The subject matter for this seminar includes:


An introduction detailing the importance of having a system of organization that provides both a smoothly running operation as well as one that is contiguous with all the communication points, providing an experience for the patient that is seamless and cohesive. This can help the doctor and staff team understand that, although there is no “perfect way” in which to run an office, there is certainly chaos when an organization has been haphazardly strewn together over time with organizational ideas from mismatched systems that were never intended to work well together. The introduction also clearly points out that a well-run organization will never, in and of itself, produce growth; in realty, a well-run organization is one that silently falls to the background, literally becoming invisible in order to allow growth to take place. And, although a well-run organization will not build a practice, a poorly run organization will stop growth in its tracks. Unfortunately, too many doctors ignore office organization, and instead, focus on growth as though the organization happens to be some sort of an inconsequential necessary evil in practice. Those who ignore running an office with a properly organized system always experience unnecessary stress that is void of any meaningful and sustainable growth.


Hiring incredibly talented staff team members is the first topic. Most doctors hire “nice” people and simply expect "nice" staff team members to produce impeccable performance. When in reality, it is necessary to custom hire. Identifying the ideal staff team member requires appropriate specific ads, critical resume analysis, identifying those who may have appropriate skills and personality styles to make the ultimate difference. The first interview is done in a group setting and is all about skill testing. Those who make the cut-off advance to the second interview. It is in the second interview where it must be determined if the individual has the energy and the desire to become a super star staff team member. Once a selection is made, hiring is immediate.


The topic of staff team training comes next. A new staff team member has a very narrow window to learn the doctor's business philosophy and then the doctor's chiropractic philosophy. If the “training tasks” precede the topics of philosophy, about the best that can be expected would be a team member who can perform essential “office policy details” but is absent of, and lifeless in the critical philosophical realm. The actual staff team training covers details from phone etiquette to in-person communications before moving on to the task details for the specific department training itself. Differentiating up-time training from down-time training then takes place. The training covers positions including front desk, new patient assistant, therapist, billing, and the scribe. The importance of cross training is covered in order to have appropriate cover when needed.


Then the topics of office organization are presented in detail. Departmentalization is covered for the purpose of focused and responsible performance. The brilliant uptime and downtime is then defined and described in order to create the highest possible level of efficiency without becoming “over staffed.” Next is the necessity of a true and complete office manual; without which, plenty of staff team never become fully trained and are forced to “train themselves” the way they see fit. A significant presentation of detailed duties and dialogue then ensues in order to teach team members that they will never experience a communication encounter where they are void of a proper response, a response they own and are confident with. Organization then continues with the illumination of the 18-hour patient care week. Significant proof is provided in teaching why the highest volume and highest retention offices are able to sustain their levels because of the fact that the 18-hour patient care week produces the highest level of performance from staff team and doctors alike. Then the powerful patient scheduling is detailed in providing the necessary insight behind cluster scheduling with day-to-day visits on the top and bottom of the hour and specialty schedules comfortably occupying the quarter hours.


The next critical organization topic is statistics. It is accurately said that behind every number is a real live patient…it is also accurately said that a doctor who attempts to run an office without keeping extensive, detailed, and accurate statistics is foolhardy. To keep these statistics is to offer a magnified window peering into the inner workings of the entire practice. This window shows both strengths and weaknesses and provides the knowledge of trends…some of which need attention to continue while others require intervention to improve. After statistics comes the topic of tracking forms. Very few doctors have any knowledge of what tracking forms are and how absolutely essential they have become in being able to run a strong practice. Once a doctor completes a valid tracking form its relevance occupies a permanent place in the practice organization.


The next topic is the missed appointment, the rescheduled appointment, and the make-up-missed appointment. These three subsets define a singular focus that places patients' care squarely on their shoulders…the only appropriate positioning for responsibility to be placed. Next is a customized presentation of the topic of office layouts to match the doctor's practice model. An appropriate layout not only allows for a smaller physical office space but offers an enhanced opportunity for patients to learn a great deal about chiropractic, health, and their own care. Finally, the office organization section is completed with the reasoning behind and the power of staff team huddles and productive staff team meetings.


The last topic in the running an office seminar covers the art of monitoring. Whether it is doctor self-monitoring in a variety of areas or staff team monitoring it becomes very clear that the office that is not consistently monitored is the office that inadvertently gets off track and struggles. Monitoring becomes the glue that holds an office performance together. It identifies challenges even before they occur; it offers an opportunity to run an office “smooth as silk." And, doctor, how else would you choose to have your office run?

Doctor, it is certain that you have not experienced the communication technology that the TPMI program has to offer. Review the TPMI Seminar Schedule in order to reserve the seats you need for this seminar.