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Archive for the ‘Growing Your Practice’ Category

Being a Consistent Leader

Monday, April 12th, 2010 by Dr. Dean Severidt

leadersWe will continue to talk about goal setting. Last time we talked about how important it is to set goals because of the barriers we may face along the way. Goals will keep us focused on what we are trying to accomplish and not let those barriers stop us.  Today we will talk about how we need to set goals to solve problems.  Any organization, whether it is a few employees or many, will have problems. Instead of getting down on ourselves, we need to be focused on our goals so that we can solve the day to day problems that come up.  Problems are nothing more than a way to make money; the more problems you solve, the more money you make.

A leader must make sacrifices in order to solve problems. Consistently sacrificing means being so focused on your goals that it does not seem like a sacrifice but instead a way of doing business because this is what is necessary to get the job done.  A leader must maintain a high standard of ethics and moral character at all times.  In order to accomplish this, he/she may need to not be associated with fellow co-workers and not socialize with other employees. This prevents being misunderstood or put in any uncomfortable situations.  Never meet with another co-worker, especially someone of the opposite sex, without another person in the room. This way nothing can ever be misunderstood.  A leader must always offer excellent effort and service.  This means that the leader may have to stay late or be the first one to work, but they must always lead in a way that makes sure the work gets done on time and properly. A leader can never be down and show depression or lack of caring; they must always bring their “A” game.  A leader must always commit in order to prioritize relationships.  There are many times when a leader has to choose between what he/she has to do and what he/she wants to do.  Unfortunately, this may involve people they are working with or may involve family time, but they always have to be willing to sacrifice for the company.  Another key point here is that a leader also has to keep his family time in the fore front of his priorities, or it can become easy to lose that time. If you have a well run company with a broken family, the leader has failed.  It is a balancing act, but very important that it is done correctly.  In my case, it meant giving up some of the things that I enjoyed doing by myself because I wanted to spend time with my family when I was not working.  A leader must also be willing to admit when they have done wrong and ask for forgiveness.  People will always respect you for admitting your faults, because as we all know, no one is perfect.
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One of the hardest things for a lot of leaders to do is to admit their mistakes to employees and ask for forgiveness. However, if they don’t, someone will harbor bad feelings and it will come back later to haunt the leader or the organization.  Be up front and admit your mistakes; be humble and ask for forgiveness.  A leader also has to desire to maintain communication and momentum.  Sometimes the last thing a leader wants to do when they are busy is stop and talk to someone about something. However, it is extremely important that they do.  They also have to keep the momentum going at all times even when they are tired and may not feel like it.  If the leader lets down, it is a guarantee that everyone else will do the same.

Therefore, being a leader means to sacrifice for the company at all times.  A leader has to do this in order to solve problems and as I said earlier, solving problems is how you make money.  So do not look at it as a sacrifice, look at it as a blessing that you are in a position to be able to sacrifice to make a company and a group of people better and more productive.

The Added Benefits of A Paperless Veterinary Practice

Wednesday, March 31st, 2010 by Dr. Dean Severidt

Not only will going paperless save paper, but there are many more savings associated with turning your veterinary practice into a paperless practice .

If you are unable to view the embedded video, click here .

If you are on the fence on whether or not to convert your practice to a paperless practice, then now is the time.  The hardest part is just doing it and once you do, I know you won’t regret your decision.  Has your veterinary practice recently gone paperless?  I would love to hear about it.

Techniques for a Successful Business and a Successful Veterinary Practice

Sunday, March 28th, 2010 by Dr. Dean Severidt

Stethoscope and computer

Increased information, technological advancements and shifts in focus all affect the success of a veterinary practice. As a result of these changes, many owners are beginning to rethink their business philosophy. The question remains, where to start? If a business plan was created when the practice started, this may be a good time to review it.  Have the goals changed? Consider the original plan and begin noting the changes and updates. A fully functional business plan with a mission statement and goals clearly defined will provide focus and help with decision-making process when updating different aspects of the business.

If the veterinary practice has not yet become computerized , it is time begin planning for the proper implementation strategy. Technology will help increase productivity of staff members and streamline processes. Software packages developed especially for the industry will help with inventory control, billing, medical records and marketing. Profitability is enhanced as more can be done in a shorter time with fewer staff members. The reporting capabilities that are included help owners and managers monitor the increased efficiency and enable them to modify processes to help reach greater levels of profitability. Inventory supply versus demand, overhead costs as it relates to revenue and the per client expense can all be monitored.

Five and ten year plans help keep the focus in line with current business needs and often are created with an exit strategy. Partnerships, satellite offices, and real estate investments are frequently included in long-term plans. A focus on customer service is at the foundation of

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veterinary practice success. On-going communication with clients, updated care techniques, and on-site services contribute to superior service levels. Practices that excel in this area retain a larger percentage of clients and are referred more frequently. Building a loyal customer base ensures sustainability. It also maximizes marketing dollars and stimulates practice growth.

