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Chiropractic Efficiency Chiropractic Expansion

As a busy chiropractor, you only have a set number of hours in a day. And you want to use those hours as efficiently as possible. You want a productive office where the work gets done – by only having to do it one time.

Duplication of work, fixing someone else’s mistakes or having to hustle to overcome delays caused by inadequate paperwork makes for a sluggish operation, lowers morale, drains away potential revenue and, worst of all, gets your patients wondering if they can really trust you with their healthcare.

How does this happen, why is this important and how do you fix it?

Fixing the Holes

Let’s look at some examples.

Case No. 1: Tom, your insurance biller, sends some paperwork to patient Dillon’s insurer. Three weeks later the insurer replies, stating it cannot pay for that particular treatment. You call the insurer to discover the paperwork was not adequately completed, incorrect codes were used and treatment information was not correctly noted on the forms.

As you begin fixing the paperwork, you’re informed by the insurer that it now wants to review all the patient’s files previously submitted to ensure correct reimbursements were distributed.

Solution: Implement training and policy revisions that distinctly describe how insurance paperwork is completed. Generate a checklist for your insurance biller and other staff members to follow prior to submitting requests.

Case No. 2: Joe walks in the door for his 3 p.m. appointment. Joe is a regular patient. He never misses an appointment but he is on a tight schedule.

You just hired a new receptionist. Brenda’s eager to please, but doesn’t let anyone know that Joe has arrived for his 3 p.m. appointment. She says later she knew everyone was real busy and didn’t want to “bother” you until she knew you had more time.

Meanwhile, Joe waits, glancing frequently at his watch and up at Brenda. Ten minutes past and Joe still sits.

Finally, Brenda alerts you that Joe is in the waiting room. Joe growls in the treatment room that he’s going to be late in setting up for the little league game tonight. Joe’s not a happy camper – and you can certainly tell during the treatment.

Solution: Establish a policy and implement a notification system giving you and other staff members quick and easy access to patient arrival information.

Case No. 3: Sally hasn’t come to your office for treatment in three years. Staff member Sam is able to find her old patient records and tells her that you or your associate will see her in a few minutes. She completes the customary paperwork for a daily visit.

You find Sally waiting for you in a treatment room. However, the paperwork you examine as you greet her is not the right paperwork since she has not been to the office for three years. She must undergo a more in-depth evaluation. You apologize and inform her she must fill out a few additional forms. Perplexed, Sally complies, but she thinks your office could be a little more organized.

Solution: Create specific practice policy, train staff thoroughly on how to implement policy and to follow protocol and organize office systems to equip staff with proper paperwork for various situations.

Case No. 4: Barney has been working as a chiropractic assistant at your practice for six months. He works at the front desk and directs patient care. Wednesday is your busy day, especially with a couple staff members out of the office. Barney calls in and says he’s found another job and won’t be coming to work today – five minutes after your office opens. The waiting room is starting to fill up.

While the most qualified, office manager Jim stands in for Barney but spends part of the hectic day shuffling paperwork in confusion and looking for forms while frowning patients wait impatiently.

Solution: Organize and implement a staff-driven practice where employees are trained on aspects of other job functions and establish processes that cover contingency plans.

Obtain Business Training

Many owners of practices do well at chiropractic but may lack the necessary business acumen to run the business side of a practice.

Learn from some of the nation’s most successful chiropractors and discover how you can have a stable, expanding practice that runs smoothly.

Click here to take our Chiropractic quiz and compare your result to colleagues around the nation.

How to Build a Thriving Practice by Analyzing Your System

Chiropractic Efficiency Chiropractic Expansion Chiropractic Training

No matter how hard you look, you’ll probably never find an autopilot button to set your chiropractic business on cruise control.

Cruise control – implemented haphazardly or carelessly – rarely works in business. Steering your way to success requires a hands-on approach, a smart management style and a system that allows you to monitor the progression of your enterprise.

Taken together, the journey to success becomes smooth sailing. Your destination is always within sight. The difference between the chiropractor running a thriving business and the one who is barely able to keep the ship afloat is focus, precision and action.

What are you looking at and what are you doing in response to what you see? If your answer is nothing and you set your expectations on others just doing their jobs, then you’re in for one stormy ride with a disastrous destination awaiting you on the horizon.

Developing the Analytic Edge

Building a successful practice requires developing systems to measure and reward productivity and to eliminate and penalize inefficiencies and waste. Chiropractors also must implement processes to enable practice managers to analyze various conditions of the business.

