How To Execute Effective Meetings In Your Practice – The PSP Formula

The best way to grow your practice and keep it running as smoothly as possible is to hold weekly, strategic meetings.

When planned correctly, these meetings have the potential to unite your staff and dramatically improve the day-to-day operations of your private practice. The staff knows what is expected from them, the owner/manager is able to reiterate financial goals, and all expectations are tempered with reality.

Weekly meetings are even more critical when you hire new employees, because it allows the staff to integrate seamlessly into your private practice. In fact, this is going to be one of the highlights of my presentation at the 2012 Private Practice Summit.

Contrary to popular belief, it is not essential to have every single member of your team participate in the weekly meeting. Your objective is to have the relevant people specific to a certain component of your practice [marketing, clinical work, billing, etc] present during the meeting.

effective private practice meetingEach meeting should follow the PSP formula. The objective of the meeting is to plan [P] for the implementation of the right system [S] with the right people [P] in your practice.

Here’s an example of how you can use the PSP formula with your staff. You can brainstorm how marketing and referral generations efforts have been working over the last few weeks by examining the systems in your practice.

You can then use this information to improve the existing systems and plan for a better system. You may decide that you want to rework the existing systems and change them completely. You may also realize that everything you thought about the existing system is incorrect based on your feedback from your staff members.

Weekly meetings allow you to benefit from the collective insight of the entire team. They allow you to create effective systems and procedures that the rest of the staff can follow. These systems, when implemented by the right people, help you build a sustainable, growing practice.

Weekly meetings allow you to leverage your existing resources and make the most from what you’ve got. They allow a small practice to function as effectively as a big practice. A practice can become faster, smarter and better with well-planned weekly meetings.

Most practices conduct meetings with staff members but don’t go far enough in perfecting and implementing the meetings.

Every meeting should have a clear agenda so that nothing is left up to individual interpretation. Meetings that are well-planned and well-executed will empower your staff to serve patients better and improve the post-discharge patient experience.

Before you schedule a meeting, make sure you have a clear objective. You should identify an area in your private practice that needs improvement. For example, the need to increase patient referrals can be a discussion point in a meeting.

effective meetingAnother way to identify the topic of the meeting is to ask every person in the room to provide three examples of how to improve some aspects of the day-to-day aspects of the practice. A meeting coordinator should be assigned, who is responsible for the exchange of ideas from all individuals. At the end of your meeting, you’ll have several items for improvement in your private practice. In some cases you may find that each of these action items requires a new meeting.

This allows the entire team to become accountable to one another.  Accountability is the key component of staff management and it should be a top priority for every private practice owner. After all, you cannot reach your destination unless you have driving directions. Think of the goal of the next meeting as your destination, and the feedback and communication during the meeting as your driving directions. The manager should decide the priority of tasks and the objectives prior to the next meeting. These objectives should be announced to the entire team. If applicable, tasks should be assigned to individual team members.

As you conduct more and more meetings, you’ll notice several ways to fix problems, create effective solutions and improve existing systems. You’ll become a more effective manager of people. Outside of your clinical skills, it’s your most significant asset as a private practice owner.

This is a great way to create lasting positive change in your private practice.

If you want to motivate staff and conduct meetings that transform your practice, need a roadmap for the future of your practice; if you are unclear on what are the important success metrics for your clinic; and if you want to establish an optimal foundation to achieve EXPLOSIVE growth in your practice, you cannot afford to miss the…

Private Practice Summit 2012.
. Here are some of the breakthroughs you will have at the 2012 Private Practice Summit in Las Vegas.
  • Discover why conventional business plans backfire in MOST cases.
  • Identify specific drivers of your practice and how to set up basic measurement tools and metrics to ensure you are on the right path and if you’re not, what to do about it.
  • Learn how to maintain the fine line between investments in infrastructure and cost cutting measures that throttle growth in your practice

3 Comments

  • Carla says:

    One thing I learned in my years in private practice, never take anything and anybody for granted. I learned that the hard way. I was lulled into thinking that everything is running smoothly because no complaint reached me. How wrong I was! One of my long-time and trusted staff suddenly left. I was at a loss why until I investigated and found out that there have been grumblings behind my back about the organization. Since I was not aware of them, I was not able to address the issues of my staff. I did not bother asking their opinions and just went my merry way.

    Now, I know better. If there are decisions that need to be made that will affect them one way or another, I involve my staff and make sure the majority opinion is followed. Additional bonus to these meetings? I get to know my staff in a more personal manner which strengthened our relationship and the entire team as well.

    I agree with you Nitin, the more often you have these meetings, the more ideas you get from your staff.

  • Joshua W. says:

    One of the dangers of being a sole owner of a business is thinking that you alone make the decision since it is your business. A private practice owner with managerial skills will disagree. Even if you hold the purse strings, your staff is crucial to the success hence the profitability of your business.

    I was lucky enough to have a business administration degree along with my PT degree when I started out as a private practitioner. I applied the management principles I learned and one of that is the importance of teamwork in the organization and its key element which is communication.

    The weekly meeting is a good venue for everyone to express their ideas and will let your staff know that you respect them by involving them.

    You do know private practice, Nitin, because you are not just discussing techniques to grow a practice but the back-office systems that makes running a business smooth.

  • Enzo says:

    Weekly meetings can be tiresome but with the PSP formula you discussed, they do not have to be. I agree with you that not everybody should attend the meetings. After all, it's business as usual. Secondly, those who were in the meetings can cascade the information to the other members of the staff.

    I usually have an agenda or objective when I call for meetings but your formula is more straightforward and will accomplish more towards creating new systems and improving existing systems.

    I'll surely use this formula now in my meetings. We do not have weekly meetings yet because of our tight schedules but we're getting there.

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