File: Management Binder / Management
Office Binder/ Gerneral (All Staff) Procedures Petty, Michel & Associates
PRODUCTIVE STAFF MEETINGS
Staff meetings can be a very effective tool in clinic management. However, their purpose and limitations are often not appreciated and so are not always as productive as they could be.
Staff meetings are short rallies. They are not a forum for airing out gripes or serious reprimanding. These activities, if necessary, take place in other meetings.
Keep it simple, fun, positive, and goal and mission oriented. Below are some pointers to help you make the most out of your staff meetings.
A. THE PURPOSES OF THE STAFF MEETING
1. To keep everyone informed on the major positive events of the clinic.
2. To keep everyone informed on how each member of the team is contributing to the mission and goals of the office.
3. To improve communication amongst staff and doctors regarding clinic activities.
4. To revitalize everyone's purposes and humanitarian aspects of their job and of the clinic.
5. To set and commit to new group and individual goals.
6. To provide an opportunity for the clinic director to address any areas of needed improvement, or new procedures, etc., to all of her/his team.
B. DURATION & FREQUENCY & TIME
20 to 50 minutes should be sufficient for a meeting. Try to keep it moving. Staff meetings can vary between once per month for very large offices, to weekly for smaller offices.
Some offices have staff meetings on the 1st and 3rd weeks, and C.A. meetings, just for the C.A.’s and run by the office manager, on the 2nd and 4th weeks.
Over lunch is a good time. Usually at the beginning of the week is best. Supply lunch, have them bring their own, or take it out of scheduled time so that the staff can still leave for a full lunch period.
C. STAFF MEETING OUTLINE
1. Agenda. The doctor and or the office manager should prepare some kind of agenda. Be prepared.
2. Moderator. The doctor or office manager can run the meeting.
3. “Around the horn.” Ask each employee a version of "How was your week?" Get a complete answer for yourself and for everybody else. A “fine” is not the answer you want.
For example, “What did you do to improve the “therapy” “front desk”, etc., area?” If they have performance monitors, such as statistics, ask for these. Ask them what they need to do to achieve their goals or improve their area in the next week or month. This allows everyone to know how everyone else contributed to the success of the office and how each will continue to do so in the near future. Mention to the staff that each should come prepared to participate at each meeting.
4. Other Statistics. Go over any other stats, such as total clinic stats, etc.
5. Doctor Reviews Progress and Gives Recommendations. The Clinic Director summarizes the week from his point of view. Including, as needed:
a. How we are doing at attaining monthly goals and what we need to do to achieve them.
b. How we are doing with quality care and what we need to do to achieve them.
c. How we are doing on special projects that are ongoing (e.g. “Kids Day” in two months, newsletter, etc.) and what we need to do to achieve them.
6. Miscellaneous: Keep it light. For any serious discussion or "gripes", set up a separate meeting to work out. Each staff has the opportunity to bring up minor "newsy items," personal events, repairman coming tomorrow, etc.
7. Summary.
a. Special Projects. The Clinic Director, office manger, or whoever appropriate, can bring up and introduce new plans or projects that may be coming up. This may include office expansion, staff expansion, promotional campaigns, seminars, association plans, etc.
b. In Service. Once per month, the doctor should spend 10 minutes educating the staff about some aspect of chiropractic. This could include certain conditions, such as headaches, and how specifically chiropractic helps them. Go over x-rays or a skeleton and do a demonstration.
c. Other Training. This can be scheduled separately, but you may want to spend time reviewing departmental checklists and procedures. Review them, discuss them, and even rehearse them.
d. Patient Successes. Discuss at least one “Case of the Week,” and allow everyone to recognize the effectiveness of their actions and chiropractic on people.
e. Good News. This can be with regard to the profession, research, etc.
8. Motivation: Always close on a motivational note. It could be something already mentioned, such as a patient success, or a positive quote that you all discuss on to apply.
9. Goals. Review monthly goals.
10. End. Thank them, compliment as appropriate, and get back to it!
PM&A ã 1997 1.9-Productive Staff Mtg.doc – Revised 3/7/06 2 of 2