staff
No
Staff Member Left Behind
Sure,
it costs to bring your staff to optometric conferences — but the benefits far
outweigh the price tag.
Ren�
Luthe, Senior
Associate Editor
Once
upon a time, in the not-too-distant past, the idea of bringing one's staff to optometric
meetings seemed totally impractical to many O.D.s. The main obstacle, of course,
was expense — registration fees, travel expenses, food and lodging, not to
mention the revenues lost if the office is closed. It was thought more sensible
for the doctor to go; any information he thought the staff needed to know, he could
pass on when he returned.
However, as the modern optometric practice has evolved, so have
ideas regarding staff education. The contemporary eyecare practice is no longer
seen as helmed by the all-important doctor(s) with interchangeable staff playing
minor roles. The concept of "teamwork" has infiltrated optometric practice just
as it has so many other models of American business. And a sense of being part of
a team, proponents claim, is something that attending meetings together can give
your staff.
We're all in this together
Doctors who believe in bringing staff to association meetings
all gave morale building as their primary reason for doing so. As Dr. Neil Gailmard,
of Munster, Ind., put it, "I realized whenever I attended major conventions, I enjoyed
a major boost in enthusiasm for optometric practice. It seemed basic to me that
if I felt that way, my staff would too."
Rather than staff viewing attendance as an onerous obligation,
these O.D.s say, they generally perceive it as the boss affirming their value and
potential. "They feel that being asked to these meetings recognizes them as an
important part of the team," explains Paul Ajamian, O.D., Center Director for Omni
Eye Service in Atlanta, who began bringing his staff along 10 years ago. The glamorous
big cities the meetings are frequently held in also contribute to the perception
of the meeting as a positive experience. "It makes a cohesive work environment and
is an excellent perk for motivated staff," says Don Robinson, O.D., of San Francisco,
who often takes his staff to meetings in Las Vegas.
Never stop learning
Additionally, doctors feel that it is in the best interests of
their practice to help educate their staffs. "The staff needs to hear about new
advances and new ideas just as the doctor does," Kenneth A. Young, O.D., of Brentwood,
Tenn., points out. And education, of course, translates to commercial value. "A
more educated team offers a better choice for patients," Young says. Still other
doctors feel that nurturing their staff's educational level is a matter of fairplay.
"I want to be as invested in their growth as they are in mine," says Dr. Robinson.
They're not the only ones
Yet another benefit of taking staff to association conferences
is the perspective it gives them. Mingling with colleagues from other practices,
they learn that they are not alone in dealing with particular problems. They can
gain insights that a second-hand account of the meeting from their boss would most
likely not include. Wandering through the exhibit halls, they may see products that
they know would fill a need in your office — a need that the more clinically-minded
O.D. may have overlooked.
What staff learn at meetings can improve their boss's credibility
as well. "There's an interesting side effect," says Dr. Rob- inson. "The staff begins
to see that I am not making all this up — the business techniques, phone recalls,
patient psychology, target setting. That there really are things they can affect
in the office and create great bonuses for themselves."
What's not to like?
Despite all these benefits, many O.D.s remain reluctant to bring
staff to professional meetings. Expense, it turns out, is not the only factor. This
is also an area in which ego rears its ugly head, according to some. "The doctor
often thinks he knows what is best for his office and he doesn't need help in making
those decisions," says Dr. Young. Yet even the best-intentioned O.D. can't keep
everything his office needs to improve in the forefront of his mind during a busy
conference.
Others say that keeping staff in the dark about new products and
techniques is an ill-fated form of control. Such doctors "are afraid staff may learn
concepts or procedures that are contrary to the way they want to do things," says
Dr. Gailmard. He warns, however, that withholding knowledge is never a good strategy.
"Doctors who are open to new ideas and who allow staff to feel empowered have less
employee turnover and better staff morale," he says.
Getting it right
Another obstacle that may discourage O.D.s from sending staff
to conferences is deciding who should go. It may be impossible to send the whole
staff, and when the conference is in a desirable location, such as Disneyland, those
not chosen to go may feel resentful. Proponents offer criterion for avoiding such
sticky situations.
Dr. Gailmard encourages his entire staff to attend meetings, though
he doesn't require they go. His practice's proximity to Chicago means that many
professional education opportunities are available within driving distance. "As
an employer, when it comes time to review staff performance, I view attendance
at meetings as a positive trait."
He requires that staff get doctor approval for all requested lecture
courses in advance, and that office staffing be considered before time off is approved.
Dr. Gailmard recommends you develop rules for staff attendance at meetings in the
interest of fairness. Be sure to record the policy in the employee manual.
Dr. Robinson always brings his practice's two office managers
to conferences, as well as the opticians. However, he allows other staff to come
as well, provided they meet his education requirements: at least six hours of continuing
education courses, plus assignments for the exhibit floor.
Benefits for all
Personnel such as office managers and opticians are obvious choices
to attend conferences, but many doctors agree that providing educational opportunities
for the entire staff is worthwhile. "Your receptionist is just as important as your
contact lens tech," says Dr. Young. "All members of the team will interact with
the patients, so it's just as important for your receptionist to know about that
new contact lens as it is for your tech. After all, your receptionist is likely
the first person to field a question from a patient at the front desk or on the
phone."
Optometric Management, Issue: October 2005