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Medical Practice Business And Marketing Articles
Article #22A (Part 1 of 3) - Apr. 2011
“Marketing Your Medical Practice...
Tips On How To Motivate Your Employees
To Help”(Part 1 of 3)
“If we hire people worse than ourselves, we become
a company of dwarves.
If we hire people better than ourselves, we become
a company of giants."
---David Ogilvy, marketing legendMotivating your medical staff employees into joining your medical practice business marketing efforts is exactly what almost all doctors and other professional healthcare providers ignore, and you should definitely do today. Believing that your employees shouldn’t know about your deeply held plans and marketing strategies is a formidable business mistake.
One of the most consequential lessons a physician can learn about change is that change begins at the very top of the business. It must start with you, not your employees. If you don’t demonstrate to your employees what you want them to do, it will never happen.
Saying you want more employee productivity, engagement, and communication is not good enough. You must not only be a living model of what you preach, but also you have an obligation to teach your employees how to do what you want done.
Employees brought into the inner circle of your medical business strategies or structure is a move that has a remarkable tendency to increase their own importance in their own eyes to the business and to you, for many reasons. Their loyalty is increased.
Their job commitment moves to a higher level of focus and productivity. Their “positioning” in the business understandably reduces their threat of being let go, while increasing their probability of a raise in salary (attributes for employee retention).
Smart physicians understand the importance of hiring employees that have enough medical office experience and knowledge to allow them to adapt to the increasing responsibilities necessary for supporting your long-term practice plans (employee incentives are key).
Previously, I have covered the issue of “Hire slow, Fire fast.” (Article 8) Meaning, you must be extremely selective during your recruitment process, which takes more time than you want to spend. Otherwise, you end up with an ongoing turnover of medical office personnel, which wastes much more time and money than hiring employees of higher quality to begin with.
Whatever the cost to you, you are not trying to reinvent the wheel, but need only to focus on finding experienced employees you don’t have to educate, train, or hover over.
Understanding What Your Employees need
Employees require certain personal factors about their job, which stimulates them to be creative, attentive, efficient, productive, and happier with their job duties. Managing employees with attention to engaging employees relative to their needs is important.
1. Need to contribute-- They have to know, not take it for granted, that their thoughts, ideas, suggestions, and contributions to your business management are valuable to your medical practice business. Avoiding criticism, listening to their issues, inviting their suggestions and repetitive complimenting their work, are approaches, which bypass all negativity.
2. Need Freedom-- At the very least, employees need to have to freedom to express their ideas and complaints without the fear of being fired, or severely criticized by their boss. They also must be allowed to extend their creativeness and productiveness beyond what’s expected of them in order to test their own ideas and theories for improvement of the business. Consider their mistakes as a learning experience (Employee recognition for ideas
3. Need a challenge-- An employee without a challenge quickly loses interest in their job. It leads to boredom, lack of motivation, and decreased productivity and if they don’t quit, they’ll need to be let go. Completing challenges gives them a win. People want to solve problems, find solutions, and be recognized for the effort. Challenges bring out their creativeness and motivation to do more. (the importance of employee development)
4. Need self-improvement-- Employees love to learn, get ahead, and make a better life for themselves. They desire to better themselves personally and professionally. When business owners and managers take the time to provide the tools necessary for employees to expand their talents, knowledge, skills, and ambitions, (employee empowerment is reinforced) their lives and work are much more fulfilling. Provide the updated equipment, supplies, and business training they need.
5. Need advancement-- Most employees light-up when they see their efforts are appreciated and make a difference to the business. Hope is a feeling they normally have. They hope that their work will be rewarded with advancement to a higher level of responsibility, increased salary, increased benefits for employees, or higher position in the business. (The incredible value of employee satisfaction.)
Employees understand that each job they have improves their skills and knowledge so that when and if they move on to the next job, they will be increasingly qualified as well as experienced. It’s a win-win situation for the doctor and the employee.
Job interview questions used for employee assessment and evaluating an employee’s marketing capabilities
What experiences you have had in marketing a business?
; If none, ask......
* How would you define what marketing is
* How would you describe advertising?
* What are your thoughts about the
importance of advertising or marketing?
* How would you describe your ability to
learn new job functions?
* What are you likes or dislikes about
having to learn business marketing
What are your feelings (likes or dislikes) about being a salesperson?
What are your thoughts about helping people make good decisions?
What business courses or business learning resources have you
learned from in the past?
How would you describe your ability to be persuasive?
What part of marketing a business do you like to do best?
Why would you accept a job position that involves your doing
marketing for a business?
What do you know about the financial problems physicians are
How would you feel about part of your medical office duties being
to help the office team carry out business marketing strategies?
How would you describe your creative abilities?
What would you say about your ability to be a team member and
work with a team?
How do you handle criticism from peers or from supervisors.
(Continued in Part 2 about Training your employees in marketing for you and tips about implementing your employees into the marketing process.)
The author, Curt Graham, is a highly experienced business and marketing expert, copywriter, and entrepreneur who has been published in various media over 50 years while in medical practice and after.
