How to Draw Even Greater Success To Your Chiropractic Practice
The fall of the Roman empire may not have been initially apparent to the Romans at the time; after all, life looked good. Roman leaders were managing the most powerful, the most influential and the richest human enterprise in world history. However, the signs of the empire’s demise became frighteningly obvious to historians.
Antiquity can provide ample lessons – and warnings – in good business management to modern chiropractors, especially those who are running strong, prosperous practices. Everything may appear rosy and on the upswing, and good times may continue for some time.
However, the days of economic wine and roses can end abruptly and unexpectedly, as demonstrated both in history and in the business world, and can take down even the hardiest of commercial enterprises.
Chiropractors who are flying high need to stay alert to the cues and signals their businesses emit perhaps even more so than those entrepreneurs who aren’t doing as well. Sometimes you have to watch your steps more during the ascent.
To protect against the potential pitfalls that can sink any business, chiropractors should institute a system – particularly for down times – that will help maintain the momentum.
The common mistake of successful business people is falling prey to the illusion that they’ve reached the pinnacles of their professions and are immune to the dangers that afflict other, less fortunate practices. That mentality can set a trap.
Chiropractors who are running prosperous, growing practices can safeguard themselves against the bad habits their peers in the profession – and in history – have made, which have always wrought disastrous consequences.
Here are eight ways to keep you going strong:
Paging Dr. Scrooge
Your practice is doing wonderfully. You’re getting new patients, your marketers are whipping up a storm, your front desk people are bubbly and cheery, your insurance billers are dotting every i and crossing every t, your staff members are zipping around the office at supersonic speeds.
Warning! Do not go nuts! Do not celebrate! Yet. This is not the time. You’re doing something right; this is the wrong time to make changes. You’re flying high; don’t start tweaking the process now. The process works; leave it alone!
What do you do? Economize. No new investments. Don’t go out and buy that new Land Rover or a new office system. Don’t mess with your trajectory; it’s got a life of its own. Let it soar.
Pay Those Dang Bills
You’re in up times. Your business model is working. Don’t go tinkering. This is the time to pay the bills. Search the office. Anything. Everything. Pay it. Pay the light bill. Pay the mortgage. Pay the magazine bill. Pay the girl scouts for the cookies. Anywhere and everywhere, aim to reduce debt. This lays the foundation for even greater potential growth later.
The Delivery Has Arrived
While this may not be the time to invest in extracurriculars, it is time to invest in service systems. Obviously, your patients are pleased with the speed and the quality of your services. Make that your focus. Invest in ways or systems that will enhance or improve services. How can you provide services more quickly and more efficiently? How can you make happy patients even happier?
Causing the Effect
Obviously, you’ve been doing something right to achieve this level of success. Your business is moving along the right track. You have no plans of messing with success, but you may want toexplore how you got here
What have you been doing right? What procedures and processes have you put in place that have caused your practice to thrive? Find out what those aspects are and strengthen them. Is it marketing? Target marketing then. Is it the quality of care or patient service? Is it the specials you’ve been offering? How about the patient process?
Don’t change what’s working well. Just add to it. Your practice is humming. Don’t make any pitstops.
Getting Out the Shovel
Let’s dig a little easier into the cause and effect of success and how to foster greater growth without at the same time putting in systems that will hinder it. You may discover as you look deeper into your practice’s success that the marketing department, for example, is soaring. T
ake a close look at the individual parts. Connecting with community organizations is fantastic, but social media is kind of weak.
You’re in this financial condition to target the strong points, remember? Let’s not deal with bolstering or overhauling social media at this stage. Let’s invest in the part that’s connecting with community organizations.
How about patient processing? Your front desk, billing, consultation and treatment are all working together as a finely tuned team. You discover your front desk staff members are exceptional at processing patients. That’s your focus! That’s the part that needs your attention in the form of greater staffing, better equipment or more accolades for their achievements.
Dealing with the Downers
Although your primary objective at this stage is reinforcing what’s working as opposed to fixing what’s broken, you can’t neglect the friction points, which could develop into bigger problems later.
Using the social media part of the marketing department as an example. What’s not working? Why is social media lagging? Start setting social media goals. Your marketers have to achieve certain benchmarks by certain dates.
How about the example of the patient processing? Front desk? Great. Billing? OK. Maybe that area could use some work. Establish clear processes that explain how billing works more thoroughly.
Where is Thomas Edison?
Start making the small connections in the weak areas. Repair the breaches or the worn spots in the process wiring. But don’t change anything. Tweak the weak, empower the strong. Your aim in this financial condition is to maintain momentum, not start major revamping of departments.
While exploring your strong points, keep in mind that what you and your staff have been doing has produced your present success. The formula works, and it will work again – if you don’t put on the brakes.
Looking for Christopher Columbus
As you drive your practice forward, it’s good to discover what got the ball rolling in the first place. What specifically launched your success? Explore the horizon of your practice’s history to learn what got this all started.
Don’t use vague phrases or platitudes. Hard work? Not good enough. Integrity? What’s that really mean? A dedicated staff? Oh, sure. Christopher Columbus could have told that to his crew on the Santa Maria as it sank around Christmas 1492 near the Haitian coast. Get into the details and be specific.
Trace your practice’s historic timeline to the origin of success. Then define it with precision. What was the catalyst? What launched the maiden voyage?
By tracing the historic progression of your practice you’re able to identify the weak links and energize the power surges. You can establish goals for staff in the weak areas and celebrate the strong areas.
Learn more about creating a long-lasting, successful chiropractic practice. Call us today at Chiropractic Business Academy to discover how we can empower you.