The Secret To Getting New Patients or Clients
Wednesday, January 02, 2008 | link
I have met with and helped hundreds of dentists, optometrists and veterinarians in my 8 years working for Hollander Consultants. One of the things that many of the doctors I met with wanted to know is “What is the secret to getting new patients?”While there are many avenues to take when trying to get new patients and clients through both external and internal promotion, the most effective means is through referrals.
The reason referrals are so valuable is because word or mouth is both free and extremely effective. Your patients or clients speaking positively about your practice to people they interact with is a sure-fire way to increase the number of people walking through your doors.
The real problem with referrals is how to get your staff to successfully speak to patients or clients in order to get them to refer your practice to their friends and family. There is a right way to do this and a very wrong way. The information in this article will show you how your staff can successfully get patients to refer people they know.
The most important thing to know when asking patients or clients to refer your practice to their friends and family is that people contribute to expansion and growth. I’m sure you know examples of this, if a nice mall is built in a community other businesses and people move into the area. If a great new restaurant opens in an area people go to it and recommend that people go try it out. Those people in turn try it out and recommend it to their friends.
On the other hand it is important to know that the main reason people don’t refer their friends and family is that they are never asked to, or they just don’t think about it.
Keeping this in mind the proper way to ask a patient or client is the following:
“Hello Sue, how was your service? Great. Did you know that we are expanding? In fact we have hired new staff so that we can help better service our patients. We are also taking on more patients and if you have any friends or family who you think could be helped by [your medical field] care, have them come in for a consultation. Here are a couple of our business cards for you.”
Communicating it in this manner gives the patient or client the feeling that you are growing and puts the idea in their mind that they should recommend the practice. In addition, it avoids making the patient feel put on the spot or uncomfortable about having to give you names and numbers. Of course you will have to adjust this to your specific circumstances. If you haven’t hired new staff you don’t want to lie to your patients. You could find another type of expansion such as the purchase of new equipment, renovations, a new computer system, etc.
Here is an improper way to ask a patient:
“Hello Sue. Hey do you have anyone you know that needs [your medical field] care? We really would like them to come in if you do. Do you think you could ask them?”
You should have your staff practice correctly asking for referrals with one of your other staff or with you until they can do it easily and comfortably.
After that it is a matter of ensuring they do it and you should increase your new patients in no time!
Best of Luck,
Murray Marvin
Senior Analyst
Hollander Consultants
(If you find this information of use, find more articles and solutionsmags.com or at hollanderconsultants.com)
New Issue of Solutions Magazine Helps Boost Income
Monday, December 17, 2007 | link
The new issue of Solutions Magazine tackles the tough issues regarding all facets of practice finance. With issues such as Streamlining Your Collections and Collecting Past Due Accounts, it provides simple tools and advice that is relevant to your practice. Check it out at www.solutionsmags.com to see how you can benefit from the information.Small Business Administration and Katrina loans
Tuesday, March 27, 2007 | link
If you are recovering from the hurricanes of the Gulf Coast, here is some new information from the Small Business Administration regarding loan disbursements. If you're trying to rebuild your practice, this may help:SBA Fully Disburses 100,000th Disaster Recovery Loan to Gulf Coast
WASHINGTON – More than 100,000 disaster loans have been fully disbursed by
the U.S. Small Business Administration, totaling $4.8 billion to Gulf Coast
residents who suffered losses in the aftermath of Hurricanes Katrina, Rita
and Wilma, the agency announced this week. SBA has now disbursed three-
quarters of the total amount approved for borrowers rebuilding from the
Gulf hurricanes. Including loans that have been partially disbursed, the
agency has made full or partial disbursements on 98 percent of the net
approved loans, for a total of $5.3 billion.
Operational reforms in SBA’s disaster loan program rolled out last June
contributed substantially to the quicker disbursement of disaster loan
funds.
