Eyeworld

Communication is key Much like in a marriage, clear and frequent communication can make all the difference. That communica- tion starts with a clear mission and vision statement for your practice. "It's predicated on a joint vi- sion, which leads to clear, defined goals. It has to be something you read and look forward to going to work for," said Dr. Pfifferling. Many corporations have vision or mission statements, but most medical prac- tices do not, he said. You could work with staff members to create that vision, or you could share that vision as new employees start. Many doctors might think their practice already has good communi- cation protocols in place but would be surprised to hear from employees that they could be lacking, Ms. Ferron said. "Communication has to be more than good intent," she said. "We found in our recent survey on organizational culture that respect- ful and transparent communication and an open dialog across roles was highly valued by physicians, and it's a continuing theme in our work with both physicians and other clin- ical and non-clinical employees." Next, quick staff meetings—also called huddles—twice a day will make sure that everyone is clear on plans for the day ahead. The huddles should include physicians and any- one involved with patient flow, said Dr. Drummond. He recommends three-minute huddles before seeing patients. These meetings should be the time to review the schedule, make sure equipment and rooms match patient needs, and decide what to do with overbookings and empty appointments. The half-day huddle can be the time to review any problems that arise and fix them quickly. If there are any problems that come up during huddles that require more than a quick fix, they could be added to a monthly staff meeting agenda. Monthly staff meetings should be a time to get to know team members better, run through a problem list from the previous month, take action on the top prob- lem, and review things the practice wants to start and stop doing, Dr. Drummond said. As practices expand to various locations, it becomes important to have all-staff meetings at regular intervals, Mr. Lutz said. "We hold staff meetings for all 120+ employ- ees at our main office every six months. During these meetings we cover mandatory training topics, updates on strategic plans, and team-building activities," he said. At Cleveland Eye Clinic, with six locations around Cleveland, physician partner Shamik Bafna, MD, said that all doctors meet quar- terly to discuss certain medical top- ics. They do this because most of the doctors operate autonomously when treating patients, so the quarterly meetings provide the chance to set some standardization of care and share news on doctors who may offer specific, unique treatments. Although meetings are part of clear communication, one-to-one communication with various staff members can help everyone feel recognized—and give quieter staff members the chance to share ideas. "The key to getting along is to have a healthy relationship with your colleagues and staff, and this comes from investing time in your relationship when there is no crisis," Dr. Drummond said. "Even informally checking in with staff to find out about them outside of the workspace and talk about their challenges so they don't feel isolated is helpful," Ms. Ferron said. It may be as simple as making sure you check in with individual employees over a cup of coffee on a quarterly or monthly basis, she said. If the concept of asking about life outside of the practice sounds odd, then take to heart the observa- tion from Dr. Pfifferling that a work/ life balance does not always come easy to physicians, especially in a perfectionist-focused crowd like ophthalmologists. However, he added that newer physicians from the Millennial generation tend to have a greater interest in building a vibrant life outside of work. Written communication is also part of a practice's communication tools and should include frequent emails and regular newsletters sent to all staff, Dr. Bafna said. Appreciating all staff It sounds basic, but truly appreciat- ing what other staff members do for the practice can get lost in the work- flow shuffle. April 2014 Become an ESCRS Member Integral to your continuing education FREE TO MEMBERS: ESCRS On Demand iLearn – online CME accredited learning platform In addition to: Subscription to the Journal of Cataract and Refractive Surgery Reduced ESCRS Congress Fees ESCRS FREE 3 YEAR MEMBERSHIP FOR TRAINEES visit www.escrs.org today 1 14/01/2014 16:59 continued on page 69 digital.ophthalmologybusiness.org

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