So you're doing well financially and are busier
than ever. But do you have time to pay attention to the details of your
practice that your patients focus on? Patients may notice problems with your
staff before you do.
One detail your patients will key in on is
the behavior and personality of your staff. If they're misbehaving, it will
affect your patients' opinion of you and your practice. Not only that, but
other problems are sure to exist, although they may not be obvious. That's why
the role of an office manager is so important.
If you don't already have an office manager
and you're willing to admit that your own management skills may need some work,
look into hiring someone to manage your office for you. After all, it's good to
be nice, but if you're nice to a fault, you're the only one who's going to pay.
Get someone else to take charge for you. That's what the O.D. in this case
ended up doing, and it solved his staff behavior problems.
Foundation of training
Dr. Reynolds has two financially successful
practices, but they weren't realizing their full potential as businesses. His
problems revolved around his staff at both locations.
He missed a major step in managing his
office � he never properly trained staff himself, and he didn't have an office
manager at either location to do it for him and to maintain order.
Consequently, their ignorance of proper procedures and behavior led to other
Dr. Reynolds' failure to properly train and
educate his staff led to the following problems/predicaments:
� The staff at both locations had poor language skills
� they didn't use scripts and their language wasn't professional enough on the
phone when speaking with patients.
For example, a patient asked to schedule an appointment at a certain time, and
the staffer replied that they only took morning appointments that day of the
week. This is a big no-no. Never tell patients when you're not there because
they think you should always be there.
� A commission system was in place and his staff was
getting very competitive with regard to which location was generating more
� Cliques formed, and if a staffer wasn't a part of the
group, they'd make life miserable for her.
� Both staffs were also lax in educating patients. In
one instance, a patient asked to take his spectacle prescription elsewhere, and
the staff members simply wrote it out and handed it to the patient without
saying anything. In this scenario, patient education would've been vital in
preventing the patient from leaving the practice.
� The staff in both practices also had a habit of
huddling together in the front of the office in clear view of patients. They'd
talk about non-work-related topics and make patients feel as though they were
disturbing the huddle, rather than feeling welcome.
� Both staffs were resistant to change. Any time Dr.
Reynolds brought in new information or introduced new techniques, they'd balk
at the ideas.
The root of the problem
In trying to locate the source of Dr.
Reynolds' staff problems, I noticed that he, too, used poor language, which his
staff adopted. Language is important in optometry, especially for independent
practitioners who need to use professional office language to set themselves
apart from corporate offices that use more of a store "shop" language.
See "Don't Say/Say" for examples
of how to make sure the language you and your staff use in the office is
Also, as I mentioned earlier, Dr. Reynolds
didn't educate his staff or his patients. The most logical solution in this
case was to hire office managers for both locations.
Before recruiting, I looked at the staff
from each of Dr. Reynolds' office locations, but didn't find any manager types.
Dr. Reynolds and I interviewed candidates and finally hired a manager for each
I outlined a job description for each
manager, which detailed the expected flow of communication between the doctor,
the manager and the staff. It explained what the manager would report to the
The main job of the manager was to make sure
the staff didn't deviate from the office policy, which I also helped develop. I
incorporated a system of checks and balances so that Dr. Reynolds could run his
office instead of having it run him.
Both staffs came together for a group
meeting. Dr. Reynolds and I explained to them that we wanted to discuss some
changes that we wanted to make to shape up and restructure both practices. We
also told them that we needed their help.
During our meeting, I highlighted examples
of proper verbiage, terminology and telephone skills. I also went over the key
points shown in "Don't Say/ Say."
I also told the staff that Dr. Reynolds and
I considered each and every one of them to be a valuable asset to the practice,
but that they should talk to us if they had a problem with the new direction we
I then explained the importance of everyone
having common goals for the welfare of the practice and consequently, for
themselves as a part of the practice.
I taught Dr. Reynolds how to script, and I
created scripts for the duties he performed (e.g., direct ophthalmoscopy and
biomicroscopy). Standard, effective scripts make patients more motivated,
educated and enthusiastic about their visits because they're given more
In the office manual, I made up scripts for
the staff about not mentioning when the practice doesn't see patients (e.g.,
mornings on certain days). I also taught them scripts for automated
refractometry, automated lensometry, dilation, etc. I stressed to both Dr.
Reynolds and his staff that every script should address three elements.
I also made it clear that they were expected
to recite the scripts with enthusiasm, to look the patient in the eye and be
interested. I explained the correlation between good intraoffice education and
recall efficiency. I stressed the need to educate patients that all of the
tests performed are preventative medical evaluations and that once patients
understand that, they know they're being recalled for health testing and not
just for a new eyeglass prescription.
Properly educating your staff and patients
is a must. Even if you're doing well financially, as in this O.D.'s case, you could
increase your success even more if you just fine-tune some important details,
such as office language and staff behavior.
If you have trouble controlling your staff
and their language skills need a little work, hire a manager to retrain and
supervise them. You're sure to notice a difference � a staff that ain't
Dr. Kattouf is in private practice in
Warren, Ohio, and he's president and founder of two management and consulting
companies. For information, call (800) 745-EYES or e-mail firstname.lastname@example.org.
Note: The stories in this column are
based on actual consulting case files. All practice data are real; the names
these patient questions:
What are you doing to me?
Why are you doing this to me?
Why must this procedure be performed every year?
progressive addition, then explain
medication (drops are OTC; this is a
"he" (referring to doc)
"the doctor" or "Dr.
I can see you Monday at 8:00
Dr. Smith can see you Monday at 8:00
stock (lenses and frames)
diagnostic lens ("trial" denotes
free or of no consequence)
machine (automated perimeter
instrument (any device that gathers data)
fee (price is a store term)
check (Dr. Smith will see you for a
contact lens check)