“Last summer we moved 1,300 staff and revamped their work flow, forming
teams that integrated loan processing, decision making and legal
functions,” said SBA Administrator Steven Preston. “We also contacted
90,000 borrowers in the Gulf to introduce them to the new process, while
creating more consistent dialog with our customers through the
implementation of case managers for each loan applicant. The full
disbursement of SBA disaster loan funds will go a long ways towards
rebuilding the region, one homeowner and one business at a time.”
Preston also said additional enhancements to the disaster loan program,
which include ongoing reform of the disaster loan process, improving
automation, and developing a detailed playbook for future large scale
disasters, are underway.
The SBA has approved a net of almost 120,000 disaster loans totaling $7.13
billion in the aftermath of the Gulf Coast hurricanes. The vast majority of
the remaining borrowers have drawn on some of their SBA-approved disaster
loans. Home loans disbursed in the region total $4.23 billion, while $1.16
billion has been disbursed to businesses.
The SBA makes low-interest loans to homeowners, renters and non-farm
businesses of all sizes following a Presidential disaster declaration.
Homeowners may borrow up to $200,000 to repair or replace damaged real
estate. Individuals may borrow up to $40,000 to cover losses to personal
property.
Non-farm businesses and non-profit organizations of any size may apply for
up to $1.5 million to repair or replace disaster damaged business assets
and real property. Small businesses that suffered economic losses as a
direct result of the declared disaster may apply for a working capital loan
of up to $1.5 million, even if the property was not physically damaged.
Disaster loan borrowers who have questions should call SBA’s Customer
Service Center at 1-800-659-2955, or send an e-mail to
disastercustomerservice@sba.gov. The Center handled over two million calls
in response to the Gulf Coast Hurricanes.
To learn more about the SBA’s disaster assistance program visit the Web
site at www.sba.gov/disaster.
New Issue of Solutions Magazine is online
Tuesday, February 13, 2007 | link
The newest issue of Solutions Online Magazine is available for viewing. The key practice management articles address achieving a higher net profit through proper collections. The issue also offers articles on conflict resolution by Daniel Bobrow of American Dental Company and dental fraud by Dr. Barry Levy.Back to Blogging!
Monday, January 29, 2007 | link
After a year and a half hiatus, the Practice Management Blog is back into production. Many people who encounter this blog might not be familiar with Solutions Online Magazine, published by Hollander Consultants. There is a wealth of practice management information in that magazine and so I'll be publishing articles from there onto this blog on a relatively consistent basis.Below is an article on possible ways to terminate an employee who no longer fits with your practice, this is not legal advice - always check with your attorney if you are ever concerned about the legal rightness or wrongness of a business decision:
TERMINATION OF AN EMPLOYEE
Of the many responsibilities of the office manager, having to terminate an employee is one of the most troublesome and difficult. Termination is the final step of investment protection, one in which the return on investment is wholly inadequate, justifying ending the investment. However difficult, it is part of the job and must be done in as timely and humane a manner as possible.
The materials that follow will help you make a better decision and, hopefully, provide face-to-face communication guidelines for handling the situation as confidently and gracefully as possible.
A major issue over which the office manager has a great deal of control and influence is whether the employee is motivated to fight back after being discharged, or will that employee simply move on to a new endeavor. We cannot forget that after the bad news is communicated to an employee, many thoughts rush through the employee's mind, provoking varying levels of feelings. These feelings about the situation, and how it was handled, determine if the employee will even call a lawyer and begin legal action against the practice. In other words, taking action against the practice depends on the employee's frame of mind and perceptions surrounding the entire termination process. Those perceptions are well within the ability of the practice to mold and influence.
How a termination decision is made, how the organization handles problems before termination, and how the news is conveyed face-to-face, all impact strongly on the employee's perceptions and consequent motivation to move on or to fight back.
