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TABLE OF CONTENTS
EXECUTIVE SKILLS ................................................................................. 65
HELP & EXECUTIVES ............................................................................... 66 SETTING & ACHIEVING GOALS ............................................................ 67
SETTING & ACHIEVING GOALS – PART TWO ................................... 68
COMPANY PLANNING ............................................................................. 70
ORGANIZATIONAL FLOWS & STRUCTURE ....................................... 71
DOCUMENTATION & ADMIN ................................................................ 72
ANALYZING FOR IMPROVEMENT ....................................................... 74
EXECUTIVE LEADERSHIP ABILITIES .................................................. 76
EXECUTIVE LEADERSHIP ABILITIES PART TWO ........................... 78
PRIVATE PRACTICE INDEPENDENCE ................................................. 80 RECESSION – DO’S AND DON’TS .......................................................... 81
TOP MOTIVATING FACTORS…………………………………………. 82
EXECUTIVE SKILLS
HELP & EXECUTIVES
Having worked with company owners and executives for the past 25 years, I have
observed some common denominators with their successes, and their failures.
Many owners and executives help others all the time, but are they willing to receive help
themselves? This seems like a simple question, but it is truly amazing how many are
reluctant to answer it!
Looking deeper, each was found having trouble delegating and below all this was the fact
they just did not trust others. This comes disguised as “no one else can do the job better
than I, so I do it”, or “I handle the staff’s problems as they just can’t seem to handle them
like I would”, or “if you want it done, do it yourself”. All are very nice rationalizations.
These are all part and parcel of the overworked owner/executive. Further, since the
Executive has trouble receiving help personally, they also have things around them going
out of control, or were “overwhelmed”. I.e. “not organized” is the same statement.
Each were the “self-reliant” type, meaning they just “knew” they had to do it all
themselves and had set themselves up as “problem-solver central”.
The basic tool missing, or at least one of them, was this fact: They did not provide
company policy, or goals for that matter, and did not TRAIN their staff! In some
instances, their “handling” of staff was simply, “you get it done or I’ll fire you”. This
may work in some circumstances, but if you are going to build an effective company, you
must first know how to choose the right people, and then must provide them with
consistent training. No exceptions!
Training your staff IS the most effective delegation tool you have as a leader. Following
that would be correcting them as they make mistakes on their job.
If you find yourself overworked, solving all the problems yourself, sit back for a second
and review this: Can you, in fact, accept help? Do you know how to get those around you
trained so they can effectively assist you in the accomplishment of your goals?
Staying “self-reliant” may be a virtue in some eyes, but will not enable you to build or
expand your group.
Craig Ferreira, CEO
Survival Strategies Inc.
SETTING & ACHIEVING GOALS
I’m not sure about you specifically, but it’s quite common for most busy Executives to
find themselves running behind on such things. With that in mind I thought this a good
time to write a bit on the subject of goal attainment.
GOAL: – noun– “the result or achievement toward which effort is directed.”
ATTAINMENT: – noun- “something attained; achievement.”
From this one could conclude this is simple...deciding what you want to do and then do it.
Now…that sounds easy, so why does it end up getting so darn complicated?
One complication could be that of TIME. If I set a goal to become a doctor in 9 months,
is that real? Definitely not as it generally takes 4+ years of medical school, residency,
etc. The goal to become a doctor is not unreal, but my decision to do so with the above
time factor is. TIME is an important item to consider; one must allow an appropriate
amount to be successful in the achievement of named goals. Before accepting a loss on
such, look back to ensure you’ve allowed ample time.
DECISION & FOLLOW-THROUGH. Deciding to become a Graphic Designer yet
enrolling yourself in Ceramics class, Cooking class, Woodworking class, along side a
Graphic Design class, and taking multiple vacations won’t help you too much in
becoming a Graphic Designer! One should make sure the majority of their time, effort
and energy is spent towards the important goal.
Whether it’s a personal or business goal, start by setting the annual goal first. Then work
backwards from there to assess what prior targets are needed to achieve it. This should be
used like a map, referring back to it as further direction is needed. Review it at the start
of each week to set yourself smaller daily targets and you’ll be well on your way!
If you find yourself lost or seeming to not be achieving much, you may need to back it up
another step. You may need to figure out 1-3 steps you KNOW WITHOUT A DOUBT
you can achieve daily and write these down.
Homework: Figure out something you’d like to achieve by the end of the month.
Write this down as the “GOAL” and decide to do it.
