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Do What You Do Best - and Delegate All the Rest




Doctors doctor.


They care for patients and earn their trust. They get results and sweat the details.


It is upon your services as a caring and competent doctor that EVERYTHING ELSE in your office exists. The phones, the computers, the software, the supplies, the emails to you, and of course, the support team and all of the details they deal with -- the whole operation is just there so you can see and take care of patients.


The office is there for you, your doctors, and providers to improve the health of your patients. We all know this, but sometimes, we can get lost in the forest of “Everything Else.”


Everything Else is all the administrative details and the confusion and conflicts that need to be sorted out each day. Everything Else is everything other than seeing your patients.


When you deal with administrative functions, the capacity for seeing your patients shrinks.


It costs your business thousands of dollars when you spend time on administrative details that someone else could be managing.


But, if you don’t take care of the administration, who will? Staff are helpful, however they don’t know as much as you, and probably aren’t as motivated. Your license, debt repayments, reputation, and livelihood are on the line.


Most doctors find themselves in a kind of a trap.


It is a nice slogan, To Do What You Do Best and Delegate All the Rest, but how do you do this? Whom can you delegate to? Which team member should you delegate work to, and when do you have the time to train them? When do they have the time to be trained? And on what are you going to train them?


How do you break out of this trap?


There are real reasons why this is difficult to do, and there are also fake reasons masquerading as real reasons.


Many of these reasons are hidden or even counter-intuitive, and so it is difficult to breakthrough and take your practice to the next level. But if you know what these barriers are and get some help, you can break out of the trap and build a business that is less dependent upon your management of administrative issues.


Here are just 3 suggestions that can help you.


Give It Up to Your Team. Your team wants to be empowered to do more. This fact comes from Self-Determination Theory. (I discuss this at length in my book, The Goal Driven Business.) They want their own sandbox to work, and once they have conquered that, they want to level up and somehow learn more and or do more. Just like you!


Your Lab. Part of the Goal Driven System includes the Lab. This is your Goals Laboratory. The Lab is where and when you work ON your business, not just in it. This is when you take the time for yourself, or with your team, or your coach or coaches and colleagues. This is where you will review, analyze, study, train, and recharge. Lab Time is time you take for improvement. Here you are not the DOCTOR. Here you are a coach for your team, a student for yourself, and the Clinic Director/CEO to review how your business is working.


The Vital Few and Pareto. Only a minor percentage of your work each day is vital. This is according to the Pareto Principle, which states that around 20% of what you do produces 80% of the important outcomes. The key is to recognize your 20%. With this principle in mind, don’t be fooled – you have the time to go to the Lab and work on improvement. Improving your business, like improving your patients, is part of the 20%.


If you feel that your practice growth is stuck, if you feel that your business can grow more, consider the three recommendations above. Read the book The Goal Driven Business, especially the Chapter You Can’t Get There From Here. You can also give me a call and we can talk. Maybe I can give you some tips that might help.


Let’s help more people!


Ed


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If your practice building efforts aren’t taking you to your goals,

there are reasons -- many of which are hidden from you.

Find out what they are and how to sail to your next level by getting and implementing my new book, The Goal Driven Business.



The Goal Driven Business By Edward Petty






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