MAKING THE TERMINATION DECISION
Deciding to terminate an employee is serious business for all involved. Considering the increase in litigation over terminations and the losses incurred by employers who have made unwise decisions, the termination must be based on a reasonably thorough assessment of the employment relationship. After all, that is what is being terminated, not merely the employee or the position.
Work is an investment relationship. However different or lopsided, the employee has invested something in the job and practice, and the practice has invested in the employee. Termination ends that investment. People don't abandon investments unless the return is unfavorable. Remember, the employee's investment is more risky (bills to pay; life to support), so he/she will have a hard time understanding why the company's "investment" is being withdrawn and this will present a greater challenge to the office manager to communicate.
BASIC GUIDELINES TO BE AWARE OF IN MAKING THE DECISION TO TERMINATE:
- Protected Group: If the employee belongs to a protected group (minority), the likelihood of legal action is increased. Have all your documentation and facts clearly prepared.
- Defensible Paper Trail: Make sure that the decision to terminate is backed in writing by specific, detailed documentation.
- Risk Potential: Is the law clear or fuzzy regarding the facts of your case? Second opinions from labor lawyers are probably advised.
- Public Image: Can your practice withstand any adverse public exposure through the spreading of the bad news in the community?
- Organizational Culpability: A "failed relationship" usually has plenty of blame to spread around. To what extent has the practice "failed" the employee? Does the practice have a clear definition of its responsibilities to marginal or unsatisfactory employees?
- Continued Damage Potential: Assuming the employee is not terminated and situation doesn't improve, can you stand continued "repeat performances"? What is at stake if improvement is not forthcoming?
- Remaining Morale: Management credibility is really on the line in termination cases:
a. What impact would failing to terminate have on morale?
b. What impact would terminating have on morale? - Twelve Strangers: How would 12 people completely unfamiliar with you, your practice and the employee judge the termination? With the record you have, would they conclude the action was reasonable?
- Consistency: How have like situations involving other employees been handled? If differently, what differences justified such treatment?
- Shooting From the Hip: Are you just trying to get rid of someone you don't like or does the evidence justify dismissal?
- Procedural Consistency: Have published guidelines for company disciplinary procedures been followed to the letter up to this point?
- Skeletons and Pretext: Sometimes companies try to cover up the "real" reason for termination and offer something that sounds plausible. Cover-ups usually unravel at very inopportune times, like with investigators and judges.
- Motivation to Organize: Terminations can impact on seeking representation for employees. Do all the factors guiding your decision and your company's termination policies provide adequate "protection" against the perception of unfairness?
- Receptivity to Help: To what extent has assistance been offered and how has the employee responded? Demonstrated willingness to cooperate and improve? Evidence?
- Influence of Personal/External Difficulties: Are there any off-job problems which, in not being resolved, create or add to on-job performance?
- Track Record: Why consider termination now? Does the employee have a history or track record of problems or is this something new?
- Undeveloped Potential: Does the employee have potential for success in another job or part of the company? Working for a different supervisor?
- Pre-termination Conference: Having followed the pre-termination warning and gotten nowhere, have you talked with the employee and given full hearing to his/her side of the situation? Assuming the stories differ significantly, have you accounted for why the differences exist?
GUIDELINES TO FOLLOW WHEN TERMINATING
- When to do it: The best advice is to communicate the decision as soon as possible to the employee.
- Time of day: The end of the workday is preferable when everyone else has left; this saves embarrassment.
- Witness: Do have a witness present. This offers protection as well as evidence that various things were or were not communicated.
- What to tell others: Simply let your staff know that ____________ (name) is no longer with the practice. If anyone has questions, tell them it is company policy that they would have to ask the person themselves.
- After the News: It is wise to escort the employee out of the practice or else the anger often present could result in some destructive actions; necessity depends on the person and particulars of the situation.
