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Medical Practice Business And Marketing Articles

     Article #22C (Part 3 of 3) - Dec. 2011

“Marketing Your Medical Practice...
Tips On How To Involve Your Employees”
(Part 3 of 3)

Your objective is to keep employees that are
comfortable following your lead.

(Continued from part 2 which covered training employees in marketing your medical practice and providing incentives to do it.---tips on how to stimulate employees to help you with the marketing.)

Employee Incentives Continued...

e. Employee Responsibility incentives-- Assigning or delegating duties that are outside the usual job requirements is sending a message to that employee that you trust them and that they are a valuable team member. The technique turns a mediocre employee into a highly productive team leader or member because you have elevated them to a position above other members of the staff.

Beyond job titles, promotions to new job categories, and assigned special responsibilities... even without financial remunerations... is quite effective for making normal employees into great employees. Enabling your employees to participate in your medical blogs, website articles, and creating patient educational materials is often a highly desirable employee job position.

Another way to induce a team effort and responsibility is to establish a brainstorming roundtable focused on marketing your practice, but also other elements of your practice business. Assign an employee to head the group, monitor the session, and record the various ideas. The assignment can be rotated monthly among your employees. There is nothing in a business more beneficial to pulling a team into a single path towards a goal than brainstorming business improvement strategies.

In a sense, employees “get it.” They actually are responsible for keeping the business going, earning the income that pays their wages, and, most important, growing the business to an infinite level of performance, productivity, and revenue. The team effort always out produces the sum of the efforts of independent individuals in the same circumstances.

f. Provide business/marketing cards for each employee-- Most medical office employees are never provided business cards, so do what the other doctors are not doing. Just to display the card to someone automatically powers up one’s self-esteem. The card acts as a validation of the fact that one belongs to a team, group, or club with special privileges. Sometime, somewhere, many other people will read the card. Since they know your employee and trust their opinion about you, it often creates a new
patient for you.

A business card is the closest thing to “word of mouth” referrals that I know. The effects created by the existence of a business card are not time limited, nor subject to misinterpretation as are some other marketing tactics.

g. Employee Marketing Handbook or Manual-- All knowledge eventually is forgotten about even when we know it is permanently stored in the brain memory banks where it can be recalled. Persistent use of knowledge, skills, talents, and other capabilities keeps your knowledge at a conscious level for immediate use. For these reasons it’s very helpful to create a marketing manual separate from your office procedures and policies manuals.

Your marketing library you may choose to create for your employees is an unorganized and scattered resource of marketing information, still important and beneficial. A manual’s value to employees includes saving time, organized knowledge immediately available, and an instant source that refreshes ideas that have been lost.

Imagine how long it would take to search on the Internet, or through marketing magazines or newsletters, for the knowledge needed. And then, discover that the information they find is quite different than what you require of your employees.

You create the marketing manual. You create the exact marketing information, instructions, and techniques you need your employees to read and understand in order to reach the goals you have for your medical
practice business.

Your ambition for growing your medical practice constantly, increasing your income, providing for your family needs, and your commitment to having a better than average lifestyle, is a personal choice of how you want to spend your career. If you are fully committed to those ideals, then don’t tell me that the job of creating a marketing manual is way too hard of a job for you!

h. Uniforms-- Uniforms create authority in the eyes of patients. Casual dress in a medical office gives patients the perception that what they are told is no better than getting advice from another person at the same knowledge level as they are. The power of a uniform adds credibility, higher level of knowledge, more experience, authoritative positioning, and reliability to the person in uniform appropriate to the business.

A uniform has many more attributes one should consider. If you see a uniform, you know they belong to the business and therefore are trustworthy. It gives recognition to the team effort to provide the services, and means that the person in uniform speaks for the whole team.

Uniforms are used by every successful business and industry as a means of marketing... called “branding.” Usually there is a logo, a tag line, a color, or company name or design that immediately tells the customer who they are and what they do. I once thought that I could provide white medical uniforms for my office staff that had, “Dr. Graham – The greatest doctor I know,” written on the back of the uniform... but that was too much of a stretch and salted with self-aggrandizement.

I’m sure that Bill Glazer, Dan Kennedy’s marketing partner would be the first to congratulate me for applying what’s called “Outrageous Advertising” to my business marketing process. Bill wrote the book on the topic. 

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.


Article #22C


photo Dan kenney riding on a bull

Why People Fail

A series of No B.S.  Articles from Dan Kennedy

"What Will You Accept?"

“He Smashed His Head Bloody Pounding It On His Locker Door –
And Broke Off Two Teeth Biting On It.”

You may recall a story like that from Dan Jenkins’ football novel, Semi-Tough. (Made into an okay movie.)  The story is reportedly based on actual behavior of Howie Long when he was playing for the Oakland Raiders. You now see a mild-mannered, pleasant Howie on the Sunday morning football show on FOX. That is not the Howie teammates and opponents saw on the field. There, they saw and encountered a man who hated to lose.  In his newest novel, about the LPGA, The Franchise Babe, Jenkins again talks about the hate-to-lose element.

I find fewer and fewer people exhibiting this. In pro sports. In business. Most are all too willing to accept losing and losses, to shrug them off, to end days without productive accomplishment, to miss sales, to let revenue escape, to let customers disappear, to bank excuses instead of money. And as I said last week, you get what you accept.

I have always hated not doing well. Hate is, or is supposed to be a very strong word. Hate is dark and violent and intense.  I mean it that way. I hate not doing well.  People interfering with my ability to do well, through negligence, incompetence, stupidity, have seen and felt my wrath.  Like Howie, I have actually, physically
injured myself – smashing fist into wall, steel file cabinet; kicking car fender repeatedly; etc. -in unchecked rage after screwing up badly. 

When I set out in the A.M. with a To-Do List, I resist with every fiber of being,
carrying an item on it over to the next day. I hate that.  When advertising,
marketing or sales campaigns are slowed or sabotaged by peoples’ sloppy or careless implementation, I immediately begin scheming to rid my life of the culprits. I hate people who don’t hate things being f’d up.  I approve of the Oriental tradition of
falling on one’s own sword when performing badly. By normal standards, I suppose
I am emotionally unstable or dysfunctional, and might be diagnosed as mentally ill, but then normal standards lead to normal results, which suck. 

By the way, every doctor always expects me to have high blood pressure. I do not.
I cause high blood pressure, I don’t have it.  Seems to me, if you don’t care deeply, passionately about getting whatever you’re doing right, done fast and on time, done
in the way that produces best results,  you ought to find something worth caring
about to do – or find a way to do nothing at all.

If I had a team, I’d much rather have a Howie Long, and have to pry the damaged locker door from his hands and talk him out of the depths of rage, despair and depression over losing, than have a modern-day, laissez-faire, shit happens, we’ll try to do better next time wimpus and struggle to talk him into performing.  When I look around the ranks of the rich, I see people like me who hate losing. When I look
around everywhere else, I see loads of good losers.

At the moment, a lot of willing-to-accept-not-doing-well folks have been handed an extra supply of excuses – gas prices, real estate slump, Lehman Brothers’
bankruptcy, etc. – and many are unconsciously delighted to have them.  Be careful. Their mental illness is contagious.

Text Box:  

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 (, 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.



masonic emblembright colored American flag  Curt Graham, M.D.
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