6 Tips for Recharging Your Practice
One week your practice is performing reasonably well – granted, it could have been doing better. The next week the bottom’s falling out. In that short amount of time! You ask: What happened?
How do you get to the bottom of a problem that arrived so suddenly and unexpectedly? How do you set aright your practice before it’s too late?
Before delving into the details, take a look at some of the recent changes you’ve made in your organization. Did you hire new people? Did you promote staff members? Did you move employees into different positions or have them assume different responsibilities?
In fact, it’s a good idea to keep a log of major changes in your practice so that you can look at past statistical trends and compare those to recorded organizational changes.
Making a U-Turn
To correct a downward turn, you must get to the bottom of what is ailing in your practice.
Here are six steps to put you on the right track to success and growth:
1) Examine and analyze earlier practices to determine what you were doing right. Closely scrutinize previous and current processes and work patterns. Find out what was working in the past before your practice started to nosedive. Make a list of the productive functions of your practice.
2) Use the same approach to analyze practices you were using and are currently using to discover what went wrong. What are you doing now that you weren’t doing before? Compare and contrast earlier practice models with current ones to determine current process flaws. Did recent changes you or your staff implemented lead to the production shortfalls?
3) Once you’ve identified and determined the productive aspects of your practice, start instituting them. Let’s say you’ve promoted certain staff members into upper management positions. You may want to overlay work objectives and habits of previous successful managers to give your newly promoted leaders the direction and training to perform at the same levels of success.
4) Start untying the knot. Undo the negative processes and changes that you’ve discovered during your practice audit. Say your office manager changed the way your billing clerks file for reimbursements. Go back to the earlier processes. Apply the adage: If it’s not broke, don’t fix it.
5) Get a hold of yourself. While negative reports or bad news may be cause for concern or in some cases panic, the best way to manage your practice and to produce growth is with a calm and measured attitude. Defending yourself or your staff won’t restore your practice. Blame games also don’t play well. Frantically trying to cope amid the bluster and the panic won’t accomplish anything either. Success comes from the cool, collected mind of the executive with a plan of action.
6) Turn the key. Get back to work. You’ve changed the way your practice works. You’ve restored order. You’ve implemented a successful plan of action. Now it’s time to get busy. Get your practice moving again.
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