June 2004

Bringing harmony to your practice

by Dr. David Singer

A group of people who play as a team and want to win will obviously do better than a team with different goals and interests. But, how do you establish the rules for bringing harmony to a group so that upsets don't stand in the way of reaching your goals or tearing down your players?

A system already exists that will bring sanity and harmony to your practice. This system, which is the foundation for your success, is simply a policy manual ‑‑ a booklet that identifies potential sources of problems, explains how each are to be handled and the repercussions that occur if a policy isn't adhered to.

All corporations have well‑organized policies that are followed day‑to‑day. Your practice shouldn't be any different.

Employers know that when they hire people there are agreements (or policies) that have to be made. There are explicit agreements that have been put in writing and both parties are in agreement about. Then there are non‑explicit agreements, which are ideas people have about what they expect to happen or the way they expect to be treated.

Non‑explicit agreements are sometimes problematic because they are simply ideas. Your idea of what should happen isn't always what your employees have in mind. Each person has different expectations and when expectations are not met, people get upset and problems arise.

For example, if you've always taken 30‑minute lunches, and that is what you're accustomed to, you will probably expect your employees to do the same. But, what if you tell a new employee to take lunch between 12 and 1 and he's used to an hour lunch break? It's likely he'll assume you meant an hour for lunch. As a result, he will come back late and you will be upset, simply because each of you had different ideas and the rules weren't clearly stated and agreed on by both parties.

Policies clearly describe what you expect and will remove the emotional entanglement from your relationships with your employees ‑‑ from the realm of you criticizing their behavior, to the truth of the matter that the rules are clearly stated as policy, which have to be enforced.

When a question arises, you can refer to the relevant policy, which could be similar to: "The policy manual clearly states that if you are late more than once in six months, you will be given a written warning. Should it happen again, you will be subject to termination." You could also say that you really don't want to lose the person, but if he or she continues to break the policy by being late, you are obligated to terminate his or her employment.

In order for a policy to be binding or effective, there must be a type of penalty that exists if the policy isn't upheld. Policies aren't effective if there's no penalty ‑‑ a verbal warning, written warning, termination, etc.

Policies must be enforced on everyone ‑‑ each employee, the doctor, associates, etc. While you might assume it's understood that doctors and associates will be on time, I've had associates in my offices who often came in late. Don't let this become a problem for you. Have a policy.

The policy could state: "As a doctor in this clinic, you are expected to set an example for other staff, such as being on time and adhering to each policy. If you, the doctor, can't be on time, then employees can't be expected to be on time..."

If all of your expectations are in writing and you get each employee's agreement, 99% of the turmoil will be removed from your practice. And, as other problems arise, you can alter or add policies so the same problems will not recur in the future, and so that the policies will be in place when new employees join your team.

Begin with creating policies for what you expect from your employees in terms of work hours, appearance, illnesses, parking, alcohol and drug use, discussion of salaries, absenteeism, on‑the‑job injuries, maternity leave, patient communication, etc. Such policies establish the foundation upon which to build your success through harmonious relationship with your staff.

If you don't know how to handle your staff or are intimidated by the hiring or management of people you have working with you, then your practice won't expand. Your policy manual enables you to gain control and get your office running so you can fulfill your purpose of getting as many people well as possible through the power of chiropractic.

(Dr. David Singer is CEO of David Singer Enterprises [DSE] ‑‑ visit online at www.davidsingerenterprises.com ‑‑ a company offering an honest and ethical approach to building a practice through one‑on‑one consulting programs, products and practice expansion seminars. To receive "The Purpose Fax Newsletter," Dr. Singer's free fax info letter containing practice‑building tips and health research, call 800‑326‑1797, ext. 227. Leave your name, address, phone number and fax number and you will be sent a form that authorizes DSE to fax you a copy approximately every six weeks. Note: you must have a dedicated fax line, as this fax newsletter is sent automatically via computer.