The Titanic of 1912 sank because the luxury ship’s captain was unable to analyze the threat adequately, make course adjustments in time and respond with appropriate processes – such as having sufficient lifeboats and life jackets – to save the lives of more than 1,500 passengers.

Establishing a system at your practice equips you to respond to financial or staffing shifts in your business and enable you to manage sometimes sharp market fluctuations.

The Nuts and Bolts

Businesses – and people – generally move along the boom and bust cycle of productivity and profits. Your objective is move your practice to the boom side and reverse movement in the wrong direction.

You must identify where you are in the cycle, the direction you’re moving and what specific and detailed strategies to implement to either sustain healthy growth or get you back on track.

 First stage: Your business is going strong. Profits are up, traffic is high, and your office is buzzing. Your goal, obviously, is to maintain that state. You have to realize that one false move, one lowering of your defenses or one decision to rest upon your laurels and you could see that bubble pop. Recall Apollo Creed in the early Rocky movies?

What to do? When you’re on the upswing, don’t take vacations, don’t make investments, don’t go out on the limb. It’s time to economize. Pay your bills. All of them. Invest in practice facilities. In a phrase, if it ain’t broke, don’t fix it. Your business machine is running on all eight cylinders.

Second stage: Your business is growing – slightly. Nothing to write home about. Maybe a few dollars more each week. One new patient maybe every week or month. You’re not happy, but you’re not pulling your hair out either. But you also know that inflation and marketplace uncertainties just may blow a hole in your happy ship at any time.

What to do? Don’t change anything. Let the ship keep sailing. You’re going in the right direction. But take a close look at how it’s sailing. We introduce the focus and analytical side of the equation. What is being done right in your business? What processes are the most profitable? Who are your top performers?

Focus on these parts of your practice. Put the emphasis on the high producers. Throw the wood in the furnace that’s cranking. For the under performers and loose ends in your practice, do some tweaking. What’s wrong and how can you fix it?

Third stage: Your business is stable – in the ugly sense of the word. At least it appears that way. You’re getting no new patients. Revenue is steady, maybe. If you monitored your practice’s progress on a graph, it looks like a straight line to the right, with occasional drops. You’re not sure if something’s just not right or something’s going wrong. Although it may look OK on the ledgers, your practice is teetering. And you discover this condition after careful examination.

What to do? This is time to roll up your sleeves, to take your practice to the next level, to put your business into high gear (you may use whatever metaphor that suits your vision). Begin promoting your business, just like you did when you first opened. It’s time again to start spreading the word. Turn up the fire in your marketing department.

Dig into your operations and find out what’s working and what’s gone wrong; and fix it. Cut costs, reduce expenses and prepare to deliver on your overhaul plans, which may involve hiring new people to cover understaffed areas. Last of all, crack the whip. Cruising along Easy Street is going to take you to some unhappy places.

Fourth stage: Something has gone wrong at your practice. You’re answering the telephone as your front desk receptionist is off chatting with a buddy in one of the treatment rooms. If you continue on this course, you’re going to hit that iceberg. And you’re going down. This is red alert.

What to do? Someone is obviously not doing his job. Identify where that is happening and who is responsible. Identify and label the red herring and immediately institute a new course of action to avoid taking this dead end again. Develop an explicit policy that identifies and rectifies the production flaw. It’s time to repair this breach before your practice takes on even more water.

Fifth and final stage: This is the lowest point right before posting the “Out of Business” sign on the door or hiring a bankruptcy attorney. This is when everything’s going wrong. The line on your revenue document would make great fodder for downhill skiers. Even your patients are having doubts about your survival. You’ve even briefly entertained the thought of changing your practice’s name to “Doldrums Chiropractic.” Remarkably, this stage feels like you’re starting from scratch. And you are.

What to do? The fix for this condition may appear the shortest, but it requires some major rethinking and serious introspection.

First, communication. How are you going to do it? Obviously, to have reached this stage meant you weren’t communicating. The strong, silent types can’t expect their staff or the public to read their minds.

Second, which is similar to the first, broadcast you. Let everyone know what you’re doing, what you expect and what you’re offering.

Third, find out what is needed and wanted in your marketplace. Don’t expect to sell daisies and daffodils to cement contractors. Understand your patients. Who are they? What do they want? The same goes for your employees. This stage resembles the startup stage. You must lay the groundwork before you can build your practice.

That involves hard work, some fancy footwork and a little song and dance. You have to tell your future (or lost) patients who you are, what services you provide and why you’re so wonderful.


Taking a Close Look

Scrutinize how your practice functions by measuring staff and department productivity will reap powerful results.