- Reasons: An employee deserves the respect and the dignity of knowing why they have been discharged. To fail to communicate or to try to cover something up with the employee is sure to provoke more outrage on the part of the employee. Convey the reason very simply; do not engage in a long discussion about it. Communicate it with respect. However, you need to use caution in what you communicate; we are in a litigious society and you don't want to give them grounds for a wrongful termination suit.
- Firing Your Friend: This is hard to do, but has the built-in trust that will allow communication between you and your friend to help them understand. This does require you to be tough, as it would not be good for you to continue to carry a friend in a job when their performance is disastrous.
- References: The safest policy to use as your guideline is the work history, their statistics, their performance review results, written warnings and reprimands, etc.
- When the Employee Begs: If an employee begs for a second chance, you have got to be tough and be willing to explain things, yet without the slightest indication that you don't stand by your decision.
- Arguing The Reasons: Don't argue with the employee. Indicate that you have the specific documentation supporting the reasons. If, on the other hand, the employee's arguing convinces you something has been overlooked, then indicate you will check it out immediately or as quickly as possible.
- Breakdown: Do nothing unless your safety seems to be at stake. Let the catharsis run its course, then resume appropriate discussions. If the breakdown continues, let the employee know that you understand and that you will give a moment to regain their composure before completing the meeting.
- Written statement: Providing a written termination statement for the employee is a bold communication that relays your ultimate confidence in the matter. Understand that the written statement could become part of the legal record and must be clear and strong enough to stand up in a legal arena.
GOALS FOR A CONSTRUCTIVE FACE-TO-FACE TERMINATION
The person doing the termination will be less likely to get distracted by emotions if the goals are kept in the forefront during the process. Concentrate on what is being attempted, not just the fact that you have to convey bad news, and the anticipated fear and discomfort usually can be minimized.
Five goals could provide direction for communication when announcing the termination:
- Convince It's Best For Everyone: If the guidelines for making a termination decision are followed, you will probably have a good termination. Most employees who are in trouble know there is trouble but for economic reasons just can't admit that a termination might be justified. They are usually quite unhappy in their work and, were another job to be readily available, would probably (maybe at least in their own minds) thank you for the termination.
In short, they know it's a bad relationship that is extracting costs that are probably even more troublesome. Your goal is to try to help them understand that larger perspective; the relationship isn't working out and should be terminated. - Minimize Possibility of Legal Action: How the employee is treated during communication of the termination makes a significant difference in his or her state of mind immediately following the announcement. In short, how employees are handled can encourage or discourage them to "fight back" or move on with their lives. You want them to "move on". Treat them with respect and understanding, yet firmness throughout the process.
- Provide A Positive Exit; Build Self-Esteem: Few people are total washouts. Termination represents ending a relationship as opposed to indicating that the employee is a failure. Focus on this fact in an effort to make him/her feel worthwhile. Avoid anything that smacks of humiliation since you don't intend to decrease his/her self-esteem.
- Minimize External/Internal Adverse Impact: Employees who are terminated usually have friends left behind; how you handle the termination can impact on the morale of those people. Your goal is to minimize injuring that morale. How you convey the bad news can demonstrate a caring, sensitive organization or one that is arbitrary, uncommunicative, and insensitive. The employees left behind will have perceptions one way or another. You want them to be positive.
- Facilitate Orderly Departure: Tools, uniforms, etc., have to be turned in and various documents must be processed and signed. The employee's cooperation is needed to do this; therefore, communication must not give the employee an additional motive for obstructing an orderly departure.
THE FACE-TO FACE TERMINATION
Knowing that this is a "good" termination does not make the face-to-face encounter less difficult. It is intense. It is a task few people want, much less perceive as a constructive learning and growth experience for the employee. A reasonably humane, sympathetic attempt to end the painful encounter as quickly as possible is tempting.
However difficult, termination can be a relatively productive experience if handled properly, with finesse, tact and directness. Some situations will make the attempt at being positive, forward looking, and constructive out of the question. But the attempt should be made.
