#1 – Takes over administration of practice
Congratulations! You’re spent at least five years of hard work to reach this point. You’ve learned lots of “cook book” ideas. Now it’s time for you to learn lost more – and then apply it using your own style. You’ll find it’s a lot harder to become your own person, a true professional in your own right.
Start at the Beginning
Review this manual. It’s different from all the others. Some tasks you’ll need to implement immediately. Others won’t be important for several months.
Quickly develop a network of other administrators. Dentistry may have a couple in our area but contact the Dayton Chamber of Commerce with a description of the kind of administrator you’d like to work with.
The first 10-15 tasks will help you get oriented to the practice. In level 8 you learned to gather data, now you’ll need to apply it.
Don’t worry about making mistakes. You’ll make plenty and some of them will be huge. Won’t it be fun? Keep your sense of humor. Recognize a problem, go through the problem solving steps, and make a decision. Keep track of how it’s going. If you made a bad decision, correct it. Don’t second guess yourself. Learn from your mistakes.
You are now directly responsible to Dr. Smith with the success of the HealthPark – high perceived value of our clients, happy/career developing staff/dentists and making a profit.
Without work, all life goes rotten. But when work is soulless, life stifles and dies.
. . . work cannot be satisfying unless it enables personal growth.
So what’s the difference between managing – telling people what to do, and leading – inspiring others to their best efforts? It’s the difference between telling and inspiring.
How do you know when you’re managing? Managers work off objective, factual goals. They justify their decision and results (good or bad) on what happened in the past.
Leaders are right brain visionaries. They take chances. They do what “feels” right even when they can’t justify their actions with facts and figures. Sometimes their left hanging out on a limb, but even when it breaks off, they dust themselves off, learn from the experience and try again.
Do you lead by yourself? I hope not! Try to grow as many leaders as possible among the staff. How do you know who your leaders are? You don’t. All you can do is give people responsibility and see what happens. Sometimes you’ll have to clean up a mess. Sometimes you make a leader. This is a mess, inexact process, but the mess is worth the result.
Most projects only need one leader. If one of the staff is leading, take a deep breath and fade back as a helper. Offer support, play a part, encourage, but don’t try to manipulate your blossoming leader to do it your way. Just sit back and enjoy the ride. We can’t correct – and be stronger for going through the process.
Try to develop the following leadership skills:
Each tack has a team member now. Besides managing the whole practice, you’ll still be responsible for all the staff in your track. Go ahead and use the next highest level person in your track as your assistant. Staying close to the people in your track is the best way to live the kind of problems your track leaders are facing.
Speaking of problems, you’re going to be “breaking in” a new position. Here are some problems to watch out for:
As you develop your managing skills, you’ll learn more and more about Edward Deming, the business manager who taught the Japanese how to structure their work force so it could successfully challenge the United States. Here is his philosophy. Use it like gospel. I hope it makes use as successful as the Japanese.
The Seven Deadly Diseases
The Obstacles to Quality Transformation
Here are five parts to Avrom King’s ideas on what an administrator should try to develop.
A dentist and team who joyfully provide optimal services . . .
At an exceptional level of excellence . . .
For those clients who are able to receive these services with gratitude . . .
And whose enhanced sense of benefits permit them to pay with delight . . .
A fee which allows you and your team to feel richly rewarded.
The major key in your success is your ability to make decisions. Most of the time your job will be to help the group come up with a consensus. When everyone agrees, they own the decision and will work together to make it successful. The book Effective Business Decision Making by William O’Dell outlines a decision making model.
Adjust to Environment
Establish Criteria Criteria = the yard sticks to
measure which is the best
A major “reality check” on your effectiveness is how well you delegate. Delegation implies good training, excellent communication, and high level trust. See how you answer these questions.
Do you work later than anyone else in the office most nights of the week and Saturdays?
Is it difficult to find time for treatment planning and making long-range practice goals?
Are you constantly fighting to keep on schedule?
Is your desk always filed with bills and professional journals – no matter how hard you work?
Do you make daily trips to the post office to pick up and deliver mail?
Do you open and soft the office mail?
Do you go to the bank regularly to drop off deposits and withdrawals?
Are you your own bookkeeper? Do you personally type business correspondence?
Do you order supplies and unpack them when they arrive?
Have you failed to take an annual vacation at lest a week long during the last three years?
Provide the highest value to the greatest number of clients.
Job Description for HealthPark Office Manager (Updated December 2012)
Will need training:
Work Jill handled that must be delegated away from new hire:
Job Description for Bookkeeping Person
Will need training: