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Posted By PPMA,
Tuesday, July 27, 2021
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Written by Lynn Homisak, SOS Healthcare Management Solutions, LLC Originally shared in the July/August 2021 PPMA Newsletter
Are you a micromanager? Answer yes to any of these?... - Feel like you are the only one who can do things right and therefore must DO everything yourself;
- Refuse to delegate or share responsibil-ity for the above-mentioned reason;
- Constantly point out to employees things they have done wrong but ignore or fail to compliment what they do right;
- Do not trust that employees can accom-plish their work on their own, without you observing their every move;
- Feel a need to babysit employees;
- Do not make time to participate in employee training, guidance, and support; yet get annoyed when certain, expected outcomes are not achieved;
- Put little trust in their ability to prop-erly accomplish tasks;
- Believe your employees “just don’t get it” and never will;
- Make yourself unavailable when staff have questions; or are bothered when asked;
- Feel it necessary to be informed and take control of every detail of every situation;
- Feel your voice is the only one that matters in what should be a productive “dialogue” with staff during meetings or performance reviews;
- Feel completely exhausted, drowning in work, AND bordering on burnout at the end of the day;
- Have difficulty prioritizing critical vs. routine tasks (everything is critical in your eyes);
- Must approve every action – big or small;
- Expect perfection rather than excel-lence (you consider errors a sign of incompetence);
- Wonder why your staff is not motivated;
- Have an inordinate amount of employee turnover;
- Focus too much on undesirable results and too little on strategies to reorganize and improve;
- Feel reluctant to accept new ideas because change is hard or “This is the way we’ve always done it.”
...then, read on! Truth is that micromanaging stems from several things. For example, dealing with one negligent employee can lead an employer to think ALL employees need constant watching and none can be trusted. Or it could be the result of an employer’s innate desire for perfection; something they think only THEY can achieve. Finally, some employers may have difficulty understand-ing where that line is between good and bad management because while possibly busi-ness trained and clinically proficient, they never received proper guidance to manage. Some micromanagers acknowledge their controlling behaviors; others dismiss it as part of doing business. If you have responded “yes” to many of the checks above but refuse to “come clean” …hold on to your ivory tower, because you have the makings of a micromanager! This article is not intended to target anyone in particular; however, as the saying goes… “If the shoe fits…”
The best part… it is never too late to turn things around.
WELCOME TO THE MICROMANAGER’S 10 STEP PROGRAM: 1. Delegate some tasks to staff that will help you gain more confidence in them. After doing so, take a step back, let it go and see what they are capable of. Guidance and instruction are necessary and always appreciated; breathing down their necks is not. Neither is babysitting them. Initially, expected outcomes may not be consistent with your standards, but allow them to start small, discuss ways to improve, and build your trust through their accomplishments.
2. Employees really CAN undertake essential tasks without your involvement if given the chance to prove themselves. They may even surprise you! Refrain from requiring your approval for every little decision. Give praise freely. Allow the necessary space for employees to present and solve problems on their own without your input.
3. It is important to have a handle on the business side of the practice. And it is important to request and review regular reports to keep informed. Rather than concen-trate on every little, microscopic detail, look instead for progress made and the big picture outcome. Discuss potential modifications and encourage suggestions to improve.
4. Try not to make mountains out of molehill errors. Mistakes are not only expected; they are an excellent and necessary source of learning.
5. Do not be afraid to place others in charge of certain tasks (i.e., running the staff meeting). Assigning them responsibility helps build their strong character and gives you the opportunity to develop confidence in their abilities.
6. Stop insisting that doing everything yourself will save time. Teaching staff how and why tasks are done a certain way will allow you to spend YOUR valuable time being the doctor. As you should.
7. Refrain from second guessing every decision or action your staff takes and recognize that YOUR way is not the only RIGHT way to do something. Think of it this way. 4 + 4 = 8, but so does 3 + 5. Do not shut out alternate pathways that may prove more productive and efficient.
8. Seek out thoughts and participation from staff. If given the chance, their observance of patient flow and activities firsthand offers unique, front line ideas towards the advancement and growth of the practice.
9. It is not necessary to stay on top of your employees. Part of their commitment, enthusiasm and motivation comes from having challenges, as well as the space and freedom to be a creative and an inclusive member of the team.
