Set the Tone for Improved Practice Productivity
Your staff will follow your positive lead.
By Helen B. Hanley, FACMPE, COE

Have you recently incorporated a staff member's suggestion into your practice's regular routine?

Have you recently celebrated or acknowledged a staff member's outstanding performance?

Do your staff members share your values and your vision for the future of the practice? Are they participating in planning for that future?

If you can answer "yes" to these questions, you're already well on your way to providing the positive leadership that leads to an efficiently operated and highly productive ophthalmology practice. If your answer to one or more of the questions is "no," it's time for you to evaluate your own management style to see if you can do more to develop your staff into a cohesive, enthusiastic and forward-looking team. In this article, I'll explain how your everyday behavior can have either a positive or negative effect on how your staff performs, and I'll provide a checklist that will enable you to assess your own performance as a manager and leader.

Having worked with physicians for the past 22 years as an administrator and consultant, I have firsthand knowledge of how your behaviors and values can impact a practice. I have seen practices rise or fall based on the leadership tone set by one or more of the physician partners. You must remember that your management style affects everyone on the staff, every day.

In many ways, leading a medical practice is much like directing a stage show. If you show up every day displaying enthusiasm, a sense of purpose, and a desire to enable all your "cast members" to excel, your staff will feed off your energy. If you adopt a management style that's uncommunicative, authoritarian and unpredictable, your staff will be confused, unsure of their roles and unhappy.

Despite years of professional training, not all physicians are natural managers. Many physicians become so wrapped up in developing their clinical skills that they run the risk of acting aloof, detached and overly demanding of their staff. As a practice leader, it's important for you to develop people skills along with your professional skills. The good news is that leadership and managerial skills can be learned. I've known many physicians who were naturally shy and reticent, but who made the effort to go beyond their own personal comfort zones to become excellent practice leaders. If you're a sincere and ethical individual, you possess the most important fundamental traits for becoming an effective and respected leader.

Below, I've provided a checklist of 24 positive and negative physician behaviors that can have a major impact on staff productivity. Test yourself. While the checklist is certainly not all-inclusive, it can help you identify where you -- as a leader -- need to concentrate your personal improvement efforts. And if you really want to know how you come across to your employees, ask your staff to anonymously identify the personality traits in this checklist that apply to you:

How did you do?

If you're like most managers, you're probably satisfied with your behaviors in some areas but see room for improvement in others. One way to improve is to mentally put yourself in a staff member's shoes. Looking at a situation from someone else's standpoint can be helpful in changing your own behavior. Your employees aren't expecting you to be perfect. They basically want you to be honest, fair, and a good communicator.

In employee surveys, most workers say that being part of an organization that embodies corporate and personal integrity is at the top of their "wish lists." As a leader, you must demonstrate by your own actions, words and values the behaviors you want to see in your employees. It's important to strive to eliminate pettiness in your own actions and in the work environment. The most productive and rewarding win/win relationships are established through understanding and communication. (See "Ten Ways to a More Productive Practice," on page 54.)

If you're willing to adapt your own thoughts and actions to be a more understanding, open and team-oriented manager, the benefits that you, your practice, your staff and your patients will receive will be well worth it.

Sources:

Behaviors and Values Training Materials, TTI Performance Systems, Ltd., 16020 N. 77th Street, Scottsdale, Ariz., 85260, (480) 443-1077, www.ttidisc.com

Guiding Principles and Debate Ground Rules, Donald J. Lloyd, FACMPE, president, The StarLight Group, 1090 Overlook Lane, Monroe, Ga. 30656, (770) 266-7791, www.starlight-group.com

Listen Up, Leader!, David Cottrell, Performance Systems Corporation, 2925 LBJ Freeway, Suite 201, Dallas, Texas, 75234, www.walkthetalk.com

Acknowledgements:

I acknowledge the valuable contribution to this article from the members of the Florida Society of Ophthalmic Administrators, and the American Society of Ophthalmic Administrators Practice Listserve members and peer consultants.

Helen B. Hanley, FACMPE, COE, is president of Bradford-Hanley Consulting in Hudson, Fla. Her consulting business focuses on teaching executives, managers and employees to improve their communication, leadership, customer service, sales and team-building skills. She can be reached at (727) 863-2177 or via e-mail at hanley4fl@cs.com.