Team Development
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Most people think that they are, but the reality is that a significant percentage of doctors could use a bit of help in this area. The skills you mastered in order to become a good doctor don't necessarily lend themselves naturally to being a good leader, and leadership isn't taught in traditional college courses, so it is likely that you've simply never been given the tools and training you need to turn you into a leader.
Another possibility is to identify potential patients (read: customers) "pain points" and take steps to address their needs as regards to the new dental patient on-boarding process. For example, nobody likes their very first visit to a new dentist's office. Why? Because new patients have to fill out buckets of paperwork, answer lots of questions, wait for said paperwork to be processed, and so on. It's the dreaded "forms in triplicate" syndrome, even if none of your forms are actually in triplicate.
What if there was another, better way though? What if there was a way to flip the script and redefine the new patient experience, changing it from something viewed as a hassle and a headache, into something that made the newly arrived patient feel welcomed? Surely this would be a better approach.
Team Unification: It is much easier to lead a group of people who are united in a common purpose than it is to lead a collection of individuals, each with their own agenda. As the owner of the practice, you have the opportunity to establish that common purpose by clearly defining the core values of your practice.
Mechanics: There are some mechanical aspects of leadership. These are the tools you'll develop and use to guide and direct your team in a constructive manner. Among them are feedback, communication, assessments, descriptions and clarifying positions.
Empowerment: Finally, by definition, a leader has to lead. That means empowering those under him to make decisions, guided and directed by the will of the leader, as described by the core values of your practice. The most common outcome for doctors who don't empower their employees is that they get backed into the corner of micromanagement. From here, they try (and inevitably fail) to do everything that keeps the office running, in addition to performing procedures. A fully empowered team of employees needs only periodic feedback and clarification from you, along with your trust in them that they'll do a good job acting on your behalf. An office of disempowered employees is a miserable place to work, and is almost certainly doomed to fail. The two-day team development course covers all of these topics, and more. These are not difficult skills to learn, though you can spend a lifetime mastering them. Do an honest assessment of yourself as a leader? If you find that you are lacking in this area, then the Team Building course can dramatically improve the overall performance of your practice. For complete details, see our page here: http://schustercenter.com/courses/people-system/
Another possibility is to identify potential patients (read: customers) "pain points" and take steps to address their needs as regards to the new dental patient on-boarding process. For example, nobody likes their very first visit to a new dentist's office. Why? Because new patients have to fill out buckets of paperwork, answer lots of questions, wait for said paperwork to be processed, and so on. It's the dreaded "forms in triplicate" syndrome, even if none of your forms are actually in triplicate.
What if there was another, better way though? What if there was a way to flip the script and redefine the new patient experience, changing it from something viewed as a hassle and a headache, into something that made the newly arrived patient feel welcomed? Surely this would be a better approach.
Team Unification: It is much easier to lead a group of people who are united in a common purpose than it is to lead a collection of individuals, each with their own agenda. As the owner of the practice, you have the opportunity to establish that common purpose by clearly defining the core values of your practice.
Mechanics: There are some mechanical aspects of leadership. These are the tools you'll develop and use to guide and direct your team in a constructive manner. Among them are feedback, communication, assessments, descriptions and clarifying positions.
Empowerment: Finally, by definition, a leader has to lead. That means empowering those under him to make decisions, guided and directed by the will of the leader, as described by the core values of your practice. The most common outcome for doctors who don't empower their employees is that they get backed into the corner of micromanagement. From here, they try (and inevitably fail) to do everything that keeps the office running, in addition to performing procedures. A fully empowered team of employees needs only periodic feedback and clarification from you, along with your trust in them that they'll do a good job acting on your behalf. An office of disempowered employees is a miserable place to work, and is almost certainly doomed to fail. The two-day team development course covers all of these topics, and more. These are not difficult skills to learn, though you can spend a lifetime mastering them. Do an honest assessment of yourself as a leader? If you find that you are lacking in this area, then the Team Building course can dramatically improve the overall performance of your practice. For complete details, see our page here: http://schustercenter.com/courses/people-system/
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Get the soft skills needed for office management and team building from the Schuster Center.
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