10. Take a good hard look at your style of management and whether it directly impacts the frequent staff turnover or low employee morale. Many times, an anonymous employee survey can offer constructive criticism and define specific areas of unintentional neglect.
In the end, the best way to determine if you ARE a micro-manager involves a bit of self-analysis and honesty. Just ask yourself, “Would I enjoy or want to work for someone like me?” If your answer is an unequivocal “yes”, you pass. Carry on. If not, a good recovery program involves taking a “One Step at a Time” approach to reach a desired goal and ‘engage in what is right’. You can do it!
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Posted By PPMA,
Friday, July 23, 2021
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By Lynn Homisak, PRT, CHC, SOS Healthcare Management Solutions, LLC Originally published in the Mar/Apr 2021 PPMA Newsletter
“Practice management” encompasses a variety of organizational skills that help to, well, manage your practice. That includes managing your finances, employees, standards of operation, and time. Regarding time, if I had a nickel for every instance someone said to me, “There are just not enough hours in my day,” I’d be uber rich on nickels. That said, I believe introducing my five proven time management methods (below) will help open some eyes in the office on how to be more time-conscious. Then, if one or two or all of them could become routine, who knows? They just might, in time, even eliminate some unwanted headaches, and crazy-talk here, make your practice work for you. In fact, I KNOW they will!
1) Plan and Prioritize.
It helps to have effective tools to keep you and your day on task. In other words, plan your work and work your plan. Start by keeping a neat work area. You can work a lot faster when everything is in its proper place. Second, create a list of “things to do” and put it on paper so you can visualize it. Any of these simple approaches will work:
- Jot down random tasks as you think of them and in no particular order;
- Organize your task list according to categories, i.e., outgoing phone calls, errands, correspondence, projects, misc., etc. Then, tackle by group;
- Differentiate urgent tasks from non-urgent and important from not important, focusing on the urgent and important ones first; and finally,
- Partition your work day into hourly slots and fill each time-frame with tasks you want to accomplish. Of course,
- Checking off tasks on ANY “to do” list means you have, in fact, “done” them. Revel in your productivity!
2) Structure your day for best achievements.
Don’t ignore your internal clock. That means working in coordination with your own energy levels by scheduling more activities and work during your energized time and less during those lazy times. It is proven that during your prime, energized time, your batteries are charged, your brain is ON, and your focus is good. But when you are in slow mode and dragging, so too does your brain. By the way, doctors should also consider taking this approach when creating their patient schedule. Late riser? Start late, work late. Early riser? Well, you get it. The start of your day, whenever that is, is your most productive. Be sure to start on time! Not doing so is the #1 reason we fall behind schedule. Don’t forget to use automation when available; it’s there to make your life easier. Take advantage of it.
3) Do not Procrastinate.
Nike® had the right idea, “Just do it!” However, for 20 percent of our population who are chronic procrastinators, that is easier said than done. Something or someone holds them back from starting and/or completing what they set out to do. We all know you can’t fix something if you don’t know what that something is holding you back. If that sounds familiar, try a little introspection. Ask yourself why by finishing this statement, “I’m avoiding this task because …” Your response might provide all the insight you need to forge on. If certain projects feel overwhelming, start small. Small action is still action. You’re on your way.
4) Don’t Multitask, Delegate.
There is a part of us that thinks we can effectively multitask. And for some things we actually can because we’ve developed a “we can do this in our sleep” mentality that enables us to accomplish menial, routine, mindless tasks, like walking and talking at the same time. But the term “multitasking” was created for computers, not humans.
Our brains are not wired to multitask. In fact, our IQ is lowered by as much as 10 points, and we are said to be 50 percent LESS effective and accurate when we try to juggle two or more things at the same time. When we do, we spend more time correcting errors, redoing work, and overlooking important steps. It leads to less focus, less productivity, and far more stress. Experts agree. In order to do a job well, we must concentrate on one thing at a time. Start it. Finish it. Begin the next task. Now, if you find you have too much on your plate, rather than trying to take it all on yourself, ask for help. Remember, though, you do not delegate a task because it is too difficult or boring, you do so because someone else (a staffer or co-worker) possesses the proper skills and is perfectly capable to pitch in. Another reason is to help them learn and expand their responsibilities. That’s the essence of teamwork. After all, Nick Foles did not win the 2018 Super Bowl, the Philadelphia Eagles TEAM won the Super Bowl!