The ideas listed below offer ways of making the difficult encounter a reasonably productive one:
- Indicate Intent - Be Direct: "Sally, the practice has made the decision to terminate your employment here (don't' say 'terminate you'). The decision has been reviewed, but we need to discuss a number of issues. I hope we can do so in a reasonably friendly manner. You have a right to be upset, etc., and I will understand."
- Don't Apologize: Don't say:
"It's hard for me to do this" or
"I really hate to have to tell you this" or
"We have tried to help you, but it just hasn't worked" or
"You have left us no choice" or
"I'm sorry" or
"The doctor is making me do this."
All of these phrases just make matters worse and make the practice look cheap and blameless. They add fuel to the emotions already operating and serve no constructive or situation-strategic purpose. - Allow Ventilation and Catharsis: If the employee starts swearing, yelling, bad-mouthing, crying, etc., just sit there and don't respond. He / she needs that emotional release for any constructive discussion to take place later on. Do not be tempted to put your arm around their shoulder, pat them on the back, etc. These innocent actions could be misconstrued as sexual harassment, even female to female.
- Explain Reasons Specifically: Don't say things like "poor attitude" or "insubordination" unless you can cite the specific behaviors. Generalized statements leave too much room for interpretations and argument. You don't want that now, so have the hard evidence or documentation in hand.
- Avoid Counseling: Trying to help him or her understand "where he / she went wrong" is productive if placed in the context of how it could be avoided elsewhere in a future position. Anything short of such a context not only won't work, but probably will add to the employee's emotional upheaval, or even begging for another chance, saying they'll change.
- Discuss Remedial Actions: Offer Direction: Tell him or her how to apply for unemployment compensation, vocational training for skill development - anything which gives the employee hope for the future. Indicate that although the relationship hasn't worked out, you still feel a social/moral obligation to try to help the person adjust to the situation.
The above are guidelines intended to help you in this area. It is not intended to be, nor is it, legal advice. You should consult an attorney on any specific legal problems that might come up with employee discharge
"Hollander Consultants" Instead of "Hollanders Consultants"; A Quick Note On Finding Us.
Monday, April 10, 2006 | link
Some clients have commented that they cannot find our website on search engines such as Google and MSN, what we found is that they were searching for Hollanders Consultants or Hollandersconsultants.com. However, our name is Hollander Consultants, Hollander being singular and not plural. This is an easy mistake to make and I hope this helps your peers find our site more efficiently. You can also go to our website directly at: www.hollanderconsultants.comHurricane Katrina Veterinary Support
Thursday, September 22, 2005 | link
Just got this via e-mail:OVMA e-News: September 2005News affecting OVMA members and the practice of veterinary medicine in Oregon.
Support the OAHF's Hurricane Relief Efforts for Veterinarians and Animals: How You Can Help
In response to the tragic effects of Hurricane Katrina, the Oregon Animal Health Foundation, the charitable arm of the Oregon Veterinary Medical Association, has established a disaster relief fund to support animal care and rescue efforts and to help restore veterinary services in the impacted areas. Tax-deductible contributions made to the OAHF's disaster relief fund will be forwarded to veterinary-related organizations in Alabama, Louisiana or Mississippi. The OAHF is a 501(c)(3) charitable organization; donations are tax-deductible as permitted by law. 100% of your donations will be distributed for disaster relief. No portion of your donation will be used for administrative costs.
*Checks: Please make checks payable to the Oregon Animal Health Foundation and write Disaster Relief Fund on the memo line. Send donations to: OAHF, 1880 Lancaster Dr. NE, Suite 118, Salem, OR 97305*Credit cards: To donate by Visa or MasterCard, please call the OAHF/OVMA office at 800.235.3502 during normal business hours.
For more information on the OAHF's contributions to the relief efforts, and how your clients can help, please visit: http://www.oregonvma.org/news/relief.asp.