Work backwards writing out all steps needed to achieve that goal.
Now put TIME to these targets, laying out what day & time each could be done.
Pull out the calendar and list each on its day and in time order.
Every Sunday evening write yourself a new week’s plan and add it to the
calendar. Train yourself to refer to it often.
Work hard to complete these targets as these will accomplish the goal!
Now set a goal further in time, maybe for 6 months and repeat all steps…
It is my hope that you accomplish everything you wish for!
Craig Ferreira, CEO
Survival Strategies, Inc.
SETTING & ACHIEVING GOALS – PART TWO
This year has really flown by! It’s already September; October and our huge Annual
Convention are just around the corner, and 2012 following quickly on their heels!
We’re currently working on our new strategies for 2012. Doing this now omits the year-
end scramble around holiday events and allows us to arrive back in January with a
concerted effort toward our new goals.
This usually entails each of my executives proposing to me their ideas, plans and how
they anticipate doubling the production of their area by June. Yes, we plan and work to
achieve these goals by the middle of the year, not the end of the year! Come June, if all
targets are completed as laid out, we’ll set a new strategy in place to take us through to
December.
To attain these I ask for specifics, not simple statements made as “I will double my
production by working harder.” They each send me a program summary containing the
overall targets; those are then broken down into smaller, easier to do projects by the week
or month. These must be very doable targets and quotas for all concerned to be truly
attainable.
These targets are plotted out by time, with projected completion dates for each. Each
week of the new year we will check on their progress at executive meetings and handle
any barriers that arise.
Here are my suggestions for several areas which might assist you, your practice and staff
to accomplish the same. Please dream big and add any additional steps you may think of.
Front Desk: List what steps are needed to become even better organized, or what they
might do to lower cancellations by 10%, etc.
Therapists: What new actions might they implement to more fully educate patients on
the importance of their therapy, how they might help through the use of thank you cards,
etc. to help improve patient retention.
Finance Dept.: Make a plan with targets set to pay off debts, increase company reserves,
enhance the timeliness of the paperwork, reimbursements, etc.
Office Manager: What actions might help to increase the overall production, efficiency
and organization of the practice as a whole, or of specific areas within the practice?
Human Resources: A plan on when / how to hire needed therapists for the coming year,
locating new / additional places to promote, etc. How they might work to improve the
state of the personnel files, legalities of the business, etc.
Marketing Director: Write a plan on how to increase the quantity and quality of
promotions going out? Does your website need updating? Do you need new
advertisements or ad spots? Are there additional tradeshows, etc. to plan promotional
booths, etc.?
Pubic Relations: What plans do they have to increase public awareness of your clinic,
its value to society, etc.? Any city committee or groups they might join? Can you
provide an information and awareness booth at the local county fair or other community
events?
It is important that every executive, including yourself take the time to look and dream of
the future, how to improve on the current scene, and what all they can do from their
individual positions.
Once these plans and targets are submitted to you, it’s important to take a day out of the
clinic to take a good look at the continuity; how will you ensure they work toward a
common goal(s), and is the timing correct?
Will these individual plans and targets factually increase the production/profits of the
practice? You’ll need to verify that these targets will add up to increasing levels, and hash
out whether they’ll consume more time or resources than what you’d receive back from
them. If you find a negative value to a target or project, you’ll need to make the
appropriate revisions before issuing the overall plan.
I know you are busy, and if it’s anything like me you’re also working long hours and may
have a hard time finding the time to fit this type of executive attention into your current
schedule…but you must if you desire the coordinated efforts of your executives towards
new goal attainment. It is very unsafe and ill-advised to let your group blindly produce
without the proper and coordinated strategies and planning in place.
As I have written in previous articles, we specialize in helping private practice owners do
this and accomplish their dreams and goals as a business owner. We can also assist you
in personal goal planning and attainment. We have many programs to put you solidly on
the road (along with continued guidance of a consultant) towards that achievement and
full production and profit potentials.
We truly want to see you succeed and do well!
The welfare of your patients and Private Practice as a whole depends on it!
Craig Ferreira, CEO
Survival Strategies, Inc.
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COMPANY PLANNING
In your company you should have foresight and planning on EVERY position in your
group. This means everyone from the Receptionist, to your HR representative, etc. should
have a written plan for expansion to take your company into the future.
By planning I mean a written sequence of targets to take their production from where it is
currently to a higher more affluent level. How do these plans get written? How do your
employees know what levels of production they should be meeting?
