almost every practice owner intends to know her practice inside and out, but I will tell you this: realistically there is not enough time in the day to know every single task your staff members do every day. It is not a valuable use of your time to order nose pads when you could be examining a patient or networking to build your practice.
The Cart Before the Horse?
The other factor I considered was financial. Could I afford to add a part-timer when I was still scratching around to pay my bills? The same concepts apply to established practices. Do you hire additional staff after you become busier, or hire them to handle anticipated busier times? I’ve tried to live right on the edge of “practice as you mean to go,” which often means you take a leap of faith. After all, opening a practice is just that. In this area, however, I faltered. My staffer continued to try and put on a brave face and I believed he was doing all right. It was only after a meltdown and obvious under-staffed times that I made the decision to hire an additional staff member. Ironically, my third staff member came only a month later as I became aware of how much smoother the office was running. Production increases soon followed.
Lesson Learned
In hindsight, I should have hired that second staff member months sooner. Looking back to the start of my office, I think I would have been well-served to hire a full-timer and part-timer right away. Yes, the financial burden would have initially been greater. But, the peace of mind in knowing that I had back-up, my staff had more than one person to complete the work, and my office would not compromise customer service would have been well worth it.
I encourage all offices to examine their staffing operations. You may just find peace of mind is only one more staffer away!
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