10/17/2014 - Texas Optometric Associationtexas.aoa.org/Documents/TX/2015 Convention/Staff Handouts/213... · • Entrepreneur • Security/Stability • Advocate • Challenge seeker

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www.EyeSystems.info Mary E. Schmidt, ABOC, CPO [email protected]

Skills for the First Time Manager

Management Excellence

Be a Leader Not a Boss

Bosses:

• Create fear

• Drive people

• Say “do”

• Relies on authority

• Fix blame

• Knows all

• Makes work drudgery

• Say “I”

Be a Leader Not a Boss

• Leaders

• Create confidence

• Guide people

• Say “Let’s do”

• Relies on cooperation

• Correct mistakes

• Ask questions

• Make work interesting

• Say “We”

Clearly Define Duties

70% of staff

do not clearly understand

what is expected

of them…

Your Staff

• Write down the name of each staff member

Determine job titles

• Front Desk Coordinator

• Tech

• Optician

• Office Manager

• Chief Cook and Bottle Washer

• Trouble maker…

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Clearly Define Duties

• Determine duties

– Job descriptions

• Establish priorities

– Critical to execution of duties

• Meet one on one with staff

Effective Training

• 50% of staff say they don’t feel properly trained to perform their duties.

• How do you train?

Effective Training

• Determine performance deficiency– Why does it exist?

– How to fix?• Mentor - shadow

• Classroom

• Text books

• Auditory – Visual – Tactile

– Follow-up weekly - critical

Value of Good Employees

• Less than 30% of supervisors have

performance objectives for their

staff.

Value of Good Employees

• How do you plan an objective?

S M A R T E R

Performance Agreement

• S – specific

• M – measurable

• A – agreement with the staff member

• R – realistic

• T – time defined

• E – extra effort

• R – related to practice goals

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PERFORMACE AGREEMENT

• Vague– Work harder

– Make patients happier

– Save money

– Be a team player

• SPECIFIC– Increase revenue

– Fill appointment book

– Reduce inventory

– Arrive on time

• MEASURABLE– Increase revenue by 10%

– Ask every patient if family members need appointment

– Decrease frame inventory to volume one quarter our patient volume

– Arrive 15 minutes before the first scheduled patient

PERFORMANCE AGREEMENT

• AGREEMENT

– Staff agreement

• Commitment or De-motivated

• Remember to motivate and involve staff in the process

PERFORMANCE AGREEMENT PERFORMANCE AGREEMENT

• REALISTIC

– Aim high but reasonable

– Evaluate staff:

• Experience

• Training

• Previous behavior

• Demonstrated capabilities

• TIME DEFINED

Increase revenue by 10% -each month - 11/30

Ask every patient if family members need appointment daily report volume at 11/30 meeting

Decrease frame inventory to volume one quarter our patient volume –December 31

Arrive 15 minutes before the first scheduled patient –effective immediately

PERFORMANCE AGREEMENT PERFORMANCE AGREEMENT

• TIME DEFINED

– Daily check in

– Weekly report

– Monthly meeting

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“Instill in your staff the idea that they should go

beyond the ordinary objectives”Jack Welch CEO – GE

• EXTRA EFFORT


• RELATED TO PRACTICE GOALS

– 74% of staff do not understand the practice objectives• Mission Statement

• Goals

• How is your practice different

– The more staff understand the value of what they are doing, the more motivated they are to do well.

How do you get it done? Monitoring

• Direct observation

– Stop

• Time logs– Look

• Feedback

– Listen

Monitoring

• Documenting

– Written report – manager log

• Facts not subjective

• Positives and negatives

Monitoring

• Feedback to employee

– Frequency

• Daily

• Weekly minimum

– Rewards

• Autonomy

• Responsibility

• Flexible schedule

• Awards

• Gifts

• Money

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Monitoring

• Punishment

– Demotion

– Decrease in authority

– Decrease in compensation

– Termination

Results

• The value of a job well done

Patient satisfaction

Practice growth

Pleasant work environment


Maximizing Their Potential

Motivating Your Staff

Position• Evaluate the skills necessary for:

– Front Desk

– Technician

– Optician

– Contact Lens Tech

– Supervisor

– Office Manager

– Doctor

Attributes 1- 10• Verbal communication skills• Organizational skills• Multi-tasker• Detail oriented• Creative • Problem solver• Flexible• Assertive• Calm• Professional

Personalities• Technocrat

• Yuppie

• Lone Ranger

• Entrepreneur

• Security/Stability

• Advocate

• Challenge seeker

• Family

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TECHNOCRAT

• ATTRIBUTES:• Driven to excel

• Likes to continue to build skills

• Likes to be known as the expert

• MOTIVATIONS:

