May 25, 2016
Ryan Powell, OD, owner of Insight Eyecare Specialties, an eight-location practice in the Kansas City, Mo, metro, says change doesn’t just happen because the OD-CEO vocalizes it; it requires a system of implementation. Communication is key to coordinating the implementation of systems, and in managing change. Requesting input from other ODs and practice staff, and listening closely then incorporating good ideas, helps to build team buy-in.
ASSIGN GO-TO PEOPLE. Designate specific employees as the people to go to with particular questions, rather than having employees ask the practice owner everything by default.
SOLICIT FEEDBACK. Ask other doctors in the practice, and support staff members, for their ideas and reaction to possible practice changes. This helps to build buy-in for change.
LISTEN MORE THAN TALK. When asking for the thoughts of your colleagues, carefully listen, rather than just presenting your own ideas.
DIFFERENT SOLUTIONS FOR DIFFERENT OFFICES. If you have a multi-location practice, realize that the systems and change that works for one office may not work for another. Particularize systems and change for each office’s unique needs.
PRESS FORWARD. When staff at an office is resistant to change, be understanding but firm. Explain that while you want to hear their ideas and reaction to your anticipated change, you will be doing some things differently.
Ryan Powell, OD, owns Insight Eyecare Specialties, with eight locations in the Kansas City, Mo., metro area . To contact him: drpowell@ieseyecare.com
