Workshops & Presentations

Book your workshops now. One -on- one or fun interactive group sessions:

Front Office Etiquette – First Impressions Matter

Teambuilding

Communication

Time management

Managing difficult people

Managing conflict

Understanding others

Maximizing profitability

Thinking outside the square

Disciplining people

Good Communication Practices

If you work in the front  office, you are the face of the company. You represent your company. Customers/patients form their impression about the company the minute they set a foot in the door.  Every one knows you never get a second chance to make a first impression

This is a topic we probably all believe we already know everything about.  However, research shows that we don’t apply everything we know, so it’s time to revisit this topic. After all, how many times have you stepped into a business, irrespective of whether it’s a doctors surgery or another professional business, and you have been greeted (if you have been lucky enough to have been greeted at all), by a gum-chewing, non-caring, un-groomed person who would rather chat to another staff member about social activities than pay any attention to you ? Does this sound vaguely familiar? Believe it or not, this is also a form of communication.  It is non-verbal communication and plays an important role when people are forming an impression about you.

Take a moment to see how other people may see you as opposed to how you may see yourself.

So how do you communicate effectively face to face and on the telephone?

It is important to know about the different styles of communication and I run a workshop specifically on this topic if you want to know more.

Telephone Communication

A few ground rules should be observed when talking on the telephone:

Speak clearly

Use your normal tone of voice when answering a call

Do not speak with your mouth full

Do not use slang words or poor language

Identify yourself properly and address the caller properly

Be discreet and be aware of confidentiality

LISTEN

Be patient, focus on the call and be brief and to the point.

As with everything in life, there are barriers to effective communication, but a good communicator learns not only what they are but how to overcome them.

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For Practice Managers is an online resource for Practice Managers operating medical and specialist clinics.

Our target market are typically senior members of this industry.

More specifically, our services engage with forward thinking Practice Managers;  seeking to improve their businesses through

• Quality delivery of  health services
• Improved services to their patients
• Building productive teams
• Managing operational expenses
• Attaining and maintaining certification

For Practice Managers readers are astute committed professionals who are likely to engage with suppliers of products and services that help them achieve these challenging goals

If your products or services  assist Practice Managers with these objectives, then contact us to to discuss your involvement with the For Practice Managers project.

email: advertise@forpracticemanagers.com.au

phone: 0413 620 320

How to become a good Practice Manager

Managing debtors in your Practice

Overdue patient accounts, Third party accounts & Debt collection

Do you know how many of your patients have not paid their account in the last 30/60/90 days?
Do you regularly keep an eye on outstanding accounts?
What about your other debtors?  I’m talking about third party accounts for legal reports, employment medicals, you know the sort.  No money means no cash flow for the practice.
Why do you let your debtors get away with this?

Let me put it in simpler terms.
You work and expect to get paid for it.  Imagine if your employer would suddenly turn around and say you’ll only get paid half of your wages and the other half you’ll get when the debtors pay the business?
You’d be pretty cheesed off to say the least!

But this is exactly what you are letting those overdue debtors get away with!

You go to a store and buy goods and have to pay for them.  Simple isn’t it?  When have you ever gone into a store and told them to meet your payment conditions?

Expect the same from your patients and third party account payers.

You provide a service and you want to get paid for it.
Have a disclaimer with your payment policy on accounts, information sheets etc.

There will be extenuating circumstances from time to time, and we should be flexible.  After all, we don’t want to lose a good customer, but do this all the time and people take advantage of you.

If you are a private billing practice, then get your patients to pay in full on the day of consultation.  Ask third parties to pay in advance (eg upon completion of a report but before posting it).  You might be pleasantly surprised how the cash-flow will improve in your practice.

I work in a practice where we have less than 2% of creditors who do not pay their accounts on time.  It is achievable!  Let me know of your success or if you need some help.  I regularly conduct training sessions on this subject.

Unfavourable workplace behaviours

What are the characteristics?
How do you recognise unfavourable workplace behaviours?

Take your pick.  Unfavourable behaviour can range from being lazy, to rude, to loud, being disruptive (whether conscious or not), bullying, hostility , gossip,, just to name a few.  I’m sure if you are reading this article you too have come across unfavourable behavior at your workplace in one form or another.

Why is it important to extinguish them

When staff are intimidated, morale is decreased, staff turnover may be increased, patient care may also be under threat.  Adverse impact on the whole team.  If this behavior is not extinguished, it is allowed to grow and this provides a foundation for an unhealthy work-environment.  Legal implications may also follow, especially if people are being bullied.

Why do some people behave in this way

Lack of staff training, dis-satisfaction with self or others or the job itself, lack of confidence or over confident.  Some people see their position or status as having power and influence over people in other positions and with their behavior may even bully or intimidate other staff.  The reasons can be as wide-ranging as the characteristics themselves!  It is important to address the issues with the person concerned.  Perhaps it is time to do a performance/staff appraisal.  This is the perfect opportunity for the employer and the employee to discuss any areas of concern.  The employer should not see this time as an opportunity to tell off the employee, but more so as an opportunity to find out what is causing this behavior.  Together they should find a solution as to how this may be avoided in the future.  If it does not improve, then it may be time to issue a written warning.

Differing perceptions

There may be mis-understandings as to the actual job description  or the position description.  A receptionist who is constantly being asked to perform more senior duties may see herself as a manager of sorts, or the manager who is not given any real authority may see himself as a receptionist.  It is important to ensure that people know their role and positions to avoid confusion.

Other grievance procedures – be aware of legal implications of bullying and make sure you follow the “rules” eg issue warnings and notify authorities  appropriately.

X-Rays | A continuing headache for Practice Managers