If you and your employees only look day-to-day you are keeping a very narrow view of
your company. An Executive must look very far ahead, having a plan for the entire year,
the Department heads should have them month to month and the junior employees should
be presenting them for the week. This allows a broad view of the direction your company
is heading towards.
All of the plans must correspond with each other meaning a Department head must make
sure that all plans presented to him by his juniors must align with those plans he was
given by the Executives to carry out and so forth. If an employee presents a plan that does
not coordinate they should be briefed on the targets and goals of the company at the
present so they understand where you are heading and can better align with these.
1. List out ALL positions within your company.
2. Based on the pay for that position set a production target of bare minimum needed for
them to be worth that pay.
3. Select a production level just a bit higher than that as the first target. Once they are
there steadily they are fully wearing that hat and can now plan for expansion.
4. Set a higher production target.
5. Write an overall plan for the company for the year. These can be broadly stated targets.
6. Have a meeting with your executives and present these targets to them (in writing) and
ask them to propose their own plans for their area to attain these targets.
7. Once you have these back make sure they all align.
8. Now have them do the same with their junior employees. The plans should be laid out
with doable steps that can be achieved in a short amount of time. Do not have them set
the goal too far out so they will not achieve it.
9. Decide upon a game/bonus that they can receive once they hit that level.
10. Re-do steps 4-6 and keep expanding every employee’s production levels within your
group working towards the overall goals.
The main point is look to the future, don’t be narrow sighted. Think big and play big
games!
Craig Ferreira, CEO
Survival Strategies, Inc.
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ORGANIZATIONAL FLOWS & STRUCTURE
Do your employees know the flow lines and structure of your particular clinic?
Do they know how all the individual staff fit together and IN A SPECIFIC ORDER to
make a well functioning clinic?
Sometimes an employee or therapist has come to you after having worked at another
practice and honestly, most times things are run a bit differently business to business.
Sometimes these slight differences are not known to the new person and sometimes it
may be that some old bad habits simply slip in – these unknowns or habits can lead to
things not running as smoothly as they should, or possibly not what you intended at all!
This would also apply to the new girl who has her own ideas of what is best. Her “best”
may not be yours!
In either case, each employee should understand how their position fits into the whole
and how each function is best performed. IF ANY POINT OF THE FLOW LINE IS
INTERRUPTED SLOWED, OR EVEN WORSE, OUT OF PLACE, IT CAN JAMB
THE WHOLE WORKS AND LEAD TO CONFUSIONS OR LOST INCOME.
The following is something to be done by an executive or owner:
Draw a large diagram/flow chart showing the sequence of steps a patient goes through
from the entry point to their final completed treatment and discharge. Next, write what
employee performs each specific function at every step along the way start to finish.
Keep working at this backwards and forwards and adjusting where needed until it all
flows smoothly throughout.
Next: How to put this in use:
Drill it using yourself as a patient and allow each employee to perform their function(s)
along the way. Example: Patient enters, Front Desk greets and schedules, upon first visit
the therapist does a free evaluation, Front Desk then schedules the remaining treatments,
etc., etc., etc.
Work out the kinks. Wherever you find something needing improvement, work on it
until you reach a smooth model that works best for you AND the patient.
This diagram would be an integral component in the training for any position in your
company as it shows every action required in the proper sequence to deliver the best
possible service to your patients at each point of service.
Additional note: You might want to try this as an experiment. Diagram your own ideas
of the lines, functions and structure; next, ask your employees to do the same
individually. Check these for comparison. You might find areas that have been missed,
or you’ll see what specific areas need more attention so all staff become fully aware of
the whole workings of your clinic.
Craig Ferreira, CEO
Survival Strategies, Inc.
72
DOCUMENTATION & ADMIN
There’s a considerable amount of company administrative documentation in the form of
written policies, electronic data files, and backups needed to accurately operate a private
practice and the administrative duties of every position requires some record keeping
whether it be tracking production, statistics, schedules, event calendars, etc. Sometimes
this seems a bit overwhelming with the addition of precise documentation needed for
insurance reimbursements, patient medical records, and legal / State personnel and tax
records.
What are the best ways to handle internal documentation? AND…Are there ways to
speed this up? Always stay current – That’s the key to saving time on it!
To procrastinate only adds time to recall what was done, and documenting actions later
may not accurately represent what was done as one may mistakenly add or omit
something. ALWAYS DO IT NOW RATHER THAN LATER.