----
Assisting Veterinary Staff Displaced by Hurricane Katrina
In an effort to assist veterinarians, veterinary technicians and other veterinary staff affected by Hurricane Katrina, the AVMA is establishing a list of people and clinics willing to offer temporary employment and/or housing to these displaced individuals. These offers will be posted on the AVMA Web site. In addition, the AVMA wants to establish a database of displaced veterinarians, veterinary technicians and veterinary staff so it can assist these individuals with finding temporary employment or housing.
If you are interested in offering temporary employment/housing, e-mail vetcareers@avma.org or call Cindy Coy at (800) 248-2862, ext. 6683. Please put "Katrina" in the subject line of your e-mail and include your full name and phone number. The AVMA will contact you for more information.
Veterinary Practice News
Thursday, September 15, 2005 | link
The September issue of Veterinary Practice News contains an article regarding employee manuals which mentions Hollander Consultants. The author of the article, Rebecca Sweat interviewed Vice President for Consulting Eric Korb and one of Hollander Consultants' clients, Dr. Doug McInnis.The article can't be read online unfortunately but you may be able to get a free copy from VPN. Or contact me directly.
Matt Bratschi
503-227-5404
Hurricane Katrina Dental Support
Thursday, September 08, 2005 | link
Hollander Consultants has partnered with the Academy of Comprehensive Esthetics and genR8TNext in promoting a Hurricane Katrina disaster relief fund to help dentists and their staffs who have been displaced or who have had their livelihoods destroyed by the hurricane.Below is a release I sent out regarding the fund:
Professional Dental Communities Coalesce to Help with Hurricane Katrina Relief
Academy of Comprehensive Esthetics, genR8TNext, Hollander Consultants and Others Join Forces to provide Hurricane Relief
Berlin, CT: Hurricane Katrina’s devastation is still being assessed and numerous groups are severely affected who will not be helped by governmental disaster relief. Many disparate professional dental groups, led by Dr. Mike Maroon founder of genR8TNext, have joined together to help dentists and dental professionals in Louisiana, Mississippi and Alabama who have had their lives disrupted and livelihoods potentially destroyed by Katrina.
Dr. Maroon, a founder of the Academy of Comprehensive Esthetics, has created the GenX/ACE Hurricane Relief Fund. The genesis of the fund was formed via online dental communities like genR8TNext, http://www.generationnext.com/ and Dental Town, http://www.dentaltown.com/ The GenX/ACE Hurricane Relief Fund has so far collected over $30,000 and is continuing to grow daily.
"We, as a dental community, need to pull together to help our colleagues. There are hundreds of displaced professionals throughout Louisiana, Mississippi and Alabama and they need our support." said Dr. Maroon.
Many groups have joined with Dr. Maroon and the GenX/ACE Hurricane Relief Fund in support of the victims of Katrina including Discus Dental, Hollander Consultants, Ultradent Inc., Heartland Dental Care, Coast Dental, and many individual dental practitioners all over the country.
To donate to the fund, contact Dr. Maroon at HurricaneRelief@genXACE.com or send a contribution check to Dr. Mike Maroon, 39 Webster Square Rd., Berlin, CT 06037, attn: Hurricane Relief Fund. More information can also be found at www.GenerationNext.com.
Dr. Mike Maroon is a Founder of genR8TNext and a Founder & Fellow of the Academy of Comprehensive Esthetics.
Opto Blog
Friday, August 12, 2005 | link
Optoblog mentioned this blog and Hollander Consultants as involved in optometric practice management. We are very appreciative of getting some recognition to this relatively new website. Optoblog does seem to be a one of a kind blog, dealing with optometric issues and the travels of the owner of the blog. Please visit it. You may find it interesting.Matt Bratschi
How to get new patients or clients website
Monday, July 18, 2005 | link
I have been delinquent in not mentioning the newest website in the Hollander Consultants flotilla, www.gettingnewpatients.com. It was put together to be an ongoing project of marketing ideas designed to bring in new business for doctors and non-doctors.On the website is a very successful referral program linked as a PDF file. One of our consultants, Scott Barnard, contributed it to the website as a workable program to help doctors gain a strong source of referrals. He actively uses it with his clients.
