"Dr. Johnson" has practiced for three years. There have been ups and downs and, lately, it seems the downs outnumber the ups. She can't understand this trend as she has spent countless hours focusing on her practice. She has a great grasp of chiropractic philosophy and her practice members love her care. Yet, her statistics don't show it.

She has confided in several of her closest friends. Each offers comfort and a word or two of advice.

One associate offers Dr. Johnson suggestions to help grow her practice, as she has practiced the same amount of time and is serving far more people.

Dr. Johnson follows her advice, reasoning, "If it works for her, it will certainly work for me!" (her primary concern was eliminating debt). She takes action for several weeks, requesting referrals as her friend instructs and ordering the same pamphlets and brochures her friend uses.

Her practice improves. For the first time in months she shows a profit. Dr. Johnson is thrilled with the increased business and service.

By the middle of the following month, she notices her practice isn't as busy as the previous month. Appointments are missed. Fewer people attend her weekly lecture. The month ends disastrously in the red. She fears her practice will fail and phones several more friends for comfort and advice.

Taking a suggestion she sign up for a consulting program, Dr. Johnson spends several days researching the variety of consulting groups available. She settles on the one that seems to have all of the scripts, printed materials and marketing copy designed to make her job easier! Money from her family gets added to her last few dollars of savings as she plunges into her new consulting venture.

Within weeks, Dr. Johnson is back to her levels of prior success. She enjoys several "personal best" months. She's again turning a profit and saving some money.

When she speaks with her friends, they can hear the enthusiasm in her voice. She extols the virtues of her new consulting group. One of her favorite aspects of the program is that whenever she has a question or is unsure of how to handle a particular challenge, she can call the consultant's hotline and receive instant answers.

Soon, Dr. Johnson can afford help in the office. She seeks hiring advice from her consultant and follows the suggestion to place a prescribed ad in the local paper. After asking the questions on the "Hiring Script" page, she likes the first person who interviews and decides to hire her.

Dr. Johnson begins to train her assistant as instructed in the consultant's manual. She works through her lunch hours explaining every detail of the practice. She teaches "Betty" all of the scripts. It had been quite lonely in the office those first few years, and Dr. Johnson enjoys Betty's company. It's wonderful to have someone to chat with during down times.

Betty progresses well through her first month. She has learned much about chiropractic. All of the hours discussing health, wellness and the chiropractic lifestyle are paying off for her. She begins care and even refers her husband and two children to the practice.

Reviewing the monthly statistics, Dr. Johnson finds that volume has slipped again. While there's enough income to pay bills and Betty's salary, it appears she'll have to go another month without a paycheck, drawing on personal savings to survive.

Betty does well at the front desk. She learns a few things about insurance billing in month two, and Dr. Johnson wants her to handle all of the finances. Although the practice has been slow, she finds it a blessing because she can teach Betty more about insurance billing.

The doctor does her lectures when -- and if -- practice members can attend. She agrees with Betty's observation that "people don't like to come out at night," so she her presentations are sporadic.

Dr. Johnson is heartbroken to see her monthly statistics drop again. When her consultant offers the same scripted advice, she argues, "I don't like to do spinal screenings. People DON'T attend lectures. Ads in paper only work in big cities."

Frustrations take their toll and Dr. Johnson becomes angry and short-tempered. It isn't long before Betty loses enthusiasm and turns in her two-week notice.

YOU be the coach. How would you describe Dr. Johnson's management skills? How does she solve her challenges? What advice would you as her "coach" offer? Is Dr. Johnson an employee or a business owner?

Finally, what three ways has this case study helped you to improve your business skills?

Remember, people are where they are because of who they are. Your practice is a direct reflection of you!