Team Development
A common mistake that many people new to dental office management make is focusing on the wrong things. Spend too much time pursuing the wrong goals and objectives and you wind up going backwards, then working late trying to make up lost ground. There are a couple of quick tips you can use to help get yourself on firmer footing though.
Dr. Michael Schuster's "Team Development" course can change all that. Drawing from his decades of experience, he has designed an intensive two-day course that will lay bare the mysteries of leadership and give you practical tips, pointers, tools, and a proven system that will make you a better leader. The course is multi-faceted, but the major things you'll learn during those two days are these:
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.
Another thing many managers struggle with is delegation. There are two primary reasons for this. Some managers micromanage their employees, and obsess over even the tiniest detail. These people tend to redo the work, even if they manage to delegate some task to someone else, which is a spectacular waste of your time. At the other end of the spectrum, some managers try to delegate everything, and simply hand tasks off without forethought or follow up. Both are recipes for dental office management disasters. You need to get comfortable with the fine art of delegation, and you need to do it sooner, rather than later. Part of that is knowing what tasks to delegate (generally time intensive tasks with lower leverage and payout) and how to delegate (issuing clear instructions, proper training before the fact, proper follow up after, etc.). The sooner you master this skill, the sooner you'll get your office running smoothly and efficiently.
The best part is that once you've digested the materials and integrated the New Patient Experience into your own practice, it can become a part of your branding and marketing strategy. It is, after all, an excellent way to set yourself apart from your competition. There are very few people who enjoy selling. Unfortunately, it comes with the territory. The new dental patient on-boarding course gives you a powerful selling tool to add to your arsenal, it's just that simple. If you're interested in learning more about "The New Patient Experience" course, and how it can help you grow your practice, see full course details here: http://schustercenter.com/courses/sales-system/
Dr. Michael Schuster's "Team Development" course can change all that. Drawing from his decades of experience, he has designed an intensive two-day course that will lay bare the mysteries of leadership and give you practical tips, pointers, tools, and a proven system that will make you a better leader. The course is multi-faceted, but the major things you'll learn during those two days are these:
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.
Another thing many managers struggle with is delegation. There are two primary reasons for this. Some managers micromanage their employees, and obsess over even the tiniest detail. These people tend to redo the work, even if they manage to delegate some task to someone else, which is a spectacular waste of your time. At the other end of the spectrum, some managers try to delegate everything, and simply hand tasks off without forethought or follow up. Both are recipes for dental office management disasters. You need to get comfortable with the fine art of delegation, and you need to do it sooner, rather than later. Part of that is knowing what tasks to delegate (generally time intensive tasks with lower leverage and payout) and how to delegate (issuing clear instructions, proper training before the fact, proper follow up after, etc.). The sooner you master this skill, the sooner you'll get your office running smoothly and efficiently.
The best part is that once you've digested the materials and integrated the New Patient Experience into your own practice, it can become a part of your branding and marketing strategy. It is, after all, an excellent way to set yourself apart from your competition. There are very few people who enjoy selling. Unfortunately, it comes with the territory. The new dental patient on-boarding course gives you a powerful selling tool to add to your arsenal, it's just that simple. If you're interested in learning more about "The New Patient Experience" course, and how it can help you grow your practice, see full course details here: http://schustercenter.com/courses/sales-system/
About the Author:
Get the soft skills needed for office management and team development from the Schuster Center.