Some of Scott's products can be seen on www.hollander-consultants-success.com.
Dealing with Client Grief (for Vets)
Tuesday, June 28, 2005 | link
I just came across a very helpful article for veterinarians from Veterinary Practice News that addresses how one vet handles the extreme grief of a pet owner when it looks like the pet has to be put to sleep.
Read it here: Veterinary Practice News
Also, keep on the look out next month for the August issue of VPN as there is an interview with Eric Korb, Vice President for Client Services of Hollander Consultants.
And take a look in the March/April issue of Trends, published by the American Animal Hospital Association. The hospital manager of Dr. Colin Combs of Colorado, Marta Wilkinson wrote an article for the Dollars and Sense column that mentions Hollander Consultants. Dr. Combs is a client of Hollander Consultants and uses the Hubbard management systems. Marta gives a very workable description of Management by Statistics, a very key part of the Hollander program.
Matt Bratschi
Small Business Administration (SBA) newsletter
Friday, June 17, 2005 | link
Just got this, for anyone interested in what the Small Business Administration has to say. I think the first point is most valid for practice management info:"The June edition of the SBA Solutions newsletter is packed with ways for
you to prepare your business for the unexpected.
"This month you’ll find:
"1. Q and A on how to prepare your business for disaster
"2. Must-read information on shredders that can help protect your identity
by shredding credit cards and more
"3. A comprehensive list of equipment you should plug into surge protectors
"4. The inspirational story of how one man rebuilt his business after a
flood caused $1.6 million in damages
"Click here http://www.sba.gov/sbasolutions to read SBA Solutions on the Web
now."
Matt Bratschi
Oregon Veterinary Medical Association and the Oregon Plan
Tuesday, June 14, 2005 | link
Hollander Consultants recently joined the Oregon Veterinary Medical Association as a sponsor of the Oregon Plan, the OVMA's PR program. The OVMA is the main membership association for veterinarians in Oregon and acts as an advocate for vet issues in Salem Oregon.They provide practice management tips for members of the OVMA on their website. The OVMA is also a very good referral network for Oregon vets if you are looking for a specialist or need another vet's opinion on specific issues.
Matt Bratschi
Hollander Consultants Continues Expansion into Cyberspace
Tuesday, June 07, 2005 | link
We are currently in the midst of creating an exciting new presence on the Web. First, we released www.hollanderpressroom.com, then this blog (www.practicemanagementblog.com) and now we have just started www.askhollander.com.There are going to be 5 new sites eventually. I'll let you know about them as they are released.
Here's some practice management advice from Solutions Online Magazine that addresses issues involved in selling a practice:
Solutions Magazine Article
Matt Bratschi
Can you communicate?
Thursday, May 26, 2005 | link
There are so many things that get in the way of trying to run a practice or a business. Most problems come down to communication.Do you always get your point across or do you have to ram it down someone's throat? Are you a calm leader or does the slightest thing set you off into screaming at your associates?
Do you thoughtlessly react to negative stimuli?
If you live on this planet, you have to communicate. If you walk away from a conversation wondering if the person you just talked to understood what you said, you did not do your job.
If YOU walked away wondering what the person was talking about, you did not do your job.
Your job, when it comes to communication, is to understand and be understood.
It's not more complicated than that. If you take the time to be understood and to understand another, you will cut your problems down significantly.
By communicating politely, you have a much better chance of doing your job.
So, do your job already!
By: Matt Bratschi, Hollander Consultants
mailto:mbratschi@hollanderconsultants.com
http://www.hollanderconsultants.com/
http://www.solutionsmags.com/
http://www.hollanderpressroom.com/