A Message:

From Dr. Shelley Simon

The economy is top of mind for most of us right now, whether we want it to be or not. Given the 24/7 news cycle, it’s almost impossible to avoid hearing terms like “stimulus plan” and “housing crisis,” not to mention being subjected to a minute-by-minute analysis of the stock markets. The economy is certainly on my mind as I talk to colleagues and clients about what they’re experiencing, review (or avoid reviewing) my own investment portfolio, and consider where to spend money and how much to set aside for the future. I suspect this question or spending versus saving is on your mind, too.

With my economic radar on high alert, an article from the New York Times captured my attention the other day. It was titled, To Spend or Save? Trick Question (2/11/09, by David Leonhardt.) According to the author, economists are saying that to get the economy moving again, we’re going to have to start spending money again. But from what I’m hearing in my social and business circles, even though perhaps we “need” to be spending right now for the greater good, many of us have become cautious, if not downright thrifty. The NYT columnist proposes that one solution is to spend, but be selective in doing so, and with an eye to the future. He offers examples of spending now to save later — practical ideas like investing in high-efficiency light bulbs and a programmable thermostat, or buying an efficient printer that uses fewer ink cartridges than the older, cheaper model that may be sitting on your desk right now.

In reading the NYT article my thoughts turned to what I could do to be a good citizen and help shore up the economy with a little of my own strategic spending. If I continue sending out this newsletter and perhaps update my website, that’s an investment in the future of my business and helps keep my web designer working today. If I advertise in a trade magazine that my target coaching and consulting clients read regularly, that will result in new business for me and help the publication stay afloat at a time when others are laying off staff or shutting their doors. At this moment in time, I’m choosing to invest in myself and my business rather than spend on items that might be more tangible (new shoes carried home in a shopping bag) but less worthy of my hard-earned dollars in the long run.

What are you investing in? Where are you spending and where are you cutting back? This is absolutely a time to be conscious about money — both what’s coming in and what’s going out. But this is not, in my opinion, a time to hunker down completely. Doing so might make us feel “safe” for the moment, but a year or two down the road we’ll be wondering why our businesses are not rebounding along with the economy as a whole.

Below you’ll read a case study on one of my clients who has chosen to invest in himself and his practice. I’d bet my next mortgage payment that he’ll be one of the doctors whose practice continues to grow and thrive in the coming years, no matter where the economic indicators are pointing. Following the case study, look for an announcement of my new offering for developing your team. It’s a worthwhile investment.

Case Study:

Investing in the Future

George Keogh has been a chiropractor since 1997. He practices in Tacoma, Washington with two associates and a team of four support staff. His specialty is sports medicine and rehabilitation.

The issue: George wanted to take his already successful practice to the next level and was struggling with the high-quality problem of having more ideas and plans than he had time to implement. “There were so many moving parts,” says George. “I needed help with honing down and clarifying the core of what I needed to work on to achieve my goals.”

The process: It took a few sessions for George to settle into a more customized experience than he was accustomed to — coaching that focused on deep learning and personal development. “It was different than I expected. It was less about ‘do A and B to get to C’ and more about understanding the issues that get in my way, honing in on my mission and vision, and being strategic,” says George. Soon we were working on prioritizing George’s ideas so that he could move forward with the most high-leverage ones. “I tend to do 100 things at once. We switched to doing one or two things to completion. That process helped me get a lot done and I don’t feel as scattered,” he says. We worked on how George could improve communication with staff and patients, better understand his financials, and be an even more effective leader. We also focused on designing tracking systems and building infrastructure to put the foundation in place for the substantial practice growth that George wanted.

The outcome: Over the course of a six-month coaching program, George made significant progress toward taking his practice to where he’d envisioned it being. He added a new associate who is now contributing to the practice’s bottom line.

George is communicating in a new way with both staff and patients. “One employee likes to show me what she’s done. I notice that now and make a bigger deal of it and that makes her feel better. I look at their individual personalities and support their strengths, as opposed to ‘I’m the doctor and you work for me and it’s all about me and my patients’,” says George.

