Eyeworld

30 September 2018 EW NEWS & OPINION XEN ® is a registered trademark of Allergan KI-Adv-080618-Rev 0 ® K5-7500 Grasping Forceps smooth, non-irrigating, black handle 08-04418 Vera Hook K30-1015 Single Mirror Lens sterile, disposable, 10/box 08-08105T-001 Kratz/Barraquer Speculum heavy wire K5-5058 Buratto Forceps disc-shaped tips, serrated jaws K5-5000 McPherson Tying Forceps straight, 5mm platform K3-9000 Castroviejo Caliper straight A new procedure requires different tools ® (800) 225-1195 info@katena.com www.katena.com Instruments for the XEN Gel Stent Contact us today can be enforced consistently and provide managers a way to hold staff accountable to the standards you and your management team set. 8. For a successful long-term impact, you have to change behaviors, not only attitudes. Team-building efforts and work- place enjoyment strategies have their place in this transition but will not be the key success fac- tors. Those efforts or enthusiasm will fade, and you don't want the culture improvements to slip backward. 9. Engage in quarterly reviews to evaluate the impact of the chang- es you are making. As a general problem-solving method, we want to: • Collect data and information • Make a data-driven decision • Take action • Review the action and results, and repeat 10. Be patient. Creating a change in your practice culture does not happen overnight. Your chal- lenge is to eliminate behaviors and attitudes that have been embedded for years. Recognizing which issues are holding you back and applying resolutions is the first step. Hold the new course you set, making step-by- step changes and not slipping backward during the inevitable frustrations that attend every cultural change. Ultimately, you have the ability to develop a practice where you love to spend time, your patients are well-served, your employees are pro- fessionally fulfilled, and the bottom line benefits from efficiencies and reputation. EW great customer service instincts and train them for ophthalmol- ogy skills. If you have staff that do not get along with others, hire new employees with an eye for their people relations skills and reference check closely for how they got along with coworkers. 6. If you are in need of a major overhaul of attitudes and behav- iors, you may have to replace employees and managers who don't see the benefits of the changes you want to make. New employees can bring fresh ideas to the team and arrive relatively baggage-free. Hanging on to em- ployees unwilling to convert will be discouraging to the enthusias- tic and willing staff. 7. Onboard new employees with written formality and a depart- ment-by-department orientation plan. One day with the supervi- sor and the rest on-the-job train- ing with any employee in the de- partment doesn't work. A written operations manual containing policies and procedures for each job duty along with a written training schedule that includes timelines for skills development works better. Written protocols Setting continued from page 29 Ms. Wohl is president of C. Wohl & Associates Inc., a practice management consulting firm. She earned her Masters of Health Ser- vices Administration degree at George Washington University and has more than 30 years of hospital and physician practice management experience. She can be contacted at czwohl@gmail.com or 609-410-2932. Mr. Pinto is president of J. Pinto & Associates Inc., an ophthalmic practice management consulting firm in San Diego. His latest ASCRS•ASOA books, Simple: The Inner Game of Ophthalmic Practice Success and the Fifth Edition of John Pinto's Little Green Book of Ophthalmology, are available at www.asoa.org. He can be contacted at pintoinc@aol.com or 619-223-2233. About the authors

• Blank Page
• Blank Page (1)