THE ULTIMATE PRACTICELYNN E. LAWRENCE, CMSGT(RET), USAF,

CPOT, ABOC, COA

OBJECTIVES

• STRATEGIC PLANRESOURCES> STAFF DEVELOPMENT/TRAINING> DELEGATION > WORKER BUY-IN> EFFECTIVE RESOURCE MANAGEMENT> PROPER PRODUCT USE > PLANNING GROWTH> LEADER INVOLVEMENT / VISIBILITY > TEAM BUILDING > ESTABLISHING PROPER CLINIC PROTOCOLS> CURRENT INDUSTRY TRENDS> COMPLIANCE PROGRAMS AND ENFORCEMENT > EQUIPMENT PLANNING AND PURCHASES> GAINING PROPER VENDOR SUPPORT. > CONFLICT RESOLUTION > CUSTOMER SERVICE

• WHERE EVERYBODY KNOWS YOUR NAME

THE BUSINESS PLAN

• STRATEGIC PLAN

• TACTICAL PLAN

• CAPABLE LEADERSHIP

• EFFECTIVE RESOURCE MANAGEMENT

• ESTABLISHED PATIENTS

• REFERRAL SOURCES

• EXPERIENCED STAFF

# of Exams

Gross Revenue

Revenue/Exam

Optical Production

Staff Costs

General Overhead

Contact Lens

Practice

Optical Practice

Accounts Receivable

Cost of Goods

Special Practices

Additional

A Closer Look At Your Practice

CORPORATE DISCIPLINE

• WHERE WE ARE GOING IS DETERMINED BY WHAT WE DO

• HOW CONSISTENT WE ARE WILL DETERMINE HOW FAST WE GET THERE

• HOW IS STEERING THE SHIP WILL BE MONITORING IF WE ARE ON TRACK

LEADERS VS MANAGERS

• PEOPLE

• POSITION DESCRIPTIONS

• PERFORMANCE FEEDBACK

• COUNSELING

• TRAINING

• STAFF DEVELOPMENT

• FINANCIAL ISSUES

• PROGRAMS

• CONTACT LENS

•OPTICAL

• EQUIPMENT

MAINTENANCE

•OFFICE ADMINISTRATION

• BILLING AND CODING

• SUPPLIES

• FINANCIAL ISSUES

LEADERS #1 MISTAKE

•ATTEMPTING TO MANAGE PEOPLE

•GOOD PEOPLE NEED TO BE LED

•GOOD PEOPLE DON’T NEED MANAGING

LEADERSHIP SKILLS 101

• ARTICULATE CLEAR GOALS

• ANTICIPATE STAFF NEEDS

• SITUATIONAL MONITORING

• LEAD PEOPLE/MANAGE PROGRAMS

• COMMUNICATE EFFECTIVELY

• TEAM STRUCTURE (ORG CHART)

• TEAM COMPETENCY …ALPHA DOG

• APT AT CONFLICT RESOLUTION

• BUILDING THE BENCH

• STRUCTURE/ENVIRONMENT

• EMPOWERING STAFF

• PROMOTE/FACILITATE TEAMWORK

• IDENTIFY GOOD PERFORMANCE

• PLANNING

• PROCESS MONITORING

• PROCESS IMPROVEMENT

• LEAD BY EXAMPLE/OUT FRONT

• PATIENT AND STAFF SAFETY

• ROLE CLARITY/SYNERGY

EFFECTIVE LEADERSHIP…MOLDS THE ENVIRONMENT

LEADERSHIP:PROVIDES DIRECTION

AND GUIDANCE…ART OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS

MUST LEAD BY EXAMPLE PROVIDE CLEAR

GUIDELINES BE CLEAR ON

EXPECTATIONS

INSPIRE EFFECTIVE COMMUNICATION…

UPWARD, DOWNWARD, AND LATERALLY

DEVELOPING A VISION IS ONE THING, BUT GETTING OTHERS TO BUY IN IS ANOTHER TASK

BEING DECISIVE IS A MUST…LEADERS MAKE DECISIONS

PROVIDES FEEDBACK

PROTECT THE PRACTICE

• DOCUMENT, DOCUMENT, DOCUMENT, AND KEEP AN ACCURATE LOG

• SELF-POLICING POLICIES

• PERFORM INCIDENT REPORTS

• IDENTIFY WITNESSES, TIME, DATES, EVERYTHING

• LAW VS JUSTICE

EFFECTIVE MARKETING PLAN

• LOCAL DEMOGRAPHICS

• PEOPLE

• BUSINESSES

• PROFESSIONAL SERVICES

• NON-PROFESSIONAL

SERVICES

• PRACTICE CAPABILITIES

• STAFF SKILL SET

REFERRAL SOURCES

A CULTIVATED NETWORK OF PROVIDERS:

