mission statement

Lessons and reminders from the Yahoo! work-at-home flap

Practice managers and physician owners might look at the media attention focused on Yahoo! CEO Marissa Mayer's decision to end work-from-home at her company and think, well, that doesn't apply to me.  And it's true, with only a few exceptions (say, billing), medical practice staff members are unlikely to be able to do their work from home -- not just because they need to be where the patients are, but also because of the privacy risks of bringing documents out of the office. That doesn't mean, though, that the controversy and discussion that Mayer's decision engendered (and now Best Buy CEO Hubert Joly's as well)  are completely irrelevant to physician practices.  Because even though working at home is an option that won't often make sense for medical office staff, the media frenzy about one company's HR decision does illustrate how challenging it can be to make management changes without unintended consequences, even when the need for the change seems obvious. Change sparks fear One of the theories that immediately emerged about the Yahoo! telecommuting ban was that Mayer was simply implementing "backdoor layoffs" -- i.e., that she'd determined that forcing everyone into the office would be an easy way to encourage telecommuters to quit to achieve needed cost reductions.  Naturally, this theory provokes fear in all staff -- what if there aren't enough quitters to bring costs down, and my job ends up on the chopping block? There are mixed reports of how the end of telecommuting is actually playing with Yahoo! employees -- despite the ongoing outrage of bloggers, there are also reports that many current Yahoos understand the need for and actually support the change.  But, certainly the situation is a good reminder about how important it is to communicate effectively with employees, to help prevent unnecessary fears from taking hold -- otherwise, you risk losing  your most valued employees, who will begin job hunting in earnest when they sense trouble.  (I have seen changes as small as eliminating free coffee to save a few bucks lead to swirling rumors that bankruptcy is imminent!  When communication is missing,

By |2022-01-01T22:52:33-08:00March 9th, 2013|

How to get what you want for the practice in 2012

Almost everyone wants to be more successful and achieve more each year than they did the year before.  Here are a few straightforward things you can do to guarantee your success in 2012. First, ignite your passion for the practice.  Recognize all the capabilities you have and how you can use those to grow the practice in the direction you want to take it.  Your passion can energize everyone in the practice and give them the confidence and desire to help you achieve amazing things. Second, set goals that push your further, but are achievable.  This is accomplished by reviewing benchmarks on key performance indicators and how they have trended over the past few years and raising the bar for 2012. Then set goals that stretch performance, but are achievable.  This is accomplished by taking a historical look at practice performance trends and setting the bar a bit higher.  Know what you want and then you can plan to achieve it.  For example, do you want to do more of a particular procedure, do you want 10% more new patients, increase utilization of lucrative ancillary services or promogr a new procedure?  You may even want to establish goals related to healthcare reforms push for monitoring quality and improving outcomes. Whatever you want to do, establish goals that are concrete and measurable. Next, develop a well-crafted written strategic plan.  This is the beginning of a true commitment and using professional resources is worth the investment.  An experience healthcare consultant can guide the process to ensure you develop a powerful plan that yields amazing results and positions the practice longterm success. So what are you waiting for?  Contact Capko & Company, www.capko.com, and make 2012 your best year ever.

By |2022-01-01T22:52:41-08:00December 22nd, 2011|

Could your team be great? Aim for real.

Harvard Business Review posted a great tip today about "real teams."   The pointed out that "real" teams -- i.e., groups that really work together as one -- all share three important characteristics: Shared sense of purpose Flexible skills Mutual accountability There's a great lesson here for medical practices.  Physicians set the tone of purpose and accountability.  Good training policies and skilled practice management ensure cross-training keeps everyone fresh and the practice able to withstand absences and staffing changes.  Hiring people who can fit with the ethos of the team keeps everything humming along. Read more at Harvard Business Review.

By |2022-01-01T22:52:54-08:00August 23rd, 2011|

Hire a team that follows your practice dream

Here's some power tips for creating a staff that keeps your practice at the top of its game.Know who you are. If you haven't already done so, develop your mission statement. A mission statement should not be vague nor grandiose. It should describe what your practice is all about. What defines your practice? Is it serving the under served, service beyond expectations, partnering with patients on health style issues or if your a pediatrician could it be to make each patient's visit fun? Whatever it is you must define and establish methods to make it a reality. This includes getting the entire staff on board on how to live the mission.Second, create mission-driven job descriptions. Make sure each position has specific responsibilities that support the mission statement, including points of accountability.Third, make the mission statement part of your hiring process. Whenever you are recruiting for a position in your office your mission statement should be at the helm. Applicants need to understand that living the mission is a job requirement and that they will be held accountable to act in a manner that endorses and supports the mission.Finally, execute mission training. Have a formal orientation program for new employees that talks about the mission and each staff's role in achieving the mission. Have an annual "Mission Possible" employee training program each year that includes a review and discussion of the mission and a continuing education seminar on a topic that compliments what is needed to live the mission.If you do these things and your decisions and actions support the mission, you'll create a power team that serves the practice well. Contact Judy Capko, one of America's best known practice management consultants: www.capko.com

By |2022-01-01T22:52:59-08:00February 14th, 2009|
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