Here are steps to help ensure one has the proper, current and timely documentation:
List out the specific administration necessary for each position in your practice.
These should be given to each person and included in their job description in the
form of a checklist for reference; it is then easily passed on to the next person
inheriting that position. (The HR Director would keep a Master Copy of each in
their files.)
HR Director – Research the legalities and requirements for personnel files, proper
employee and contractor documentation as well as the legal employer posters,
forms, etc. from your Federal, State and licensing agencies. This information
would be typed and kept on file and updated as the laws or requirements change
in the future.
Billing Department Manager – Drill your therapists on the exact documentation
needed by your insurance companies. You could simplify this by creating forms
specific to insurance billing needs or purchase a computerized administration
program to help. When administration is incomplete the therapist would be
expected to complete it within a targeted date and time and return it to the Billing
Department for insurance reimbursement submissions. It is vital that your
therapists learn to do this correctly without continuous mistakes or omissions as
these add time to receiving your valuable reimbursement income as well as
consuming the therapist’s time to revise their reports. (All corrections are done
by the therapist, not the Billing Department; The Billing Department’s duty is to
submit the claims based on complete information supplied by the therapists.)
Dedicate a minimum of one hour per week for administration. Have each
Departmental Manager also set aside some administration time ensuring their
team has proper and legal documentation in place and all is kept up-to-date.
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Inspect the Front Desk’s schedule book, Thank You card mailings, patient emails
or text messaging appointment reminders ensuring all is kept current and done in
a manner that represents your company and its public relations well. (Watch for
typos, grammar, good manners, etc.)
Educate your staff to not procrastinate. Create a game or monitoring system
checking that all administrative actions are marked as complete each week. These
can be checked at short staff meetings first thing in the morning to get everyone
aligned and started on the new day. Promote this as valuable work needed on
time and that getting behind only lessens the ability to move forward easily.
Have copies of all reports and forms made and kept in a common staff area and
have someone assigned to keep it stocked at all times. (We also keep electronic
copies in a file named “office forms” located in a place on the computer system
known and accessible to all staff to print and use.)
Production reports / statistical graphs should be marked weekly for each person to
view his / her own work accomplishments and for proper management overview.
Proper documentation in the form of typed or written notes for all executive and
planning meetings should be promptly filed as Management / Corporate minutes
within your company legal files.
Copies of such meeting notes are also distributed to those responsible for specific targets
to help ensure all planning and actions are listed and thus accomplished. This keeps all
concerned working in coordination regarding future plans and lists their specific actions
and participation needed.
Each Manager would keep a watchful eye on this and not leave the week without all
proper administration completed for their area. Beginning a new week with any
incomplete administrative documentation for the prior week creates added and
unnecessary stress, might hold up other areas of the group, and won’t permit proper
management.
Production is of primary importance; immediately following that one must insist on
having proper and timely documentation and administration in place for the entire
company.
Don’t fall behind or add work-related stress with late or inaccurate documentation.
Stay on top of the game by always maintaining proper and timely business
administration.
Ideally one would want to stay ahead of the game!
Craig Ferreira, CEO
Survival Strategies, Inc.
74
ANALYZING FOR IMPROVEMENT
Having analyzed over 1,000 businesses, and while there is a great deal of technology on
how to do this, there is one vital fundamental to know/use to improve what you are doing.
SEQUENCES: To improve production in any activity one must first analyze the actions involved or list
out each step to be done in their exact sequence.
Walk through the sequences of action, noting anything that doesn’t make sense, omitted,
or worse - botched up. If you are noticing the overall production is bugged, look at each
step, in sequence, to locate which step fouls or hinders the ones that follow. Picture these
steps like dominoes, one flaw and the rest won’t tumble down.
If you are doing something new, then work on the sequence until it makes complete
sense, but as this is only on paper, you will have to test it out fully in the real world as
well.
Take a private medical practice for example, and assuming you already know how to
deliver your high-quality services, the sequence would possibly go like this… What
actions are needed to acquire new patients? What do you do exactly at in-take? How do
you schedule? How do you ensure schedules are kept? How are patients moved into
delivery? And how are they then set for their next appointment? How do you improve
arrival assurance? And finally, this is one of the most important but often forgotten/ the
one which can help boom your company; How do you get this patient to refer you more
patients?
Each of these major steps could be botched up and then adversely effect the next step in
line. Take the time to get a good clear LOOK at each step, and correct the ones which
contain flaws. You can do this for the whole operation, or any one piece of it separately.