5) Eliminate Distractions and Time-Wasters.
Determine where you are wasting your minutes that lead to wasted hours. Is it the phones, emails, unlimited social time with patients or co-workers, unnecessary paperwork, or not being able to make prompt decisions? Identify them, then slowly weed them out and voila! Suddenly, there will be more room for productive ones. Maybe it’s because I’m entering the “Autumn” of my life (Medicare enrollment will do that to you!), but I don’t have to tell you that each minute we are given is a valuable commodity. Until we value our time, we fail to care how we spend it. Isn’t it about time we started caring?
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Posted By PPMA,
Friday, July 23, 2021
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Written By Lynn Homisak, PRT, CHC, SOS Healthcare Management Solutions, LLC Originally published in the Nov/Dec 2019 PPMA Newsletter
Do you conduct patient satisfaction surveys? They can be a little scary, I know, hearing potential patient complaints, especially if they are left waiting in the reception area for longer than expected. Yet, that is exactly the reason WHY you should do them. If there is a customer service problem, you need to know about it, and you need to fix it. Remember, if they don’t tell you, they are very likely going to tell 10–12 other people. Negative chatter spreads fast, and it’s never pretty! Here’s the reality. The function of a patient satisfaction survey is to help keep a finger on the pulse of the practice and determine what it is that makes your practice stand above the competition, or not. They are effective in providing key insights into your patients’ thoughts, which is important because meeting their needs is an ongoing priority. They help define why patients keep coming back, why they suddenly leave. Additionally, they serve as a gauge to monitor what operational systems are working to the advantage of the practice, and conversely what improvements need to be made.
Best Survey: Short, Anonymous, Onsite
As far as the best type of survey, some offices prefer issuing a short three-question survey that patients can fill out at the discharge desk. Others, an online survey that they can complete at home. Personally, I’ve always liked a third option. The short, anonymous patient survey done onsite. Yes, having the patient fill one out while they are there in your office effectively captures their real-time impressions based on their experience and the type of care they received. Anonymous surveys always tend to yield more honest evaluations. And like it or not, that’s what you want.
Putting it on your website is always good to accommodate those patients who are willing to offer feedback at their convenience, but it should not be your only approach. Not many patients actually make a point of following through, even though they say they will. You will get a much higher rate of participation overall in-person—they’re a captive audience, very few will refuse to fill one out—than you would with an Internet version.
One Page/One Side Survey
My suggestion is keep it short but not too short (one page, one side); as I have found this to be most effective. Asking your patient to quickly circle three (3) very general questions and then hand it back to the person who asked them to fill it out is by far the most simplified and uninformative version of patient feedback. However, it rarely pinpoints necessary change. That being said, for an intermittent, ongoing shot in the arm, “The Super Short (3-question) Survey” can still be available on the counter year round.
One Full Month Annually
It is beneficial for your practice to initiate annual surveys for one full month out of the year, to get a realistic assessment. I like doing them in March, sort of a “Spring Cleaning” effort towards change.
Questions asked should cover several critical areas, e.g., appointment, facility, staff, and doctor. You’ll also want to provide a closed receptacle; consider getting a big old-fashioned single slot mailbox complete with a flag and a lock to place on the discharge counter. This allows them to return their survey, again anonymously, before leaving the office. You’d be surprised at how many patients are anxious to “drop” their survey into the mailbox!
So, do conduct your survey! And, please don’t ignore your patient’s comments. Any complaint they may have is one worth addressing. You asked, now make it a point to follow through.
Get tips on creating a patient survey in this article!
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Posted By PPMA,
Friday, July 23, 2021
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Written By Lynn Homisak, PRT, CHC, SOS Healthcare Management Solutions, LLC Originally published in the Sept/Oct 2017 PPMA Newsletter
As a healthcare management consultant I spend a lot of time making and returning phone calls to a lot of offices. What I hear, your patients hear; and I’ve got to tell you some of it is NOT pretty. Making an effort to improve efficiency, offering the latest/best treatments and building relationships with patients are all critical components of a successful practice. But equally important is your patients’ first phone experience with your office. Now, understand what I am about to reveal is not a reflection of EVERY office I phone-connect with. However, of the first ten calls I made yesterday, SIX sent up red flags. Six out of ten! Following is a peek into just one morning of my recent phone call attempts. Look at them from a customer/patient perspective.
