Impact Practice Consultants

Ending the fourth quarter strong solidifies your practice for success in 2025 and beyond. Check out these three tips to help your practice grow.

Embracing change demands a formidable level of courage-and this quality eludes many including physicians. Courage cultivates resilience, strengthens our practices and fosters professional and personal growth.

Growing your practice and harmonizing your left are not mutually exclusive. Recent studies illuminate the possibility of harboring a growth mindset in certain aspects of life while maintaining a fixed mindset in others.

From a healthier life to a healthier bank account, the new year is an opportunity to improve our personal and professional lives.

When there is no intention to manage a practice staff, there is higher employee turnover, patient complaints, and disappointing financial results. Are you ready to lead with intention?

As we move into the third quarter of the year, your results are a strong indicator of your year end results and provide you with a clear choice.

Behind every data point is a story of success or opportunity. What story is your first quarter performance indicators telling you?

Being intentional with your staff starts with the hiring process. Identifying personal characteristics that are important to you as a person will help you to define your values and hire staff that shares these values.

Building a growth-focused practice starts with creating an environment where your staff isn’t afraid to admit their mistakes.

There are probably many reasons why your inferior practice results do not align with your exceptional medical skills and most of them do not connect to your skills as a surgeon, but your skills as a leader.

The connection between the patient experience and staff experience is critical but rarely a part of medical training. A physician that is intentional with their communication with their staff understands the connection.

An investor’s mindsets requires that you place your money where you’d like to grow. If you think of your staff as only as expense and not as a component of your marketing strategy, it’s time to consider a change in basic assumptions.

Leaders that care about their staff’s wellbeing consistently produce higher profits than those leaders who focus only on results.

Identifying practice opportunities is as simple or complex as you make it. Will you deny opportunities exists or choose discipline to move your practice forward?

Your internal reputation determines who applies for open positions in your practice. The best employees have a desire to work with leaders that are kind and inspirational. Are you known as the engaging Dr. or the one never acknowledges the security guard or OR tech? Successful results starts with intentional actions.

I’ve found, and my clients confirm, that by focusing on the measurable areas of a practice rather than hypothetical events will result in positive actions and more sleep.

As we wind down the first quarter of 2022, we continue to explore ways to strengthen your practice.

Over the last two years we’ve seen employees leaving employers not because of compensation but because they want to be valued and provided with opportunities for growth.

Cultures are built through intention or by chance. Developing a culture that appreciates employees and patients requires intentional actions.

To drive accountability, leaders must be committed to a consistent focus on responsibilities and goals including their own.

Regardless of the size of your practice you have a culture. Cultures may be built or occur by happenstance. To evaluate your culture, consider the measurables-your bottom line, tardiness, absenteeism, and staff performance.

The most common reason that we identify for a lack of practice growth is communication. If you’re wondering why your practice isn’t growing, consider what you’re doing as the practice leader to move your practice forward.

A practice leader that engages their staff and shows empathy for their staff is providing an example for how their staff should treat their patients. The employee experience becomes the patient experience. Making a consistent effort to engage your staff must be a forethought not an afterthought.

How often are you meeting with your billing person or company? Monthly meetings help to identify areas of improvement and will ensure you are on track to achieve your financial goals.

Utilizing mistakes as a growth opportunity requires that when a mistake is made, questions are asked instead of assumptions being made.