Despite specializing in a few areas, it is best to continue offering a full range of services. Many clients prefer to have all of their needs taken care of by a single veterinary practice. This convenience will help retention levels. Ongoing internal communications are also required to maintain superior customer service. Standardized job descriptions that are updated as the practice grows and changes ensure everyone understands their roles and how they contribute to the business. Performance appraisals provide objective feedback to continue to increase productivity levels.

Is Your Practice Paperless?

Sunday, March 21st, 2010 by Dr. Dean Severidt

charts2 Today we are going to talk about being paperless in your practice.  If you aren’t paperless yet you are missing out on a great time saving device as well as being more organized than you could possibly be when you have a lot of paper.  I have been paperless since 1993 and would not practice in a facility that was still using paper.  Too many things get lost and it is almost impossible to read 99% of the veterinarians hand writing.  It also looks very unprofessional in my opinion when you print off hand written records.  I had the first AAHA approved paperless medical records back in the early 1990’s.

Many people ask me “How do I go paperless?” and I just say "do it".  There is never a good or bad time to do it you just have to make the decision to do it.  The first thing is I would make sure you have a computer system software management package that will allow this.  I have used the old PSI (Cornerstone) dos version, E Friends, and now currently using DVMax .  They all worked for me but I believe DVMax is the best medical record of any of them.  There are a lot of software packages and I am sure that most of them will allow this today.  You then need to decide what to do with all the old records.  You can use both systems till you have your paper files empty and every time someone comes in scan all of the records into a file.  The other possibility is to scan all records from then start.  The problem with this is you may scan a lot of records of clients that may never come back again.  Remember anything you do not scan has to be saved somewhere for 7 years.

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Most of the programs today take blood work results from in house or from an outside laboratory and download them into the medical records.  There is never a chance of blood work being lost or misplaced.  When someone has a question for a Doctor about a patient the Doctor can go in the record from any computer and look it up while he/she is talking to the client.  A receptionist doesn’t have to put the client on hold, pull a file, find the Doctor and give him/her the file, and then wait while the Doctor goes through all the paper work.  Most of the programs put charges in as you enter medical records so fewer charges will get missed.

The advantages far outweigh the disadvantages and so I don’t know why everyone doesn’t go paperless.  I assume soon it will be mandatory for clinics to be paperless.  It doesn’t do a patient any good if there are multiple pages of records that no one can read.  Make a decision to change and go paperless and you will agree it will be one of the best decisions you have ever made in your practice.

Sharing Your Vision to Grow Your Veterinary Practice

Saturday, February 20th, 2010 by Dr. Dean Severidt

Formation of Leadership XX

We are talking about the mistakes I have made as a leader.  Fortunately, each time that you learn from a mistake you become a better leader and a better person.  Take responsibility for your mistakes; look at them as a learning tool and not as a mistake or failure.

The next mistake that I have made is not sharing my vision with the staff enough, as I should have.  I am sure all of us have a mission statement and a vision; however, how many of us actually get the staff involved and how many staff members even know what that mission statement says?  Many times we do this because we are told to, but then we never talk about it again and wonder why it seems impossible to achieve our vision when know one even knows what it is.  We need to get the staff to take ownership in the vision; once they do, they will help you achieve it and more importantly, they will want to be a part of it.  This starts by getting them involved in the vision and mission statement so it becomes part of what they want to accomplish not just you.  When we do not get the staff involved, they do not care what our vision is so they will not work to try and accomplish it.

When we wrote our vision we sat down with the staff and collectively came up with our three core values or what we stand for.  We came up with superior customer service and satisfaction, empowered employees, and generating significant profits.  Since our staff helped develop these when new staff comes on board they remind them of how important these things are.  They will make sure that customers are happy, they will see to it that we allow employees to be empowered and they will work diligently toward generating profits for our business.  The great part of this process is that people that don’t want to adopt this vision will leave on their own because they feel left out and if they don’t buy in why would you want them working for you anyway.

Through this process we came up with our vision from our three core values.  When people are hired they are presented this through a branding training and agree to adopt it or given the opportunity to not work for us.  When they accept this, as I said everyone else makes sure they live by it.  We came up with the following vision; Our vision is to change veterinary medicine into a profession that offers opportunities and careers so attractive that the best and the brightest aspire to contribute to the profession in return for a career that is not only psychologically rewarding , but also financially.  We intend to accomplish this by offering our customers such superior customer service and satisfaction that they become raving fans that promote Pet Doctors of America to every pet owner they come in contact with.  We can provide this unmatched customer service by creating a culture of empowered employees who are free to take all actions that are necessary to exceed our customer’s expectations.  Our customers will reward these efforts with repeat business and referrals that will generate significant profits that will enable us to compensate and retain the best and brightest who will provide for services and care not yet available, through relentless pursuit of perfection out of sheer admiration for our customers and their “family members.”