#1: People that know me, know I am pro-automation and there is no question that automated attendants (“press one for ___, press two for ___”) have their place in a busy office. It is extremely helpful to give the patient who wants to bypass the receptionist and speak to the billing department that option. It is also equally efficient to relieve an overburdened receptionist from sorting through every incoming call by re-routing those calls and freeing up their time to accomplish other duties. However, be careful of turning a positive into a negative.
Typically, patients will listen to two or three options if it means a direct connection to the proper individual. Now, put them through a menu of TEN options. Hmmm, not happy. Impatience, irritation, frustration or worse, a hang up? Think about it. Are all ten options really necessary? Must patients sit through multiple selections that do not apply to them? Three of the calls I placed yesterday subjected me to a long menu and NONE of them addressed my reason for calling! In the end, I went with “Press #5 if you want to make an appointment” just to reach a human. (By the way, shouldn’t that have been #1?) So, while automation is time saving and at times, appropriate, customer service is also providing warm, personal, HELPFUL human contact. We all agree, it’s nice to be treated nice.
#2: Answering the phone with a mouthful of sour grapes is unacceptable. Patients can tell when someone is smiling and when they are not. An upbeat staff reflects a positive attitude of the entire practice, top down. This phone call is the first impression of you and your office! Answering the phone with a proper greeting is critical. My second call, no joke, was answered: “Doctor’s office” and nothing more. Whose office did I reach? An MD? Cardiologist? Dentist? Did I misdial? Hmmm, no warm fuzzy feeling here. It was not informative, welcoming, or professional.
As a reminder try placing a smile button next to every phone in your office and have staff reflect on it prior to answering every call (every potential new patient). “Good morning, Dr. Pod’s Office, Sue speaking, may I help you?” is a great opening! Why not include “How can I make your day better?” As a patient, I’m already smiling. You had me at “Hello!”
#3: “May I help you” – if you say it, and you should, how about making good on that offer? I spent more time than was necessary trying to drag words out of one of the receptionists I spoke with. “Hi, my name is Lynn Homisak and I’m calling to speak with Miss deCall.” Crickets. “Is she available? Can you connect me?” “No.” “Oh, can I leave a message?” “She doesn’t take messages.” “She doesn’t TAKE messages?” “Email only; she only answers emails.” Getting information was like trying to pull teeth. After a few more related questions and one word responses, I accepted defeat. Hung up. FYI, I did email Miss deCall. No reply. No surprise.
#4: One ring to the next office immediately activated their voice mail system. I am always aware of the time zone differences with offices I call, so let me note the time of my call was 3:30 p.m. on a weekday. Voice mail: “Thank you for calling Tick Tock Podiatry. Our office is currently closed. Our office hours are Monday through Friday 8:00 a.m. to 5:00 p.m. Please stay on the line and our answering service will help you.” Waiting patiently, still waiting, turning impatient. At last—
“Hello, Tick Tock Podiatry’s answering service. The office is closed, may I help you?”
Me: “The office is closed? What time do you have?”
Operator: “3:35 Ma’am.”
Me: “The message said hours were until 5:00. Are they really gone?”
Operator: “Yes, I’m sorry Ma’am, they are. May I take a message?” Me: “No, I’ll call back, thank you.”
My call was important enough that I will likely make another attempt but the whole experience did not sit well. The bigger question is will a new patient hitting that same roadblock call back, or simply call another podiatry office that actually keeps posted hours?
I hope this mini exposé resonates—20–30 percent of potential new patients are lost on the first phone call to your practice. This is generally the result of staff not properly trained, failing to “close the deal,” careless office policy, or just lousy attitude. Doctors, I repeat, receptionists are often a patients’ first encounter with your practice, they represent your practice. Are you aware of how each phone call is handled? For more insight, consider having someone you know call your office as a new patient. Was your staff helpful? Was the call positive? Friendly? Could you hear them smile? Were they successful at making that appointment? Sound a little shifty? It’s not, if you do this without the intent to “catch them”; rather, to educate and improve their skills.
Whether blessed or cursed by technology, Email, Texting, Skype, Voice Mail, Answering Service, Facebook, Twitter, etc., have made their way into many of our practices. And yet, the phone still remains the KEY communication link. Do not neglect the critical importance of this tool, and the skills of the staff person that picks up! Can you hear me now?
