discrete activities, and make some hard, honest evaluations about how each of those activities contribute to your goals. In other words, you've got to start by coming to some understanding about which tasks you're doing that see you essentially spinning your wheels, or that by accomplishing them, you actually only achieve minimal progress, and which tasks have a larger payoff on completion. Focus first on the tasks that give you the highest amount of leverage and payoff, and schedule your day around those things in particular. Also keep in mind that people tend to be at their most productive during the early part of the day, so by moving your highest leverage/payoff tasks to the early morning, you can work on them, get them done, and create momentum that will carry you through the rest of the day.
As it turns out, there is such a system, which is outlined in Dr. Michael Schuster's course called "The New Patient Experience." This course is taught over an intensive three day period, and will outline a proven methodology you can take back and immediately apply to your practice which will completely redefine how your patients view the new dental patient on-boarding process.
Another thing many managers struggle with is delegation. There are two primary reasons for this. Some managers micromanage their employees, and obsess over even the tiniest detail. These people tend to redo the work, even if they manage to delegate some task to someone else, which is a spectacular waste of your time. At the other end of the spectrum, some managers try to delegate everything, and simply hand tasks off without forethought or follow up. Both are recipes for dental office management disasters. You need to get comfortable with the fine art of delegation, and you need to do it sooner, rather than later. Part of that is knowing what tasks to delegate (generally time intensive tasks with lower leverage and payout) and how to delegate (issuing clear instructions, proper training before the fact, proper follow up after, etc.). The sooner you master this skill, the sooner you'll get your office running smoothly and efficiently.
Empowerment: Finally, by definition, a leader has to lead. That means empowering those under him to make decisions, guided and directed by the will of the leader, as described by the core values of your practice. The most common outcome for doctors who don't empower their employees is that they get backed into the corner of micromanagement. From here, they try (and inevitably fail) to do everything that keeps the office running, in addition to performing procedures. A fully empowered team of employees needs only periodic feedback and clarification from you, along with your trust in them that they'll do a good job acting on your behalf. An office of disempowered employees is a miserable place to work, and is almost certainly doomed to fail. The two-day team development course covers all of these topics, and more. These are not difficult skills to learn, though you can spend a lifetime mastering them. Do an honest assessment of yourself as a leader? If you find that you are lacking in this area, then the Team Building course can dramatically improve the overall performance of your practice. For complete details, see our page here: http://schustercenter.com/courses/people-system/
Dr. Michael Schuster's "Team Development" course can change all that. Drawing from his decades of experience, he has designed an intensive two-day course that will lay bare the mysteries of leadership and give you practical tips, pointers, tools, and a proven system that will make you a better leader. The course is multi-faceted, but the major things you'll learn during those two days are these:
To uncover which dental office management activities should get the lion's share of your attention, you need to break what you do on any given day down into discrete activities, and make some hard, honest evaluations about how each of those activities contribute to your goals. In other words, you've got to start by coming to some understanding about which tasks you're doing that see you essentially spinning your wheels, or that by accomplishing them, you actually only achieve minimal progress, and which tasks have a larger payoff on completion. Focus first on the tasks that give you the highest amount of leverage and payoff, and schedule your day around those things in particular. Also keep in mind that people tend to be at their most productive during the early part of the day, so by moving your highest leverage/payoff tasks to the early morning, you can work on them, get them done, and create momentum that will carry you through the rest of the day.
As it turns out, there is such a system, which is outlined in Dr. Michael Schuster's course called "The New Patient Experience." This course is taught over an intensive three day period, and will outline a proven methodology you can take back and immediately apply to your practice which will completely redefine how your patients view the new dental patient on-boarding process.
Another thing many managers struggle with is delegation. There are two primary reasons for this. Some managers micromanage their employees, and obsess over even the tiniest detail. These people tend to redo the work, even if they manage to delegate some task to someone else, which is a spectacular waste of your time. At the other end of the spectrum, some managers try to delegate everything, and simply hand tasks off without forethought or follow up. Both are recipes for dental office management disasters. You need to get comfortable with the fine art of delegation, and you need to do it sooner, rather than later. Part of that is knowing what tasks to delegate (generally time intensive tasks with lower leverage and payout) and how to delegate (issuing clear instructions, proper training before the fact, proper follow up after, etc.). The sooner you master this skill, the sooner you'll get your office running smoothly and efficiently.
Empowerment: Finally, by definition, a leader has to lead. That means empowering those under him to make decisions, guided and directed by the will of the leader, as described by the core values of your practice. The most common outcome for doctors who don't empower their employees is that they get backed into the corner of micromanagement. From here, they try (and inevitably fail) to do everything that keeps the office running, in addition to performing procedures. A fully empowered team of employees needs only periodic feedback and clarification from you, along with your trust in them that they'll do a good job acting on your behalf. An office of disempowered employees is a miserable place to work, and is almost certainly doomed to fail. The two-day team development course covers all of these topics, and more. These are not difficult skills to learn, though you can spend a lifetime mastering them. Do an honest assessment of yourself as a leader? If you find that you are lacking in this area, then the Team Building course can dramatically improve the overall performance of your practice. For complete details, see our page here: http://schustercenter.com/courses/people-system/
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Get the soft skills needed for office management and team development from the Schuster Center.
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