The good news is that in today’s environment, training can be had on any topic when it comes to practice management. Have a discussion between your employee and potentially the office manager to discuss where it truly lies. Is it with the goal? Is it with the policies? Is it with the owner? Is it with the employee? The key to looking at failure is to look at where the problem lies. The not so fun part of accountability is when your employees fail. Straight cash rewards for certain benchmarks.A “points” system for redeeming high value items, such as an iPad or MacbookPro.Allowing employees to draw from a grab bag with different valued giftcards.Successes should be celebrated and failures should be addressed. The practice owner, office manager, and other employees have to hold the employees accountable for when they both succeed and fail. Which leads me to the second core element: The second core element of communicating goals in a dental practice is accountability. There are also clear fail/good/great goals. You can see that along with the color coding system here: Setting Expectations on the Employee LevelĮach employee should have a clear daily target for some quantitative number it could be production or collection numbers, phone calls made, letters mailed, or appointments booked.įor example Bill has each hygienist set at $800 a day in production. In my practices I typically advise setting the departments up as: Getting to eight days of hygiene, focusing on internal marketing, etc. If you refer back to the last photo, you’ll see that there is a clear expectation for what the owner wants from the different departments. Setting Expectations on the Department Level It is the over-reaching big picture goal for the practice.įor most practices this is the main number you should be setting as a goal for 2015. You’ll notice that the production goal isn’t listed with the four “main” goals. The key is to keep the numbers and goals basic to not over complicate the process. When I walked into Bill’s break-room I knew what I was seeing was part of the secret sauce that allowed him to reach his goals. (He’s even breaking ground on a new practice location in the next twelve months)īill’s practice was a start-up in the middle of 2008.ĭespite the economy Bill’s practice has been growing year over year at a fantastic rate. When I met Bill he shared with me that his practice has been hitting its goals every year. In this guide I’m going to show you how to setup your break room so that you can easily keep employees informed, using a real life example.īill and I shared a lunch together and I immediately knew that Bill was in the top 10% of dentists in terms of natural business acumen. In fact, a common question I receive from practice owners is how to communicate dental goals to their employees. Setting goals for the practice as a whole and then communicating those goals to staff can be a mystery to a lot of owners. That guide is a personal goal setting technique for the owner(s) of the practice. In case you missed it, I wrote a guide to setting goals for dental practices that will help make sure 2015 is your best year in dentistry. Tuesday night’s shooting brought back memories of another attack at a Walmart in 2019, when a gunman killed 23 at a store in El Paso, Texas.Throughout this post I mention setting specific goals for dental practices, if you are needing benchmarks to aim for in your practice, you can download a copy of my free report: “The Fifteen Numbers that Will Make (or Break) Your Dental Practice” hereĮvery high-performing dental practice understands that it is important to set structured goals for their employees, owners, and the practice as a whole. The Walmart shooting also comes days after a person opened fire at a gay nightclub in Colorado Springs, Colorado - killing five and wounding 17. Three University of Virginia football players were fatally shot on a bus Nov. The attack was the second major shooting in Virginia this month. Tyler, who started working at Walmart two months ago and had worked with Bing just a night earlier, said she never had a negative encounter with him, but others told her he was “the manager to look out for.” She said Bing had a history of writing people up for no reason. Another team leader had begun speaking when Bing entered the room and opened fire, Tyler and Wiczewski both said. Tyler said the overnight stocking team of 15 to 20 people had just gathered in the break room to go over the morning plan.
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