The Chiropractic Business Academy has helped thousands of chiropractors build thriving, staff-driven, patient-centered practices. Our aim is to put you on the right track to success!

The FOUR BUSINESS MODELS of Chiropractic Practice

The FOUR BUSINESS MODELS of Chiropractic Practice

Chiropractic Efficiency Chiropractic Expansion

Which Type is Yours?

Disclaimer :  I am not here to say one is better than the other. 

My goal in one of these videos is to show you how to understand your desired model so you can MASTER Your Chiropractic BUSINESS.

The result??  When you can focus your GAME PLAN – you get to your desired “End Game” much easier and MUCH FASTER…whether that is a retirement nest egg…more vacation time…or to pass your practice down to your kids…whatever it may be!…

Choose Your Desired Business Model below (click to play):

TYPE NUMBER ONE: The Chiropractic Owner-Executive 

>>>  For more details on the capacity limits of each practice type, as well as the typical income from each type – check out the article: How Much Income Should a Chiropractor Earn

TYPE NUMBER TWO: The Chiropractic Owner-Manager 

By understanding the ROLES you want to be doing on a day-to-day basis, you will be able to then identify your model’s “ceiling” for capacity and production (as there is a lot requiring YOU!).  As the entrepreneur (yes – YOU) you as the executive have the ability to bring on staff to free yourself  up in some of these roles.  That truly allows you to put your attention on Expansion to that capacity.

The decision is yours to make – how big do you want to go?….how much time do you want to spend inside the practice?

TYPE NUMBER THREE: The Low-Overhead/Low-Staffing Model


We hope you found these videos useful.  Knowing these different types would have been PRICELESS coming out of chiropractic college as we could have simply forwarded through the typical barriers to practice growth by knowing what the business model DESIGN could be!

The Chiropractic Business Academy (CBA) trains chiropractors to build profitable staff driven offices.  CBA does this by training the owner and staff, and providing ALL the administrative, marketing and sales tools needed to build profitable practices.

Chiropractic Management Success Story

Chiropractic Management Success Story

Chiropractic Efficiency Chiropractic Expansion Chiropractic Seminars Chiropractic Training

Chiropractic Management Success Story

Successes from our In-Office Delivery

At CBA we focus on Chiropractic expansion, proper organization is key to this.  One of the ways we accomplish this is through our  week of in-office training and implementation to help your staff work together as a cohesive group to get production done and help more people.  Here are some wonderful testimonials from a few of the staff of just one of the offices we have done In-Office delivery for.

“I have learned so much in these couple of days that I can apply not only to my job, but life in general.  All of the principles that were covered can easily be applied to any situation.  I think that this course will definitely help my current job position in order to help me get more oranized and get work done more efficiently and in the ling run will help the company that I work for grow and expand.  I would definitely recommend this course to anybody who wants to do better in their job and life. Thanks CBA!

Stephanie, Dr. B.K.’s Office, NC

“I truly enjoyed all that was taught here this weekend.  We had a great coach.  Eric really helped us to learn how to wear our hats in the company.  We learned how to be more efficient with our work and being more organized and using our organizing board. I learned the responsibilities of my valuable final product and how to gain control over my station.  I learned how to show great morale in a company and when to use proper ethics.  I learned how to use proper judgement and to always utilize my memos when I do not understand certain things.  I learned that my appearance is key in a company and to always smile and keep a high level of professionalism.  All in all it was a great experience and I had a great time!”

Patricia, Dr. B.K’s Office, NC

“Eric brought a lot of powerful knowledge to our office this weekend.  He provided us with the knowledge and tools to make our office even better than it already is.”

“Implementing the training that we received this weekend will allow us to become more organized, efficient and boost the morale of our staff. Thanks Eric and CBA”

-Sherri, Dr. B.K.’s Office, NC

“I am very thankful for being a part of the training provided by CBA. I believe I am better prepared professionally for every aspect of my life.  Many of the points of this course can be applied both at home and the workplace. I also feel I learned a little more about myself during this course.  And that may be the greatest thing I received from this course. I learned that no matter what your rank you can be a leader whether you lead a corporation or if you’re a leader of yourself.  Furthermore, I learned more about in the practice, how to function as a cohesive unit.  We are an even more well-oiled machine.  I have a greater sense of responsibility of and for myself and just how important I can be to not only my department, but the practice as a whole even at home.  Again, I am thankful for all the wealth of knowledge and leadership training I gained in this course. The future is bright!”

Stephen, Dr. B.K.’s Office, NC


The Chiropractic Business Academy is your source for effective chiropractic marketing, business development (think entrepreneur!), chiropractic seminars, and now: chiropractic products!