How do you tell if you have corrected the right thing? Simple! If the production you
expect is now being accomplished routinely, you have it! If not, go back and follow the
above actions again.
CHECKLISTS: Once you know your entire sequence of actions you could then checklist these for
inspection purposes. “Management by checklist” is an excellent way to do things!
One BIG tip. DO NOT ask people if they are doing the steps! WATCH, LOOK and SEE
what they actually do! Most will tell you “of course”, but when you actually LOOK
you’ll discover they are not doing it quite right.
You will find much IS being done correctly, and you must acknowledge this.
Acknowledgement of the correct actions are more important than complaints about the
flaws.
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I have analyzed companies I knew very little about by having each member of the team
show me in sequence what they do, and then followed who/where they routed their work
to, then followed the sequence going to the next person and doing the same.
It becomes evident when we discover areas of double work, incorrect sequences, actions
that don’t belong, actions taking too long, missing tools, knowledge, etc.
So if you find your staff not producing well enough, go LOOK and SEE what are the
exact sequence of steps needed to obtain the required levels of production. Then work out
to get them done efficiently, professionally and in sufficient volume from start to finish.
May the flaws fall away allowing prosperity to reign! And… when you have a happy
customer, get them to refer you additional business!
PS. You can apply this information to most anything - cooking, mechanics, art, business,
and even marriage.
Craig Ferreira, CEO
Survival Strategies Inc.
76
EXECUTIVE LEADERSHIP ABILITIES
Having worked with many Executives in all types of industry and throughout several
countries, I have honed-in on some of the main characteristics of an able Executive.
I have also found when several of these attributes were missing, that Executive will
usually not make the grade as a true, proficient leader and Executive.
AN ABLE EXECUTIVE OR PROFICIENT LEADER:
Will have exact goals for the group in written form, accessible, easy to understand, and are “BIG” in think, vs. small in scope. These goals are
consistently pushed to actively lead the group towards a better future.
Would consistently incorporate production quotas, not a true goal in essence but numbers. (One would not set or present only monetary goals.) Production quotas
are aimed at expanding the group by their accomplishment.
Manages only by objective measurements and would have a keen insight on
exactly how the company is operating. Managing subjectively is never done nor
permitted.
Has fully studied and is competent with all existing company policy. If a policy
is not available, they originate it, issue it, ensure it is applied, OR, acquire the
needed policy from a “higher authority” as from The Board of Directors, legal
entity, etc. and insist it be well-known and put into practice.
Ensures company policy enhances and forwards the accomplishment of the
group’s purposes, not merely for “the sake of having some policy”, and never allows any person to pervert the goals, policy, or planning.
Are always service-oriented and may break the rules now and then if a rule or
policy is found to truthfully hinder services rightfully due to another.
Pays very close attention to the solvency and viability knowing that these are of senior importance and without financial viability there is no future within
an economic society.
Provides the means for all staff to access / study information to improve the technical aspects of their positions. This is done through continued education,
on-site training, etc.
Insists that staff operate as a team, not as individuals open to their own whims.
Encourages staff to solve problems and granting full empowerment to the
individual to do so.
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Takes great care of both clients and staff treating them as VIPs and assuming full
responsibility to handle errors or flubs in production, service or delivery.
Establishes high standards and strives to have those around them meet or exceed
those standards.
Never holds on to loafing, non-productive staff, but swiftly corrects or replaces
them with more competent personnel.
Insists on keeping a positive outlook and demeanor by taking good care of self.
He/she is an important asset, and knows that a positive attitude is infectious and
helps enable the group to succeed.
Leads with enthusiasm, strength, courtesy, high production demands, rewarding
those performing great accomplishments. One also pushes their staff a little
beyond what they may think is possible – good staff love a challenging
workplace!
Can predict and take effective measures in hindering those enemies they may
garner as they grow, while at the same time “love” the challenge of such.
Are consistently increasing their own knowledge, understanding and ability to
better lead their group.
These are the most common attributes and applied skills I have witnessed throughout my
years. I hope these are helpful to you.
Craig Ferreira, CEO
Survival Strategies Inc.
78
EXECUTIVE LEADERSHIP ABILITIESPART TWO
We surveyed Private Practice Professionals and found the most common cause of stress
to be “BEING THE OWNER/EXECUTIVE OF THE PRACTICE / BUSINESS”.
With this hat comes full responsibility of finances, worries about bills & payroll,
overseeing the entire production of the group, and the LOOOOOOONG hours.
