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Description
Most dentists are chronic worriers when it comes to practice management, and its easy to see why. During office hours, you spend the bulk of your time at chairside with patients, meaning you can't see what's happening beyond the mouth you're looking into at that moment. So you worry.
You worry about gaps developing in the schedule. You worry about whether your team will notice those gaps--and if they do, whether they'll find ways to close them. You worry about whether all the strategies you discussed at your last team meeting are being implemented correctly. You can't change the nature of the business, so you have two choices: Continue to worry or empower someone to worry for you.
A good office manager can make all the difference--if you define the role the right way. Too often, we are vague about what the job entails ("keep the office running smoothly") and about how we measure success ("if I'm not hearing about problems, she's doing well").
But by taking this passive approach to defining what can (and should) be a dynamic function in the practice, you're cheating your office manager and yourself. You're denying a loyal employee the opportunity to take on a more fulfilling, meaningful role, and you're denying yourself the peace of mind that comes with knowing you have an advocate in the practice who is not only driving your agenda but who is actively... |
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