Discover what it takes for you to reach the optimal limits of your potential in medical practice, and how to do it: Click The Link NOW!
© 2004-2011, Curt Graham M.D., All rights reserved.
Why People Fail
A series of No B.S. Articles from Dan Kennedy
" The Complaint Department"
“Every year back spring comes, with nasty little birds yapping their
fool heads off and the ground all mucked up with plants.”
So said: (a) W.C. Fields or (b) Dorothy Parker or (c) Woody Allen.
Dorothy Parker, and if you haven’t read her, you’ve missed one of the most vicious biting wits and grand cynics of all time. When you visit NYC, you can stay at or have a drink at the Algonquin Hotel, home for years of Dorothy Parker’s famous roundtable, where literary lions met to drink and spar.
“You can be married and bored or single and lonely. Ain’t no happiness nowhere.” Who said: (a) Chris Rock or (b) Elizabeth Taylor or (c) Ann Landers. The correct answer is Chris Rock.
It just seems few people are really happy or even content with much. We are all too eager to complain, myself included – and I stop myself often. Truth is, everybody does have something to complain about because no business, no career, no relationship, no one’s health, no life is ever free of problems, hassles, annoyances or disappointments for very long.
Having a lot of money helps but I doubt there’s enough money, period, to insulate somebody from things worthy of complaint. I certainly have been willing to spend any sum, have spent quite a bit, and brought in a dozen experts, technicians, people from the manufacturer to fix my fireplace but, after 5 years trying, I still have a gas fireplace that sometimes works and sometimes doesn’t, with no rhyme or reason. It’s not as worthy of complaint as, say, coming home from Iraq missing a leg. But it’s still worthy of complaint.
Right now, everybody’s complaining incessantly about gas prices – even though they pay more per gallon for bottled water and Starbucks, even though our prices are a bargain vs. other countries, even though we could easily go out less and cluster errands but don’t, and even though the economy’s booming. Nuts.
Well, we’re never going to stop others or ourselves from complaining at times we should be celebrating and giving thanks. To a degree, our ever-restless dissatisfactions and complaints are the forces leading to invention, innovation and, in some cases, improvement. But I would offer this observation, for whatever it’s worth – the most successful people I know keep more of their complaints to themselves than they air and operate in a broad, general way, happy and enthusiastic, “on fire” about what they are doing and where they are going.
I talk to a lot of people who complain about parts of their businesses, some of the work they must do. Charlie ‘Tremendous’ Jones says: “If you can’t get excited about the miserable job you’ve got right now, you’ll never get a good job worth being excited about.” I think that’s true hour by hour, day by day. Certainly there are lots and lots of people who would follow you into your lucrative business if they could only do the pleasant tasks – like kids licking the crème filling out and discarding the rest of the cookie or cake.
The reason there’s so little competition at the top levels of the prosperity pyramid in America is NOT barriers erected to keep riff-raff out and the elite small in number; it’s mostly because most people won’t get their hands filthy doing all the ugly tasks that are required in order to get to do the pleasant ones.
When I was speaking a lot, I got approached at least 1,000 times by people who wanted to be on stage and speak to thousands and make $100,000.00 in an
hour or two.
I found none were eager to learn the craft, create and perfect a presentation; study the 100 or so speakers and stand-up comedians I pointed them to; go find inconsequential venues like local car dealership sales meetings and Chamber meetings to practice; to create their own business filling seats so they could prove they could sell from the platform before asking someone to give them a valuable slot; then develop marketing materials; relentlessly mail to people who might hire them; write books and articles and newsletters to create prominence.
And it doesn’t take long for most people to complain a lot about the endless hours in airports, the delayed or missed flights, the bad hotels, the bad food. Everybody’d love to be rich. Most people just aren’t willing to put up with all the crap you have to shovel and occasionally swallow for the privilege. In this American life, you pick your place and the prices you will pay for admission – so you really have little right to complain about either.
So if this is one of those days, think twice before complaining. Because the secret of secrets that we know and never speak of is that our exceptional success and prosperity has only a little to do with all the things those wishing they had what we have think it does – with education or expertise or who-you-know or luck, etc. What we know that we won’t speak of is it mostly has to do with a willingness to do a lot of things others can do but won’t.
The WHY PEOPLE FAIL articles are provided by Dan S. Kennedy, serial entrepreneur, from-scratch multi-millionaire, speaker, consultant, coach, author of 13 books including the No B.S. series (www.NoBSBooks.com ), and editor of The No B.S. Marketing Letter. WE HAVE ARRANGED A SPECIAL FREE GIFT FROM DAN FOR YOU including a 2-Month Free Membership in Glazer-Kennedy Insider’s Circle, newsletters, audio CD’s and more: for information and to register, visit:
Articles © 2008/Glazer-Kennedy Insider’s Circle LLC. All rights reserved.
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Curt Graham, M.D.
2404 Mason Ave. Las Vegas, NV 89102
E-mail = cgmdrx(at)gmail.com
© 2004 - 2015 Curtis Graham, M.D., All Rights Reserved.