Hey, I feel you! I know exactly of the tales you tell. I’m the CEO here at Survival
Strategies, Inc. and know those stresses well! But, I also have an incredible advantage…
I know and use a reliable administrative technology that helps organize or re-organize
production and their proper lines. This definitely limits workplace stress, and doesn’t
allow it to grow into an overwhelming or unbearable ogre.
Let me break down some other key points of this Executive Hat here. Look these things
over and ask yourself if any have been neglected or missed. Are there any which may
help to improve things and lessen your stress?
1) The Executive creates the long-term plans and goals of the group, writing the
programs needed to achieve them, setting weekly production targets and tracking their
progress, etc., etc., etc. Most of us already know these things.
But did you also consider that the Executive is the Group’s Cheerleader, the Team Coach
built into one? Yes, the hat just multiplied!
I have come to the following conclusions… Unless I’m leading as one of these, it
doesn’t work! I cannot simply give out targets and expect the staff to run off promptly
and get them done. I must really put this additional Executive Hat on and keep it on!
What the heck does that mean???? How would I be a cheerleader?
Look at this; what does a cheerleader do for the team? They create inspiration! Yeah…
GO TEAM! and all that. Well, let’s now envision a cheerleader a little less enthusiastic,
maybe even bored – pretty funny huh?
How about the Team Coach? Have you noticed how intense coaches look and sound?
Their hands flying, giving huge smacks on the back as if saying “AWESOME JOB!” or
“YES!”. They’re maintaining the morale and general tone of the team.
It’s intention that factually gets them going! This follows similarly in all three examples
above… The intention from the Executive is the primary source of action, morale and
general tone. PLEASE NOTE THIS CONCEPT. The sounds or communications are
added verbiage to support the intention.
A team is as good as their leader can exude this intention and instill it
within the group. An Executive does whatever is needed to create the
required level of inspiration to get their team through the day.
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A business day may consist of handling confusions, staff upsets, an occasional
disgruntled customer, grouchy vendors, misplaced paperwork, computer problems, etc.
Some of these are internal and others are over longer distances via telephones and
computers. Every business has them, but does that Executive generate enough intention
and inspiration to create high morale to get the staff through it? It takes a decent level of
enthusiasm, a hardy “Let’s Do It” attitude to set the staff morale for the day. The top
priority is to ensure all are productive amidst all these added things going on.
2) An Owner Executive is responsible to ensure its legal requirements are in good order.
From personnel documents, proper documentation, orderly files, State or Federal laws
pertaining to your particular business or industry being adhered to, paid taxes, proper
permits, licenses and insurances in place, to continued education fulfilled, etc.
We know all too well the end result when one of these is overlooked. If one knows it’s
missing, that’s an over-the-top added stress. “Not affording it” is not workable nor any
relief to an owner.
Find out what you are required to know and adhere to legally. Do a physical inventory of
such now and then, and never assume someone else “has it under control”. Even in the
case of oversight, you may end up in a mountain of legal trouble. A company which is
“above board” and legal won’t add stress on the owner.
3) BE ON TIME. This is not simply a leadership point, but also a Public Relations
point. When you’re late, you appear unprofessional. Be professional in everything you
do, including delivering as expected, showing up when agreed, and fulfilling your
obligations as promised.
This point is extremely valuable to your future as others know you by how you perform;
well, late, sloppy, or on time. Which do you consider professional? Which would you
rather do business with? Who would you refer to another?
Executives should receive rewards for their leadership in the form of great
accomplishments, relaxation and time to be with family and friends, wins in the
attainment of both personal and monetary goals.
There’s no good reason for stress that I know of…
We executives do have a lot riding on our shoulders and I respect and admire each of you
that wear this hat. It’s not always easy but in the end it is tremendously rewarding to see
the results of your hard work!
Craig Ferreira, CEO
Survival Strategies Inc.
80
PRIVATE PRACTICE INDEPENDENCE
INDEPENDENCE means "freedom from the control, influence, support, aid
or the like of others." If you are in Private Practice, then you’re in the
business of being a free, independent entity separate from Physician-owned
or Hospital-owned practices.
Now there are two cardinal rules:
1) Practice independence includes reaching and maintaining the highest possible quality
of care as your top priority.
2) The owner must be trained and gain the exact skills required to be the executive and
expand and run the practice (s). Then they also must train their staff. Part of any owner’s
responsibility is the public relations and marketing of their practice.