The concept of clarifying and focusing on only one or two goals at a time has spilled over into how George manages patients. Before, his enthusiasm for what patients could and should do to feel better tended to overwhelm them. “They’d nod their heads and have no idea what I was talking about,” says George. Now, he gives patients more specific and realistic suggestions and they respond. “In two weeks you need to get really good at these three exercises,” he offers as an example. “They’re less frustrated and get better outcomes.” George uses this same technique with his staff. He’s become clearer in his communication and has learned to request one or two specific outcomes at a time.

On the financial side, George has a much better understand about the business side of his practice and is certain that his business is poised for more growth that he’s experienced to date. His practice has grown consistently for last several years at a rate of about 25% however, with the foundation he now has in place he’s anticipating growth in the 50% range for this year. “We’re set to explode to the next level,” he says.

Another important benefit George has gained as a result of coaching is on the internal side. He’s confidently focused on where he wants to take his practice and knows he’ll get there. “Anytime I get anxious, if the clinic is a little slow or we have the usual ups and downs, I’m able to look at everything I’ve accomplished. I’m able to find the middle ground and peace in times that would have typically been a cause for anxiousness,” he says. “I don’t have to be the CEO of the universe today.”

Keeping things in perspective and focusing on why he’s a doctor helps George maintain his equanimity. “Why are we working every day? We’re doing it mainly to help people. I’m much more relaxed about who I am and where I am in my career. That helps me concentrate on patients and get better outcomes for them,” says George. “When you become more patient-oriented it leads to a better bottom line. That’s what I’m getting out of coaching.”

New Service:

Turn Your Staff Into a High Performing Team: A Customized Six-Month Experience

I’ve coached healthcare professionals from all around the country for the past decade and have come to realize that most staffing problems (and perhaps the majority of practice problems in general) are related to poor communication and the inability of staff to work as a team, rather than as a collection of individuals occupying the same space. Lack of common goals, frequent misunderstandings, low levels of trust, assumptions being made, poor accountability, and unhealthy working relationships can create high turnover and chaos in a healthcare practice. If you’re ready to stop spending your valuable time refereeing and micro-managing and turn your staff into a high performing team, my new six-month customized program — Turn Your Staff Into a High Performing Team — is the solution you’ve been waiting for.

How it works

Using a combination of assessments, individual coaching, and group conference calls, I consult with you and your team intensively over the course of six months to get everyone working together for the benefit of your patients and the health of your practice. This is not a cookie-cutter program. It is a customized experience designed to build on the strengths and uncover and manage the hidden challenges within your existing team. During the process we address vital issues and work through the difficult and persistent problems that keep your team from performing at their best. Although each experience is tailored to the individual needs of a practice, here is a brief outline of how it works.

• Month One: Discovery, assessment and report, strategic plan for remaining five months.
• Months Two, Three, and Four: Group coaching via bi-monthly facilitated meetings, training, skill building, systems development to improve communication and work process, individual coaching for doctor and/or practice manager.
• Months Five and Six: Integration of new skills and systems via monthly facilitated meetings and individual coaching.

This six-month experience is about working more effectively, increasing performance, building awareness and commitment, developing greater trust, working collaboratively, learning to resolve conflict, and getting everyone to speak the truth about their role in the health of the practice. The result is a team in which everyone is emotionally engaged and focused intentionally on practice success.

Results you can expect

By the end of this cost-effective, six-month customized program your team will demonstrate:

• A strong group identity; shared mission and vision
• Genuine interest in working collaboratively to achieve common goals
• Good performance under pressure
• A high level of trust; mutual respect; improved morale
• Good motivation and initiative
• Proactive and creative problem solving skills
• Responsibility and accountability for achieving positive outcomes
• Commitment to making your practice a success

Take the first step

This program is not for every practice. If you want “quick fix,” scripts, or help with billing, coding, or compliance, this is not for you. If, however, you are ready to invest in your staff, in yourself as a leader, and in the future of your practice, contact me today to arrange a time to discuss your specific situation. There is no charge for the initial consultation.

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Read Dr. Simon’s Latest Column in Dynamic Chiropractic

For more ideas about how to have a successful 2009, read Dr. Simon’s most recent columns from Dynamic Chiropractic.

Nine Strategies for Building a Cohesive Team

Cultivating the Habit of Optimism