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    Who’s really running your practice: you or your staff?

    A 5-step approach to resetting your staff’s unwanted behavior

    Take-home message: To run a successful practice, managers must be able to discipline behavior that doesn’t align with company procedures, even when it may be uncomfortable.

    While visiting with an administrator at another practice a while back, a long and arduous discussion regarding staffing, and their various behaviors, began.

    More from Dianna: (Eavesdropping at a major medical meeting)

    She had many concerns, frustrations, and questions: Did I see these behaviors in the other locations I visited? How can you “teach” (instill) teamwork, and unity, into the staff when these are actually ingrained qualities that they either have or don’t (like empathy and sympathy)? And, what tactics could she use to “get them to understand” how disruptive their behavior was actually being to the office and their fellow co-workers?

    Finally, somewhat of a lull occurred and she exhaled, sat back in her chair, and said softly: “Really, what is it with these people? – I just don’t get it.”

    Editorial from Peter McDonnell, MD: Giving weight to worrisome reports

    Smiling, I said: “If I knew that answer, I’d be retired on a remote island, counting starfish on the beach. I would have bottled that knowledge, sold it on late night TV for 19.99, and then BOUGHT the island!”

    I don’t think there is a manager around that at some time hasn’t muttered those very same words and/or invested a lot of money in self-help books regarding staff motivation and had the latest pundits visit their clinics for staff “therapy”, as well as to teach everyone the words to Kumbaya!

    Editorial: Beware venom ophthalmia!

    They would learn how to help their staff and would give them the space to “be happy” in their work environment. After all, staff is so hard to find and retain. Managers go sometimes overboard trying to ensure their staff is happy. And herein lies the rub.

    Because most managers/administrators/supervisors don’t understand the dynamics of their staff, the staff ends up in the driver’s seat.

    Bad behavior is allowed by turning the other cheek, poor work habits are not disciplined—lest we offend someone—and the “rules” of your clinic society are overlooked so your staff can feel comfortable and “be themselves”.

    Well, here’s how I see it: Sometimes you need to put on your stomping shoes!

    Example: Dealing with a child

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