So here's the problem...independence is great, but you must have support from others to
survive. No owner can “do it all independently" or they simply crash and burn. So how
do we establish independence in the sense of a tight-running, well-oiled, profitability and
quality machine that generates enough business to overcome its competition?
Here's the answer:
A tight, executive team where the owner has others running different areas of
his/her practice.
An HR Department hiring and training staff on their various duties and what's
expected of them as a team member.
A promotion and marketing director whose sole job is to drum-up new business
through workshops, word-of-mouth, a comprehensive website, open house and
other PR activities.
A Collections team with excellent communication skills negotiating insurance
contracts, collecting the money owed from both patients and reimbursements.
A staff of high-quality therapists developing quality relationships with their
patients and referral sources to keep them continuing their treatments.
A Quality Supervisor whose sole job is to ensure therapists get their CEUs as
needed, contact past patients with incomplete treatments and reschedule and
monitor the quality of care and professionalism in the entire practice, all staff.
A Patient Care Coordinator visiting surrounding doctors’ offices creating
professional, friendly relationships with the office staff thus implementing a
strong referral base for your clinic.
If you had each of these functions covered, you’d be affluent and surviving at a much
higher level. This does not mean you require a staff of 30 to do these functions. You
simply need all staff to understand the general purpose of the group, be trained as a
team-member, keep their quality high, generate word-of-mouth through current
patients, and above all, keep in mind that they are part of a group that is beating the
odds and making it on its own.
Craig Ferreira, CEO
Survival Strategies Inc.
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RECESSION – DO’S AND DON’TS
I recently saw a sign in a company’s window which read: “WE ARE NOT
PARTICIPATING IN THE RECESSION. HAVE A NICE DAY.” What a great
viewpoint!
The absolute best thing to do in a tough economy is pour the coals into tons of outflow,
tons of promotion, and enhance your services.
These things also do not take a ton of cash to do. Here are some simple ways to
accomplish this:
DO’S: 1) Make positive your staff are treating and servicing your clients far and above the
“norm”. Become known for great service.
2) Look back to any promotional actions you have done in the past that worked, and
by “worked” means made you money, and do that exactly and more often.
3) If you can, write articles (which can be free to you), do public speaking, or
contact past clients to see how they are doing/what else could you do to help
them.
4) Referrals: Your clients are your best spokesperson and, if appropriate in your
profession, offer them a referral reward if they bring you new clients.
5) Get your entire staff team to see they should have a huge vested interest in their
job, and have them realize that part of every staff member’s duty is to drive in
business somehow, some way. I.e. Write to past clients; ask clients for referrals,
send shipments out faster and with courtesy, anything that promotes your
business. Checklist these actions to keep them in and refer to it often.
DON’TS: 6) DO NOT listen to those who would tell you not to do these things as they do not
have your best interests at heart−honestly.
7) Do not go into agreement with all the “bad news” or allow any of your staff to.
Keep all eyes on the goals, planning the actions to get there, and go “hell bent for
leather” and make that happen! Create and keep the winning attitude.
The WORST thing to do during difficult times is to withdraw, pull
back or not promote!
Bottom-line…as the leader of your business, you set the tone for the rest of your staff. If
you are stressed/worried about the future, this leaks to your staff and soon afterwards to
your client base. Your staff and clients should feel safe, secure and confident with you to
obtain the best levels of production/service possible. So, keep the tone positive, work
hard to reach your goals and despite any difficulties or hardships, push through them and
you’ll come out all right in the end!
Craig Ferreira, CEO
Survival Strategies, Inc.
82
TOP MOTIVATING FACTORS
“If your actions inspire others to dream more, learn more, do more, and become more,
you are a leader.” — John Quincy Adams, sixth
United States President
Inspirational quote, don’t you think? Notice that John Quincy Adams, the eldest son of
America’s second president, John Adams, says that it is your actions that inspire, not pep
talks.
The power to inspire and motivate those around you is a primary leadership skill that
hinges on an understanding of the factors that motivate people toward positive, win-win
goals. We live in a time and economic environment when cynical conventional wisdom
assumes some basic motivations. The worst mistake you can make is to believe myths
and try to motivate people according to these fixed ideas:
o “It’s all about money, especially now with the doctor of physical therapy
(DPT) program—if a competitor offered my employees more, they’d be gone
in a heartbeat.”
o Urged to do more patient visits, employees say, “The owner is just interested
in profits, and I can’t do more quantity without sacrificing quality.”
o “Employees today aren’t willing to produce more or be more responsible. It’s
all about number one and not about the good of the clinic.”
