Tips for improving a practice's performance when it just isn't cutting it
Change is inevitable. But that doesn’t have to mean the beginning of problems and stress at your practice.
Editor’s Note:
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.
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?
The hard truth? Nobody can say how much time your practice has before it gets hit with even more changes.
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