• OPTOMETRIST

• OPHTHALMOLOGIST

• PRIMARY CARE PHYSICIANS

• PEDIATRICIANS

• EMERGENCY ROOMS

SCHEDULE MANAGEMENT

• PATIENT FLOW

• STAFF AVAILABILITY

• RE-WORK

• STAFF UTILIZATION

• RESOURCE MANAGEMENT

STAFF DEVELOPMENT/TRAINING

• THE STAFF WILL MAKE OR BREAK PRACTICE

• STAFF LEADERSHIP IMPORTANT

• AN EXPERIENCED STAFF HELPS TO CREATE AN EFFICIENT ENVIRONMENT

• STAFF FOCUSES ON THE PROCESS

• MONITOR STAFF BEHAVIOR AND PROCESS

DELEGATION

• FORMAL TRAINING OF YOUR STAFF

• DOCUMENTATION

• EXPANDED ROLES

• ALLOW THEM TO PERFORM ALL TASKS NOT

PROVIDER SPECIFIC

WORKER BUY-IN

• PLANNED CHANGE

• MONITORED CHANGE

• APPROPRIATE ADJUSTMENTS

• OPEN DIALOG

• HONEST BUT PROFESSIONAL FEEDBACK

EFFECTIVE RESOURCE MANAGEMENT

• CHAIR TIME

• PAYROLL

• PERSONNEL UTILIZATION

• SUPPLIES/INVENTORY

MANAGEMENT

• SCHEDULE MANAGEMENT

• PROCESS OVERSIGHT

PROPER PRODUCT USE

• NEW TECHNOLOGY

• MOST EFFECTIVE WAY TO USE IT

• VENDOR AGREEMENT FOR COMING BACK

• PROPER TRAINING

• PROCESS OWNER

• REPORTING: ARE WE GETTING OUR MONIES

WORTH?

THE PATIENT EXPERIENCE

• FROM CHECK-IN TO CHECK-OUT

• PREMIUM CUSTOMER SERVICE

• COMPETENT STAFF HANDLING

• MEDICAL KNOWLEDGE

• PATIENT EDUCATION

• TIMELY AND INFORMED ENCOUNTERS

• THE DESIRE TO RETURN SHOULD BE DESIRED

THE PEPSI CHALLENGE: THE SIP TEST

• 1972 SOFT DRINK INDUSTRY

• COKE OWNED 18% OF THE INDUSTRY

• PEPSI OWNED 4% OF THE INDUSTRY

• PEPSI WANTED MORE SO THEY CAME OUT WITH THE PEPSI CHALLENGE AND GAINED IN THE MARKET AND MADE COKE NERVOUS

• COKE CHANGED AND LOSS LOYAL CUSTOMERS

• CAREFUL WITH YOUR CHANGES

PLANNING GROWTH

• STRATEGIC PLANNING

• OPERATIONAL PLANNING

• TACTICAL PLANNING

• STAFF EXPANDED CAPABILITIES

• CHANG MANAGEMENT

LEADER INVOLVEMENT / VISIBILITY

• IT IS LONELY AT THE TOP

• WHO’S IN CHARGE

• IS THERE A CHAIN OF COMMAND

• DO YOU ENFORCE IT?

• ARE THERE CONSEQUENCES FOR

CIRCUMVENTING IT?

• CAN YOU INSTILL TRUST IN THE SYSTEM YOU

DEVELOP?

• INTELLIGENT LEADERSHIP, EMPATHIC, GOOD

LEADERS, AND LIKEABLE

TEAM BUILDING

• PROFESSIONAL WORK ATTITUDES

• ACCOUNTABILITY

• RESPONSIBILITY

• TASK COMPLETION

• COMMUNICATION

• RESCUING EACH OTHER

• LOOKING FOR SIGNS OF BURN OUT

• NEUTRALIZING TOXIC EMPLOYEES

ESTABLISHING PROPER CLINIC PROTOCOLS

• KEY TASKS

• WRITTEN GUIDELINES

• STANDARDS

• PROPER PROCESS REVIEWS

• PEER REVIEWS

• CLINICAL PRACTICE GUIDELINES

• FLOWCHARTS

POSITION DESCRIPTIONS

• EVERYONE KNOWS AND

UNDERSTANDS THEIR ROLE

• SOMETHING USED DURING

PERFORMANCE EVALUATIONS

• REFERENCE TOOL

EFFECTIVE BILLING AND CODING

• TRAINING

•MONITORING

•OVERSIGHT

• USE OF THIRD PARTY

CURRENT INDUSTRY TRENDS

• THE MEDICAL MODEL

• USE OF LASERS

• DIAGNOSTIC EQUIPMENT

• BLUE LIGHT

• OCULAR SURFACE DISEASE MANAGEMENT

• STAFF DEVELOPMENT

• POLITICAL ARENA

COMPLIANCE PROGRAMS AND ENFORCEMENT

• HIPAA

• OSHA

• WORKPLACE VIOLENCE

• INFECTION CONTROL

• MEDICAL FRAUD

STAFF TURNOVER

• THIS IS A NEGATIVE INDICATOR FOR

LEADERSHIP WHEN TURNOVER IS HIGH

• TURNOVER MEANS START OVER

• MUST HAVE A SOLID HIRING PROCESS

• MUST MAINTAIN A CULTURE THAT

IMPROVES ITS MEMBERS

EQUIPMENT PLANNING AND PURCHASES

TECHNOLOGY MUST BE:

• PURCHASED

• CONSIDERED FOR REPLACEMENT

• REPAIRED

• MAINTAINED

GAINING PROPER VENDOR SUPPORT

• SCHEDULED

• CONVENIENT TIMES

• USED TO TRAINED STAFF

• MUTUAL UNDERSTANDING

• CONSTANT COMMUNICATION

CONFLICT RESOLUTION

• IDENTIFY THE PROBLEM

• FOCUS ON THE PROBLEM

• ATTACK THE PROBLEM, NOT THE PERSON

• LISTEN WITH AN OPEN MIND

• TREAT A PERSON’S FEELING WITH

RESPECT

• TAKE RESPONSIBILITY FOR YOUR

ACTIONS

CUSTOMER SERVICE

• NOTHING BUT POSITIVE

THINGS TO SAY ABOUT VISIT

• CREATING AN ENVIRONMENT

OF ENGAGEMENT

• SECRET SAUCE

WHERE EVERYBODY KNOWS YOUR NAME

• REPUTATION• AMONG PATIENTS

• IN THE MEDICAL COMMUNITY

• THROUGHOUT THE INDUSTRY

• A PLACE WHERE PEOPLE WANT TO TELL OTHERS ABOUT

CREATIVITY IS ESSENTIAL

• KEEPING WITH THE VISION

• THINKING OUTSIDE OF THE BOX

• AN ENVIRONMENT THAT ENCOURAGES PROGRESSIVE THINKING

• EMPLOYEES NEW AND OLD ALIKE

THE “BOSS” QUOTE

•THE BOSS IS NOT ALWAYS RIGHT, BUT NONE THE LESS, HE IS THE BOSS

• MOVIE: A BRIDGE OF SPIES

PROFESSIONAL CONSULTANTS

• THEY SHOULD MAKE YOU GET BETTER

• THEY SHOULD NOT MAKE YOU DEPENDENT

• MONITOR AND WEIGH THE BENEFIT

• CAN YOU SURVIVE WITHOUT THEM

DIFFERENCES IN BIG VS SMALL PRACTICES

• IF YOU EVER WANT TO GET BIG, GET SMALL

RIGHT FIRST

• PLANNED GROWTH IS LESS PAINFUL

• A TRAINED STAFF TAKES LESS WORK

• PROPER LEADERSHIP DEVELOPMENT IS CRITICAL

• THE MORE BODIES YOU HAVE THE MORE

CAPABILITIES YOU HAVE, AND THE MORE

PROBLEMS YOU HAVE

HUMAN RESOURCES COMPANY

LANDRUM HUMAN RESOURCES PROVIDE:

• PROFESSIONAL EMPLOYMENT ORGANIZATION

• 46 STATES – ABLE TO ASSIST WITH STATE REQUIREMENTS

• WORKERS COMP INSURANCE

• PERSONALITY TESTS

• ERGONOMICS

• LASER PROTECTION TRAINING

• AMERICAN RED CROSS CPR

• BENEFITS PACKAGE

• PERSONNEL BACKGROUND INVESTIGATIONS

• ON-BOARDING OF NEW EMPLOYEES

• DRUG AND ALCOHOL TESTING

• FREE COMPLIANCE TRAINING*

• PERFORMANCE EVALUATIONS

• FREE LEADERSHIP DEVELOPMENT

• HIRING AND TERMINATIONS

• PAYROLL MANAGEMENT

QUESTIONS?????THANK YOU

MARTRALYN@MSN.COM