If those are a few of the myths, what is the truth, and most important, how can you get
great staff and motivate them toward win-win goals for both the clinic and their own
careers?
To help combat these myths, do this little drill:
1. Think about a great job you’ve had, one you really liked. What was it about the
people you worked for and with that made you want to work there that kept you
coming back?
2. What does your own staff tell you are the reasons they love working at your clinic
and what makes them want to stay?
These questions will add up to what I call the “TOP Motivations.”
o TEAM: Being a valued part of a professional team. Working with leaders and
peers who provide a learning environment, contribute, and get along with
each other to form the team.
o OPPORTUNITY: Staff will want to work in a clinic where there is no “false
ceiling” in their career and growth. Highly motivated people expect and want
to influence their pay through being productive.
o PURPOSE: Like you, your staff is motivated by a simple, powerful purpose:
to help! They are in this profession for that reason; on the other hand, they
need, want, and expect to be helped by their employer and team to reach their
own dreams. Leaders should be knowledgeable, involved, and approachable
for help. Leaders actively guide the team towards positive goals. Leaders
should not give the appearance of being aloof, sitting in an ivory tower.
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Team, Opportunity, Purpose—those are the real motivators. You will probably notice that
money was not mentioned. Why is this? There are four fundamentals that motivate
people, ranked highest to lowest in this simple, powerful motivation scale:
Duty (highest)
Personal conviction
Personal gain
Money (lowest)1
Have you ever had the experience of going to buy a car or joining a health club and
encountered a salesperson who was solely motivated to get your money? Did you
instantly want to get away from this person? Have you ever had an employee who was
solely motivated by how much money he or she could make, or what he or she could
personally get from the job? Have you ever had an employee who had no conviction or
motivation to help the clinic and its patients?
People motivated by duty have conviction and want personal gain and money. The key
question is—what is their highest motivation? If it is exclusively money and personal
gain, they will be a problem for you and your clinic. Consider the irony when you read
employment ads: “$95,000 in your first year,” “$15,000 sign-on bonus,” “Why Work?”
My all-time favorite misdirected ad: “Think Green, Think Cha-Ching.”
Now you tell me: What is the author of that ad inspiring prospective staff to reach for?
What will be the motivational level of people who respond to these ads? You’re right;
they will be exactly what the ad is asking for.
Real-World Tips: The Power to Motivate
Here are some specific tips to help you get the best staff and bring out the best in them:
1. Attract and cultivate the most highly motivated staff by appealing to the TOP
factors in your ads, interviews, and staff meetings.
2. To increase therapist productivity, appeal to their professionalism and desire to
improve a patient’s life. Too often therapists are heavily influenced to deliver less
care than necessary by what the third party payor will pay or by some perception
of what the patient is willing to accept. Inspire them to have patients commit to
the necessary quantity and quality of care by clarifying the actual purpose and
product. Some examples:
a. Pain alleviation
b. Problem assessment and restoration of function
c. Education to avoid reinjury and improve condition
d. Making the patient feel unique and important
This is a method that I developed 15 years ago. I’ve never met a therapist that
didn’t understand the importance of setting these functional and educational goals
with each patient for commitment and compliance to fulfill corrective care. This,
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in turn, results in an inspired and committed patient, visits, patient results, and
satisfied patients who spread great word-of-mouth marketing.
3. Starting with the job interview process, develop a culture in your practice where
staff can meet their financial and career goals through their own productivity.
What are the employees’ personal dreams for their career and life? What exactly
is needed in training, production levels, and experience for them to achieve their
dreams? Even a therapist that wants to own his or her own practice may be perfect
to open a satellite or niche program for you as a future partner.
4. To help your staff achieve their dreams, use a personalized career development
program to support specific goals and objectives. Consider what they have said
they ultimately want to be, what training and experiences (clinical, marketing, and
executive) they will need, what production levels they should meet, and what win-
win bonus plans can be developed. Lay out specific milestones on this career
map. During periodic reviews, see how they are progressing toward these goals
and acknowledge their achievements. You’ll have a loyal, motivated team.
Stress Team, Opportunity, and Purpose (TOP) in your words and actions. You’ll get your
staff on board and everyone heading in the direction of your practice goals.
1The Keys to Private Practice Success Book. Survival Strategies, Inc., 2008. p. 231
Harvey Schmiedeke, President
Survival Strategies Inc.
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