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    Tips for improving a practice's performance when it just isn't cutting it

    Editor’s Note: Welcome to “Eye Catching: Let's Chat,” a blog series featuring contributions from members of the ophthalmic community. These blogs are an opportunity for ophthalmic bloggers to engage with readers with about a topic that is top of mind, whether it is practice management, experiences with patients, the industry, medicine in general, or healthcare reform. The series continues with this blog by Donna Suter, president of Suter Consulting Group. The views expressed in these blogs are those of their respective contributors and do not represent the views of  Ophthalmology Times or UBM Advanstar

     

    Sometimes a dip in any or all of those five key metrics you monitor regularly indicates not a hiccup in the market, but a serious problem with team morale.

    In the optical, for example, the acceptable range for remakes in peak performing dispensaries is 95% to 99.9%. Jobs ready to be picked up should be picked up by the patient in ten business days or less.

    Should we jump on the $70,000 salary bandwagon?

    How does your office stack up?

    Let’s face it, the eye healthcare sector—like all other healthcare organizations—has been forced to change.

    Restoring productivity and profitability in a practice hit by change doesn’t come easy. Employees are distracted, confused, stressed out. Some get angry, some jockey for position. Some simply give up. They are all looking at you to “fix things.” And even the people who are pumped up and willing to help can’t agree on how things should be fixed.

    Change damages the trust level, drives morale south, and gives organizational loyalty a beating. How can you protect productivity, quality, and profitability under these conditions?

    Combatting UPP at the source

    The hard truth? Nobody can say how much time your practice has before it gets hit with even more changes.

    Next: Biggest obstacles

    Photo credit:  ©Tyler Olson/Shutterstock.com

    Donna Suter
    Donna Suter is president of Suter Consulting Group.

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    • RogerDuncan
      We used to improve our performance skills and strategies in order to get good success in career. Most probably we can get several options for development in career issues and apart from that we are also following certain instructions from expert to deal with our performance. With the help of this article we are able to get suitable opportunities for development; thanks for such a wonderful article.
    • The easiest and simplest way to judge whether a practice or a business is doing well or not is just by looking at its top and bottom lines. Yes, the environment is changing and to survive in this hostile environment, one just have to adapt. To prosper, the business has to have the right personnel who are good at what they do. The refractionist has to be the expert so that redos can be reduced to the minimum. Redos is one of the major expenses in the business. The stylists, on the other hand, have to be good at selling and instilling enthusiasm to the patients. With the proliferation of big box retailers and online stores getting into the same type of business, one needs very sharp acumen and motivation to succeed. If you cannot beat them, join them or just get out of this type of business.

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