LEADERSHIP - Planning Your Best Year Ever

I have as much trouble keeping New Year’s resolutions as anyone else.  With my birthday on December 30^th, the urge to make changes in my life is doubly strong.  Surprisingly, the resolutions I did keep were the ones we made in our practice.  There was power in having someone else keep me accountable.

“We are not victims of our situation. We are the architects of it.” 
― Simon Sinek

Getting Everyone on the Same Page

For twenty years until we sold the practice, my practice partner and I would MEET EACH JANUARY to plan out what we wanted to accomplish that year.  (We started in an office that was only 750 sq. ft. with few patients, so there was a lot to do.)

We’d GET AWAY FROM THE OFFICE for 4-6 hours to set goals, plan changes, talk about staff training/hiring, and visualize where we wanted our practice to be 12 months later.  Truthfully, we didn’t achieve 100% of everything we listed each year, but we accelerated the growth of our practice tremendously.

As we grew, we added our Practice Administrator (Office Manager) to our LEADERSHIP TEAM.  Cathy could give us a better perspective of the needs at the front desk and together we would PRIORITIZE ALL THE YEARLY OBJECTIVES.  Afterwards, Cathy would provide each of us with a copy of our Yearly Goals List for reference.

After several years of experience, we learned that we could FOCUS ON ONLY 2 PROJECTS on the list at any one time.  (Usually we limited it to one “front desk” project and one “clinical” project.)  We would select the first few and defer the others to later in the year.  As each objective was completed, the three of us would PERIODICALLY REVIEW OUR YEARLY GOALS LIST and decide on which item to focus our efforts next. 

Forming a Leadership Team

 When I took over another practice in 2011, the situation was different.  I initially didn’t have another doctor or a fully committed Practice Administrator with which to plan. Instead, I went to a quiet library (or a noisy Starbucks) and brainstormed goals for the year.  The initial step with this practice was to CREATE SHORT-TERM WINS so that the staff could see that I was committed to making things better for all of us.

Once I hired a Practice Administrator who shared my belief in continuous improvement, we made even faster progress bringing our group together as a team and making rapid changes to our systems and procedures.

With her help, that practice doubled in 3.5 years due in large part to this YEARLY RITUAL OF STRATEGIC PLANNING. We made sure that each objective was a tangible SMART goal. One that was Specific, Measurable, Aligned, Results-focused, & had a Target Date.  In addition, we visualized what our ultimate outcome was in each area. (See an example of a Yearly “Practice Vision & Goals” below)

This process created a clear direction for the practice and an urgency to move forward each month. It was the perfect antidote to being overwhelmed by other less important distractions as we went through the year.

Categories of Improvement

Here are some of the categories we considered each year.

1. FACILITIES

This includes upgrades of décor, exterior landscaping, need for more parking, etc.

2. EQUIPMENT AND MAJOR SUPPLIES

Is this the year for new scanner or other items that would improve delivery of care?

3. STAFF DEVELOPMENT

Staff changes (hiring/firing), training, reassignment of duties.  How often do we plan to meet with the staff this year?  Who will be on which project teams?

4. MARKETING

How effective were we last year?  What do we plan to do this year?  When? What do we plan NOT TO DO this year?  What’s our budget?  Have we completed our Yearly Marketing Calendar?

5. FINANCIAL

How did each item of our overhead break down last year?  How do we want to reduce overhead costs in some of the categories in which costs were excessive?  What financial systems need to improve? Collections? Incorporating New Patients?

6. IMPROVEMENTS IN PATIENT EXPERIENCE

How can we set goals for wait times, improve patient engagement thru social media, or intentionally add more fun to the patient experience?

How to Lead a Major Change in Your Practice

Here’s the road map to a year of making rapid progress:

1. Form your Leadership Team (all doctors and a committed Practice Administrator)
   • Meet to strategically plan your projects and priorities
   • Create your vision for change by listing the key improvements needed
   • Make sure everyone on the Leadership Team is committed before approaching the staff

2. Share your Plan with the Staff and modify it as needed
   • Meet with the staff to discuss & plan the project
   • Show them how each item will reduce their daily frustrations ("what’s in it for them")
   • Give them clear idea of how the project will be accomplished
   • Create a Sense of Urgency

3. Limit yourself to the top 2 projects at any one time
   • So as not to overwhelm the staff
   • Initially focus on short-term wins to generate momentum and buy-in

4. Track progress and celebrate each project’s completion
   • Remove any obstacles to change
   • Encourage the staff along the way

This year resolve to become the “architect” of your situation

rather than its victim.

Commit to a year of consistent and never ending improvements.  Make THIS YEAR the year that you moved forward with more focus and direction! 

If you do, you’ll be able to look back with satisfaction at the incredible progress you’ve made in only 12 months.  Then repeat this process again each and every year and watch how far it can take you.

(Download an example of Annual "Practice Vision & Goals" )