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Posted By PPMA,
Friday, July 23, 2021
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Written by Lynn Homisak, PRT, CHC, SOS Healthcare Management Solutions, LLC Originally published in the Sept/Oct 2020 PPMA Newsletter
I doubt any of us thought we would wake up six months ago to internal emergency alarms and confronting the worst pandemic in over a century. And yet, here we are. Of course, it feels like a personal battle for each one of us, but we are not alone. Generally, people are struggling to cope all around us —some financially, some emotionally, some physically —all trying to weigh options.
Here in healthcare, thriving Lynn Homisak practices in many places have come to a full stop. Some turned to Telehealth visits, with the understanding that the handicap of virtual-only evaluation, diagnosis, and appropriate medical care can be somewhat of a challenge. Sadly, other practices will no longer have the necessary resources to survive. The number of patients seen per day dropped significantly along with revenue. Meeting payroll was difficult. Staff were furloughed until further notice, others let go indefinitely. Full-timers reduced to part-time, part-timers, laid-off, and in some cases, staff working from home became a viable option. So did delegating clinical duties to administrative staff and vice versa in an effort to keep them employed.
While some offices have fully re-opened, it’s not to the extent that they were pre-pandemic. And they did so only after necessary alterations and added expenses were incurred to help stop the spread of the virus and assure patient safety, e.g., enhanced PPE, reception area restructuring, sanitizing, and new training techniques on patient handling. Let’s face it. Healthcare as we know it, temporary or permanent, is different.
If ever there was a need for optimism, the time is now. But what will it take?
Of course, the promise of a vaccine is encouraging, provided it can convince skeptics that it is not “rushed through at warp speed” or “experimental” as tagged. This, accompanied by a unified implementation of necessary safety precautions (i.e., fast and accurate testing, contact tracing, hand-washing, masks, social distancing) sends a hopeful message. Until all the pieces come together, we need to refocus on more positive thoughts. If not, current circumstances, tedium, and feelings of despair are factors for a form of low-grade depression.
While more patients might be the ideal scenario, it’s just not happening right now. What we DO have more of, however, is free time! So why not be the optimist and use it wisely. Here are just a few ideas. And bonus—none are cost prohibitive: 1. What a great opportunity to work on a more robust marketing plan! Make educating your patients a team effort and use the technology you already have. Staff can set up and manage a routine mail merging system for mass emailing, and doctors can write informative content. Some ideas: - Inform them of the changes you’ve made in the practice FOR THEIR SAFETY.
- Broaden their education by enlightening them on various podiatry conditions that you treat.
- Change the mentality that corns, calluses, and nail care are the only things DPMs see!
- Perhaps your patients (or their loved ones) have Diabetes. Explain that now is not the time to be neglecting their feet and educate them on how to examine both feet daily and call the office immediately should they discover any changes in skin color, temperature, pain, drainage, etc.
2. Start (or revive) a long forgotten patient recall project. Recall is NOT a dentistry-only service! Consider a general recall program, by groups of alphabetized patient last names, orthotic recall, Diabetic shoe recall, surgical recall, pediatric recall … sky’s the limit.
3. Just say Hi! Increase patient correspondence with some fundamental patient letters—Birthday, congratulatory, sympathy, get well, or just a friendly “How are you doing?” These greetings go a long way in boosting patient attention and satisfaction. “Welcome to our office” and “Thank you for your referral letters” are also great ways to stay connected.
4. Get your house in order. Set up neglected, standard operational procedures: - Create activity logs (paper or computerized) to effectively manage routine tasks and track current status of orthotics, e.g., signify-ing dates when patient was casted, sent to lab, returned, dispensed;
- Biopsy lab results: Date test taken, sent, received, patient contacted, documented;
- Checklist of duties expected of the front desk staff that allows them to self-monitor their progress;
- An insurance appeals document log;
- Inventory and ordering checklist; and a
- Patient wait-list to fill any daily cancellations or voids in the schedule.
Creating these NOW will lead to more efficiency and improved patient flow LATER, when things get back to “normal.” 5. DIY. Roll up those sleeves and break out the tools. Whether it be a paint brush or a mop, a hammer or a broom, a squeegee or a wrench. Do that deep cleaning you’ve been meaning to get to. Tidy up the parking lot. Fix that squeaking door, or wash the windows, address the dripping faucet, paint a wall or two. Purge —Clean out closets and drawers. Just eliminate “stuff ” you don’t really need.
