Numbers Never Lie
One practice is growing; new patients are regularly signing up for appointments. Another practice struggles to stay afloat. Both practices are similar; both have the same staffing levels, use the same marketing approaches and provide the same level of chiropractic service.
What’s the difference? What is the chiropractor doing in the successful practice that the other isn’t?
The key to unlocking your practice’s potential may lay in how you measure production in your practice. What are the tools successful chiropractors use to cause their businesses to prosper?
Using Metrics to Track Production
The best way of discovering what you need to boost your practice is by creating a system of measuring your staff members’ performance levels. Managing your practice successfully involves understanding in detail exactly what your staff is doing and how they’re progressing in their jobs.
Without a very specific system of staff oversight, you lack the information and insight to address operational flaws and to bolster strong areas or high performers in your practice.
Looking at Your Employees
A management system allows you to reward exemplary performance and penalize underperformers. Practice managers are able to gauge performance based on established metrics.
How does that work? Let’s say you envision your marketing representatives generating 10 new patient leads per week? Establish a numeric benchmark and regularly track their progress.
How about your front desk? What value can you establish to monitor their progress? Apply significant and directed numerical values to every position in your practice that you deem an accurate and acceptable performance gauge.
Once a value-measuring system is established, stick to it. Follow it regularly and require your employees provide performance updates – at perhaps weekly staff meetings.
Categorize the various levels of production and apply labels to each. Let’s say the performance numbers for certain employees are dropping, label that category. How about when the numbers are steady, not rising or falling? Even label the performing groups. Come up with names for every productivity category.
Establish processes that can be attached to each designated progression. What steps should employees take when their numbers are dropping? What should they do if their numbers are improving or even skyrocketing? (Suggestions may include: Don’t change anything. Keep on doing what you’re doing.)
It’s Not Who You Know, But What
Follow the numbers. Excuses are easy to come by. The more excuses you allow for slacks in production, the more excuses tend to breed.
Excuses also tend to breed another arch-enemy to your practice: rumors. Governing your practice based on rumors will create problems.
Following the numeric values will keep your practice on track and lay the foundation for even greater success.
Want to know more about how to efficiently run a staff-driven practice?