Managing the optometric practice is one of the most difficult pieces of the CEO puzzle. The people you are trying to manage are sometimes emotional, unpredictable, and fickle. Sometimes they leave. At times people leave for good reasons, or situations that are out of the CEO’s control. However, to build a solid optometric business you must retain a loyal staff, and that starts with you. If you have employees looking for similar jobs elsewhere they might be satisfied with your business, but they are not loyal. Building loyal staff depends on your relational abilities and leadership. If your staff is committed to the practice and the patients, you most likely are investing in people. If this is not occurring, invest in staff by practicing these three Important loyalty builders:
- Skillful Listening – Successful clinical optometrists are successful because they have learned to listen to the patient and discern the chief complaint. This is crucial because a patient’s view of good clinical care depends on solving the chief complaint. Skillfully listening to staff members shows them that you truly care about them and builds relationships. For a great resource on becoming a better listener read Powerful Listening. Powerful Influence. Work Better. Live Better. Love Better.: by Mastering the Art of Skillful Listening by Tim Hast
- Financial Compensation – Compensate staff fairly. When you pay staff above the averages they most likely will not be looking around to just look around. Check current wages for your area yearly to verify your staff is well compensated. Don’t wait for them to look for another job before you offer them more money.
- Family Environment – If you are a small office, which most optometry offices are, you truly are a small family. Most of the week is spent at the office. Creating an environment that encourages and nurtures these relationships makes the staff members want to stick together over the long haul. Regular events like eating out together give staff and doctors time to build relationships. This time is invaluable and returns more on your investment than a bonus or raise. It also requires you as the owner to be active and involved in the family.
Great patient care requires a supporting staff that is loyal and dedicated to the success of the practice. Great staff begins with you creating a great culture.