6. Hold necessary training sessions to assure that everyone in the practice is on the same page with how to properly manage patient visits and maintain adequate safety measures.
Optimism refuses to believe that the road ends without options. Optimism is a choice that will make you feel better.
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Posted By PPMA,
Friday, July 23, 2021
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Written by Lynn Homisak, PRT, CHC, SOS Healthcare Management Solutions, LLC Originally published in the Sept/Oct 2018 PPMA Newsletter
“What happened to Mrs. Baker today?” asks the doctor. “She had a two o’clock appointment and didn’t show up.” Patient no-shows are a daily scheduling occurrence that is more common than any of us would care to admit. Why do they happen? What do we do about them? And finally, how can we prevent them? Let’s start with “Why?” The reason for no shows from a patient perspective could revolve around many things. Of course the possibility exists that their absence could have been the result of an unavoidable last minute conflict or an unfortunate mishap; and in those particularly rare cases, you find it easy to empathize. But most likely, one of the following occurred: They were too busy, they forgot, didn’t feel it was a priority, or just didn’t understand the value of going. Then there are those who make a habit out of not showing, and you can predict two weeks out, thanks to the road-map of red markings in their charts, exactly who they will be. What do we do about these patients? By intentionally disregarding their actions, we are irresponsibly allowing these patients to diminish the value of our time. Except for those offices who have a rigid policy when dealing with patients who don’t show, e.g., charging a fee or inconveniently re-scheduling them, there is often times, little to no consequence to a patient who fails to show for this appointment, or the last one, or the one before that, or the one, well you get the picture. Sometimes without our realizing it, we allow our patients to sit in the driver’s seat of our practice, instead of taking control of the wheel ourselves; and the only way to avoid unwanted future wrecks is to realize that we need to reposition ourselves. So how do we do that? First, by attaching value to our time and once we do, make the patient aware that we do. Unfortunately, some patients who have been told by the doctor to reschedule a follow-up appointment do so without fully understanding the reason why. Without proper doctor–patient communication, the patient is at a loss to associate any “value” to the appointment, and so if they happen to miss it, it’s of no real significance. It is up to each one in the office—beginning with the doctor —to impress upon the patient that a follow up appointment is suggested for THEIR benefit, not ours. If the patient fails to appreciate that by the time they leave the office, there is a hole in the protocol/system somewhere that needs to be fixed. It is important for the receptionist to be proactive when making the patient’s follow-up appointment. Again, reinforce the importance. Next, emphasize to the patient the courtesy of a call if he/she cannot keep the appointment; while also explaining that their failure to keep the scheduled appointment could severely limit their chances for rescheduling at a convenient time. The strategy in this case should be, “Mrs. Baker, if you cannot keep this appointment, we would appreciate the courtesy of a call so that we can then make it available to someone else who’s been waiting to get in. We realize your time is important, and should the situation ever arise where YOU would need to be seen, we would like to be able to offer you the same consideration.” Remember, when we speak in terms of appointments to the patient, they only translate that into “increments of time”: 15 minutes, 30 minutes, 45 minutes. They are merely time slots in your book to them. So, in addition to conveying the message that our time is valuable, we need to take the extra step to prove it and make them believe it. Think for a minute of the mixed message we send when scheduling two or more appointments in the same time period. And don’t be so naïve to think that they don’t compare appointment notes while they are sitting in your reception room. You cannot expect a patient to understand the value of that appointment knowing that you double-booked them with someone else and forcing them to wait 40 minutes or more! Maybe the next time they are scheduled, they’ll think it is “no big deal” if they don’t show, with the notion that you already have someone else penned in to fill that “valuable” time slot anyway. And so, we come to our final question: What can we do to prevent No-Shows? Without starting a debate on the pros and cons of calling patients to remind them of their scheduled appointment, I can only tell you that if you do call, from a patient’s perspective, you continue to live your philosophy by example; showing them that you assign importance to the time you have set aside for them. In addition, calling your patients to confirm a day or so prior to their appointment allows for two very important things to occur: 1) You can verify your schedule for the next day; 2) You have an opportunity to fill newly vacant appointments with other patients who may be waiting for an opening. Make your call count— - Inform your patient that you will call to remind them of their appointment and be sure to ask where they can best be reached.