• Use technical skills

• Continue to learn new things

• Specialize in particular areas

• RECOGNITION:• Continuing Ed

YUPPIE

• ATTRIBUTES:• Likes promotions/money

• Likes to climb the career ladder

• Likes increased authority

• MOTIVATIONS:• Cross train in all areas

• Allow them to make decision

• Visibility – praise/promotion

• RECOGNITION:• Money

• High visibility project

• Prestigious job title

• Promotion

LONE RANGER• ATTRIBUTES:• Freedom

• Does NOT like rules

• MOTIVATIONS:• Give direction and get out of the

way

• Allow freedom to define position

• RECOGNTION:• Let them do their OWN THING

SECURITY – STABILITY

• ATTRIBUTES:• Likes routine

• Likes predictability

• Wants clearly defined policies and procedures

• MOTIVATIONS:• Tell them what to do

• Tell them how to do it

• Assign repetitive tasks

• Keep change to a minimum

• RECOGNTION:• Take them out to lunch

• Inform them about the direction of the practice

• Regularly encourage

ENTREPRENEUR

• ATTRIBUTES:• Easily bored with routine

• Likes to develop new systems, procedures, methods

• MOTIVATIONS:• New projects – growth areas

• Allow them to be creative

• RECOGNTION:• Allow them to lead a project

• Coordinate a new process

ADVOCATE• ATTRIBUTES:• Like to make a difference

• Not looking for money or promotion

• MOTIVATIONS:• Impact to patients lives

• RECOGNITION:• Allow them to direct

community oriented projects

– Holiday drive

– Health fair

– Career counseling

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CHALLENGE SEEKER

• ATTRIBUTES:• Easily bored with routine

• Likes tough challenges

• MOTIVATIONS:• Competing with others

• High goals

• Challenging projects

• RECOGNTION:• Allow them to seek out new

opportunities

– Projects

– Technology

– Knowledge

FAMILY

• ATTRIBUTES:• Family oriented

• Works to live – does NOT live to work

• MOTIVATIONS:• Flexibility to family needs

• Working helps meet family needs

• Work from home

• Tasks completed not hours worked

• RECOGNITION:• Time off with family

• Plan practice events - picnics

ADDITIONAL IDEAS

• Encourage peer recognition

• Flowers

• Thank you notes

• Doctor praise

• Cater lunch

• Employee of the month

• Verbal praise

• Time off

• Variety in duties

• Autonomy

• Gift certificates

• Tickets

• Lunch with Dr.

• Job titles

• Weekend away

• Unusual activity

AGE MATTERSAsk Staff What’s Important to Them

• Pre Boomer 1934 - 1945

• Boomer 1946 - 1959

• Cusper 1960 - 1968

• Buster 1969 - 1978

• Nesters 1979 - 1988

• Census bureau

Marilyn Moats Kennedy

Career Strategies

Characteristics

• PRE – BOOMER - 70’s

– Traditional work ethic

– Born to manage

– Loyal to employer

– Independent but conventional

– Value working with other

– technologically competent

– Believe in mission

– Strong chain of command

– Want to win

Characteristics

• BOOMERS – 60’s– Money work ethnic– Work first– Expect to manage– Loyal to employer – Care deeply what others think– Wants others to work with

them– technologically challenged– Lip service to mission– Chain of command– I win - you lose

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Characteristics• CUSPER

– Money principle– Some of both (work – lifestyle)– Lead and follow– Loyal to employer and skills– Care about what others think– Want others to work with them– technologically challenged– Care about mission– Chain of command and

independent– Want to win

Characteristics

• BUSTER– Principle/Satisfaction– Lifestyle first– No need to lead– Loyal to skills– Don’t care what others

think– Prefer to work alone– technologically savvy– Must have mission– Individual first– I win – you win

Characteristics• NESTERS

– Principle/Satisfaction– Lifestyle first– Lead if necessary– Loyal to skills– Care little what others think– Will tolerate small groups– State of the art

technologically– Must have mission– Individual first– I win – you win

Back to your staff list• Let’s evaluate your staff

Personality

Motivation

Recognition


Establish Authority Boost Credibility Gain Commitment

HOW TO BE EFFECTIVE

Establishing Authority

Prioritize – Define - Why

• Leadership

• Manage time

• Set goals

• Delegate

• Motivate

• Encourage teamwork

• Empower

• Manage projects

• Communicate

• Problem solve

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Establishing AuthorityMoving from Staff Member to Manager

• Be fair and consistent

• Improve communication

• Involve staff in decisions

• Know duties of all positions

• Be positive and enthusiastic

• Confront and correct poor performance

• Give recognition

• Be proactive

• Don’t procrastinate

• Accept responsibility for mistakes

• Be respectful toward all staff

• Enjoy your job

Top 10 reasons staff members DON’T meet standards:

1. They don’t know

how to do their jobs


2. They experience obstacles from doing their jobs


3. They don’t know their responsibilities


4. They fear negative consequences


5. They don’t understand the importance of their job

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6. They don’t want to do it the boss’s way


7. They don’t receive reinforcement for doing their jobs well


8. They don’t receive negative consequences for nonperformance


9. They have the wrong priorities


10. They have personal limitations

Boosting Credibility10 Steps to Overcoming Challenges

1. Uncover the cause and track them

Person, policy, procedure

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2. Develop clear policies

and procedures


3. Explain policies and

procedures at orientation and staff meetings


4. Enforce policies consistently


5. Commit to developing a supportive environment


6. Listen respectfully


7. Develop a script

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8. Offer rewards


9. Address inappropriate behavior in a timely manner


10. Do not hesitate to take disciplinary action when merited

GAIN COMMITMENT

• Level One– Coaching

GAIN COMMITMENT • Level Two

– Informal Meeting

GAIN COMMITMENT • Level Three

– Formal Performance Meeting

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GAIN COMMITMENT • Level Four

– Termination