Wearing the Manager Hat in Your Medical Practice

As a medical practice owner, you wear many hats. Besides being a healer, you are also a leader, an organizer, and a decision-maker. One of the most crucial yet often overlooked roles is that of the Manager. Trying to balance patient care with the daily grind of running a business is a real challenge.

That is why virtually no physician runs a truly ‘solo’ practice.

The Manager (Office Manager) Role

In many practices, the physician hands the Manager hat to another. The role is often assumed by the Office Manager, who may have office-based experience but often lacks formal management training. Many practice owners fall into the trap of abdicating office management responsibility instead of delegating it. This leads to a lack of clear processes, goals, and expectations. Experience-based training alone can reinforce biases rather than challenge them.

Here are some key management questions to consider:

• What are your practice’s specific goals? Have they been clearly defined?
• Are there Key Performance Indicators (KPIs) to manage and measure:
  • Billing/Revenue Cycle Management (RCM)?
  • Clinical Processes?
  • Front Desk Processes?
  • Marketing and Reputation Management?
• Do you hold regular meetings with specific agenda items to review and manage outcomes?
• Have you defined the roles and processes within your practice?
• Are there goals and performance reviews set up for your office staff?

Professional managers should be able to address these questions and tasks effectively.

The role of the Manager in a medical practice includes several key aspects:

Operational Efficiency: The Manager ensures the practice operates smoothly. They supervise daily operations, manage the staff, and utilize resources effectively. Implementing scheduling software and optimizing patient flow can greatly enhance operational efficiency. Regularly reviewing and adjusting schedules based on patient demand can help to reduce wait times and improve patient satisfaction.

Systems and Processes: A crucial part of the Manager’s role is developing, implementing, and maintaining systems and processes. This includes scheduling, patient flow management, record-keeping, billing, and other administrative functions.

Planning and Organization: The Manager anticipates needs, schedules staff and resources appropriately, and prepares the practice to meet both immediate and future patient needs.

Quality Control: Ensuring the quality of care and patient satisfaction is key. The Manager implements and monitors quality control measures, addresses patient complaints and feedback, and ensures adherence to medical standards and regulations.

Staff Management and Development: The Manager is responsible for hiring, training, evaluating, and developing staff members. This ensures they are competent, motivated, and aligned with the practice’s goals and values.

Financial Management: While the Entrepreneur focuses on strategic growth, the Manager handles day-to-day financial aspects, such as budgeting, financial reporting, and monitoring cash flow.

Are your managers qualified to handle these responsibilities?

Tips for Better Management

• Regular Management Meetings: Hold regular staff meetings with a set agenda to review KPIs, discuss issues, and plan improvements. For example, start each meeting by reviewing the previous week’s performance metrics, followed by a discussion on current challenges and opportunities for improvement. Assign actionable tasks to specific team members and follow up on their progress in the next meeting.
• Focus on KPIs: Identify the best KPIs for your practice, such as patient satisfaction scores, appointment wait times, billing accuracy, and staff productivity. For instance, monitoring appointment wait times can help you identify bottlenecks in your scheduling process, allowing you to make data-driven decisions to optimize patient flow. Review KPIs quarterly and adjust strategies based on findings.
• Continuous Improvement: Encourage a culture of continuous improvement. Regularly review and refine processes to enhance efficiency and patient care. Set up a quality improvement team to find areas for enhancement. For example, if you notice a recurring issue with patient check-ins, brainstorm solutions with your team, test new procedures, and then evaluate their effectiveness. Document successful changes and integrate them into your standard operating procedures.
• Staff Training and Development: Invest in ongoing training and development for your staff. This keeps them up-to-date with best practices and improves their performance. Organize monthly training sessions focused on different aspects of patient care and administrative tasks. Encourage staff to attend workshops and conferences relevant to their roles. Create a mentorship program where experienced staff members guide newer employees, fostering a collaborative learning environment. Utilize online training platforms for continuous learning. Offer incentives for staff who complete advanced training programs or certifications.
• Patient Feedback: Actively seek and address patient feedback. Aim for five-star reviews by providing excellent care and service. By focusing on your practice’s reputation, you can analyze feedback to identify trends and areas for improvement. Respond to negative feedback promptly and constructively, showing patients that you value their input and are committed to improving their experience. Use patient feedback as a basis for staff recognition programs. Highlight positive feedback in team meetings to boost morale and encourage a patient-centric approach.
• Crisis Management: Are you ready for a disaster? A comprehensive crisis management plan should include protocols for handling emergencies, communication strategies, and roles and responsibilities during a crisis. Regularly review and update this plan to ensure everyone is prepared and knows what to do in case of an emergency.

Conclusion

Wearing the Manager hat in your medical practice is about creating a structured, efficient, and patient-focused environment. Remember that effective management is not about abdicating responsibility but about delegating it wisely. Make sure you’re actively involved in setting up processes and expectations, and work closely with your office manager to ensure they have the support and training needed to succeed.

Because successful management leads to a successful practice.

In the next post, we’ll explore the Entrepreneur role and how strategic thinking can drive your practice forward.

Dr. Lawrence Gordon, MD

He is a practicing Otolaryngologist and the founder of ENT Specialty Care located in Goshen, NY. He is also the CEO and Founder of WRS Health. The software is an all-in-one platform, designed by physicians, providing clinician-centered workflow solutions to continually improve and grow your practice.