- Rather than just leaving a message on their machine, you want to call them at a place where you are sure to make a live connection.
Some prefer home or cellphone, while others, their office phone or email. It can be argued that there are still the occasional no-shows even with a reminder call, but the truth is there are far less than without it. However you choose to deal with those patients who repetitively cancel, change, or break their appointments, it’s important to first follow up with a phone call for completeness of care. Document your call, their response, and reason for not showing, and their rescheduled date if they choose to make one. At every available opportunity stress the value of the time you are setting aside for them. It’s up to you to teach them. If you don’t, who will?
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Posted By PPMA,
Friday, July 23, 2021
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Written by By Lynn Homisak, PRT, CHC, SOS Healthcare Management Solutions, LLC Originally published in PPMA's Sept/Oct 2019 Newsletter
In an effort to take a more practical approach, here are my top five management tips, along with a brief explanation of the role they play in operational management. Feel free to use them. Every day. I insist. You won’t be sorry. Promise. 1. Communicate More Communication and management go hand-in-hand; they cannot be separated; like a cake without icing. Yet it is a key component absent in many offices (communication, not icing). I’ve seen the damage this missing ingredient can do firsthand (again, communication, not the icing). If staff feel they are not listened to or worse, not heard; if they feel they are not encouraged to offer new ideas or suggestions for improvement; cannot share difficulties they face or occurrences they’ve observed, they don’t feel like part of the practice. It is a communication barrier that not only feeds a declining morale, but minimizes productivity. Participating in regular staff meetings is one way to give them a voice; a feeling of inclusion. Keep that door of communication open. Shut them out, and you’ll shut them down.
2. Pay Attention
Staff are like sponges, they absorb information and want to learn from you. So you can represent a loofah and learn from them as well. They’re the eyes and ears observing things you may never see, and hear things you may never hear. They do good deeds you might never know about that are great for the practice. If you pay close attention, you should have no trouble acknowledging three things that you’ve learned from your staff at the end of each week. Tap into their insight. If it is criticism you receive, accept it openly for it will only improve your management skills, maybe even expand your circle of friends.
3. Pay it Forward
The Oxford Dictionary defines paying it forward as responding to a person’s kindness to oneself by being kind to someone else. The tone and philosophy of the office starts at the top; and what better way to create more of the same than to be a first-class example. Give new meaning to paying it forward by encouraging your team to do as you do. In other words, you can inspire your staff to follow policy because they see you do it: - Motivate them to treat others with compassion and empathy because they watch you do it.
- Demonstrate a praiseworthy work ethic because they observe that you always strive to do the right thing.
- Finally, create job satisfaction and staff retention by providing an enjoyable and safe work environment.
- You will find that being a good example to them is a lot like paying it forward. “Do unto others ...” and believe me, it pays off!
4. Give Constructive, Honest Feedback Say this five times fast: “Nix the notion that performance reviews are useless face-to-face confrontations that compel you to give a raise under pressure and with resentment to undeserving staff.” Nothing could be further than the truth. First of all, giving raises when they aren’t earned is on you. By the same token, if justified, don’t avoid giving raises. The true purpose of having written job descriptions, clarifying expectations, and giving constructive feedback (via aforementioned performance review) are for staff improvement and building on their strengths. Reviews should be honest and straight-forward with a plan for ongoing development. A formal evaluation should be scheduled annually; however, giving advice and guidance should be a daily occurrence. Staff want to do the right thing the right way and given proper tools, support, and encouragement along the way, they envision their work not just as a “job” but as a career. That kind of employee adds tremendous value to a practice. 5. Provide Large Doses of Appreciation, Fairness, and Respect We all know that treating staff with fairness and respect and showing them appreciation brings about positive vibes in the workplace in terms of boosting productivity, engagement, and dedication. Even better is that praising good behavior encourages repeat behavior. Were you also aware that psychologically, your positive reinforcement in these areas can actually influence your employees’ health and well-being? You have the power to make impactful, attitudinal changes! Scary, huh? Use it generously. Don’t waste it. Of course, there is much more to being a manager than these five factors, but consider them a running start. You can. You should. And if you start, you will. And that, is the icing on the cake!
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