The office manager role is ever evolving in not only our profession, but in businesses around the world. I give lots of praise to these managers as their day to day duties change at the drop of a hat. After years of countless conversations with frustrated managers, we realized implementing a development program with guidelines is the best way to prevent them from burning out and also elevate your practice to new levels.
First, your office manager must lead by example with the business’s principles in mind. A great read on this topic is Principles by Ray Dalio. The CEO must set the core values, vision, mission and core competencies that must be the fundamental building block of maintaining a great culture. All decisions on hiring, firing, development, training, patient care and so many others must be in line with these values. Remember, these are particular to your beliefs on how you want your brand to be known in the community and inside your office.
Second, stop being a firefighter. Staff will continuously bring issues to the manager and expect them to handle it. The most successful companies develop problem solvers at the earliest levels. It must be stressed that anyone in a leadership role should never lead with emotion or paranoia. A positive, cool, calm and collected approach should always be maintained. This positive mental approach and action will be mirrored by your staff over time.
Third, a great leader always collects data and facts before making business decisions. The proper protocols must be in place so that the data being gathered is accurate. When stressful situations arise, a manager must remain calm and gather the data. Speak with all parties involved and ensure that the data is accurate before proceeding. As with life, junk entered into the system will only provide junk out. I am a personal believer in never assuming anything. This approach will help your managers make better decisions when issues arise, and also when growing practice culture and revenue.
The most successful managers seem to manage protocols and develop the work family. A culture where the leaders lead by example and your staff is engaged and listened to on their areas of knowledge is a key component to making your practice a cut above the rest. Go build your empire. Make it a great week.
Dr. Scott A. Colonna is a senior partner at Uppercut Consulting and Westminster Eyecare Associates. He received his Doctor of Optometry degree from the State University of New York College of Optometry. Dr. Colonna has extensive experience in pediatric and infant eye examinations, primary care, contact lens, geriatric care, and ocular disease. He is an active member of Infant See, the American Optometric Association, and the Rhode Island Optometric Association. For questions or comments about this article, please contact email@example.com