Eyeworld

29 EW NEWS & OPINION September 2018 by Corinne Wohl, MHSA, COE, and John B. Pinto words. Identify and describe your current culture as a collaboration by the owners and management team. Writing this description should be done by people in your practice who believe in the im- provement process and will be in the position to influence others as you make changes. 2. Document the changes you de- sire. Written formality is needed as a guide to be referred to and followed. For example, "Our pa- tients comment that we have lost 'that personal touch,' and they now feel like a number. We want our patients to feel recognized and appreciated." 3. Identify the existing barriers that stand between your new goals and current culture. Perhaps there are unhealthy relationships between certain employees that have been tolerated for years, or your hiring practices and on- boarding methods are hit or miss rather than formally orchestrat- ed. Specifically list each issue and brainstorm with your team to develop ways to redo behaviors and values that are holding you back. 4. As you identify issues and barriers, be sure to look deeply and find the root cause of the issues. The problem behind the problem is what likely needs addressing, not the surface issues. For example, if some technicians work non-stop and some are not as busy, perhaps that behavior comes from a legacy tech manag- er who encouraged techs to only be of service to the doctor they are assigned to each day, rather than be trained and willing to assist with patient flow no matter whose patient it is. 5. Try to only hire new employ- ees who possess the new values you have set. If your customer services are rated low, help create a new culture of amazing patient satisfaction by hiring staff with doctors are marching in the same direction, we see efficiency. When your staff cares and feels cared for, they take the extra steps, go above and beyond their general position descriptions to ensure smooth pro- cesses and less material waste, and offer ideas for improvements. When the culture your staff work in does not feel personally rewarding, they may show up for work, perform well enough to keep their jobs, but not contribute to their full capacity. Creating and reinforcing the practice culture you desire starts at the top. It won't be enduring if your management team is gung-ho to implement but the owners are lukewarm and not committed. As a leader you have to set the expecta- tions and clear goals and model the behaviors you want to see in your employees. Here are 10 steps to help you re- invent or take your practice culture up to the next notch. 1. You don't have a coherent cul- ture unless you can describe it in practice, and your practice culture affects your employees' behavior and performance. Your patients' experience is an accumulation of the many touch points they have throughout their visit. Is the patient experience in your office a result of intention or an accidental accumulation of various, sometimes incongruent, efforts? Investopedia defines a corpo- ration's "culture" as the beliefs and behaviors that determine how a company's employees and manage- ment interact and handle outside business transactions. Often, corpo- rate culture is implied, not expressly or overtly defined, and develops organically over time from the cumulative traits of the people the company hires. Purposeful, ongoing efforts to set the tone and create a culture you and your patients will enjoy and appreciate not only results in a pleasant environment and great cus- tomer service, but can improve your bottom line. When your staff and "There are people who make things happen, there are people who watch things happen and there are people who wonder what happened. To be successful, we have to be people who make things happen" —Jim Lovell "The role of a creative leader is not to have all the ideas; it's to create a cul- ture where everyone can have ideas and feel that they're valued." —Ken Robinson W e've all had the expe- rience of walking into a place that makes you feel welcomed, where the employees appear happy and competent, and you are served well. Whether it hap- pens in a doctor's office, restaurant, or boutique clothing store, the result is that you will be happy to return, and you tell your friends about your positive experience. Positive experiences are great- ly impacted by the culture of your Setting the tone of your practice culture continued on page 30 To the point: simple practice tune-ups for complex times

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