WEBVTT
00:00:10.480 --> 00:00:11.359
Welcome aboard.
00:00:11.439 --> 00:00:18.559
You're listening to Flight Plan Quick Consult, your go-to podcast for veterinary insights that are fast, focused, and designed to elevate your practice.
00:00:18.719 --> 00:00:22.879
I'm your host, Brenda Tassova Mandina from Encore Veterinary Consulting.
00:00:23.039 --> 00:00:31.600
Whether you're between appointments or heading into a strategy session, we've got takeoff ready tips, tools, and takeaways to keep your team soaring.
00:00:31.760 --> 00:00:37.200
So buckle up and set a course for what high functioning practices do differently.
00:00:37.439 --> 00:00:42.479
Today's panel includes Michelle Winter, Shannon Lovely, and Susie Crockett.
00:00:42.799 --> 00:00:45.359
Susie, tell our listeners a little bit about yourself.
00:00:45.679 --> 00:00:46.240
Absolutely.
00:00:46.399 --> 00:00:48.240
So my name is Suzy Crockett.
00:00:48.320 --> 00:00:51.920
I have a bachelor's degree in organizational communication from Purdue University.
00:00:52.079 --> 00:01:04.000
I've been a CVPM since 2009, and I'm currently the director of practice management for an independent group of hospitals in the greater Indianapolis area with GP low cost and specialty.
00:01:04.319 --> 00:01:05.280
Thank you, Susie.
00:01:05.519 --> 00:01:07.200
Next up is Shannon Lovely.
00:01:08.239 --> 00:01:09.680
Hello, I am Shannon Lovely.
00:01:09.840 --> 00:01:18.000
I'm a certified veterinary practice manager, a VMG facilitator, as well as a consultant to veterinary hospitals across the country.
00:01:18.560 --> 00:01:24.400
I work with hospitals to improve operations, strengthen teams, and build sustainable practices.
00:01:24.959 --> 00:01:27.040
Thank you for being with us today, Shannon.
00:01:27.200 --> 00:01:29.519
And the one and only Michelle Winter.
00:01:30.079 --> 00:01:36.400
Brenda, Michelle Winter, also a CVPM back since 20, when was it, 2002?
00:01:37.359 --> 00:01:42.000
And big history in the educational side of veterinary medicine.
00:01:42.079 --> 00:01:53.840
But currently I'm the Vice President of Operations for Encorvet Group, where we have 55 practices, mostly in the eastern U.S., but in the Ohio Valley and all the way across to Colorado, too.
00:01:54.560 --> 00:01:56.640
Yes, and thank you for being here.
00:01:56.959 --> 00:02:05.359
These three panelists actually work with so many practices, and I just thought they were a perfect panel to put together for this particular topic.
00:02:05.599 --> 00:02:21.599
So my first question, and what everybody is wondering, is across well-made well-run practices that you see, what systems or behaviors consistently show up regardless of the size or the geographic location of those practices?
00:02:21.759 --> 00:02:24.159
Um, let's start with you, Shannon.
00:02:24.719 --> 00:02:25.280
Sure.
00:02:25.759 --> 00:02:31.280
Um, I see probably three patterns that I address when I'm on site at practices.
00:02:31.759 --> 00:02:41.280
Um, clear operational rhythms, um, defined accountability, and basically proactive communication.
00:02:41.520 --> 00:02:46.960
Every single practice I'm at, every time I get down to it, it all falls under communication.
00:02:47.120 --> 00:02:50.639
Whether it was too much, too little, not in the right place, not to the right people.
00:02:51.280 --> 00:02:57.680
But what I can say is strong practices don't rely on one heroic manager, right?
00:02:57.919 --> 00:02:59.919
They distribute ownership.
00:03:00.159 --> 00:03:06.080
Everyone knows what they're responsible for and how to be successful and how that's measured.
00:03:06.400 --> 00:03:10.560
It's rhythms instead of reacting to problems.
00:03:10.719 --> 00:03:15.280
What I want to do is be proactive rather than reactive.
00:03:15.599 --> 00:03:20.960
Having regular leadership meetings, financial reviews, staff communication systems.
00:03:21.199 --> 00:03:23.840
We got to create stability in these practices.
00:03:24.479 --> 00:03:26.960
And that that is communication to a T.
00:03:27.120 --> 00:03:32.080
I mean, just keeping that that open for all the for all the team to understand.
00:03:32.319 --> 00:03:34.159
What what are your thoughts, Michelle?
00:03:35.599 --> 00:03:37.840
I'm gonna take a little different um approach on this.
00:03:38.000 --> 00:03:39.439
I agree with everything Shan said.
00:03:39.520 --> 00:03:42.000
That's amazing and absolutely foundational.
00:03:42.240 --> 00:03:56.560
Um, one of the things I was thinking, and probably it's my education background, it's having a leadership team and and the whole team that is very grounded in and comfortable with the levers that make a difference in a practice.
00:03:56.719 --> 00:04:04.400
And what I mean by that is I'll pick, you can pick any example, but I'll pick, let's just say, let's say, hey, our cogs are high.
00:04:04.560 --> 00:04:05.919
How do we what are we doing?
00:04:06.080 --> 00:04:06.560
Good example.
00:04:06.960 --> 00:04:18.480
If you don't know the levers to pull, if you don't know that you're cash versus accrual and that cash, you do need to stop buying so much stuff on your P for your PL to be impacted.
00:04:18.639 --> 00:04:26.720
But if you're accrual, that it has nothing to do with what you purchase and everything to do with what you sell, and therefore your levers are very different.
00:04:26.959 --> 00:04:38.639
You've got to focus on your purchase price and your selling price and your um service mix and your charge capture and um you know inventory counts and not letting those things shrink.
00:04:38.959 --> 00:04:46.240
Knowing the levers keeps us from being emotionally reactive to what we're trying to deal with.
00:04:46.480 --> 00:05:03.759
And often we do get upset about our results and knowing those levers and being very grounded in what we can do for whatever situation, it might not even be financial, but being very grounded in the levers that actually move the needle, I think is probably one of the most important things for a leadership team.
00:05:04.160 --> 00:05:05.759
Thank you for that, Michelle.
00:05:06.000 --> 00:05:07.920
What are your thoughts on this, Susie?
00:05:08.240 --> 00:05:12.079
Yeah, so I actually kind of had a blend um and then a different spin too.
00:05:12.240 --> 00:05:14.720
So um communication for sure.
00:05:14.800 --> 00:05:21.279
And the way I had laid it out was um clear expectations that were aligned across all roles.
00:05:21.439 --> 00:05:37.439
So for any well-run practice, I don't care if you're low cost, if you're urban, if you're country, like it doesn't matter if your expectations aren't aligned across your clinic and they're not clear, you're gonna have a train wreck every day.
00:05:37.600 --> 00:05:40.639
Um, and so that was, and that kind of bleeds into the communication.
00:05:40.720 --> 00:05:46.399
And so that was something I said, hey, that's identifiable in every really well structured practice.
00:05:46.639 --> 00:05:52.240
Um, I think the other thing that I thought about was structured training and utilization of the team.
00:05:52.399 --> 00:06:05.439
Um, again, when you maybe your leadership is not there or the doctor, like you have that structured foundation based that comes from your training and utilization of your team.
00:06:05.600 --> 00:06:08.480
They don't have to ask permission for every little thing.
00:06:08.560 --> 00:06:13.519
They can, they're trusted, they can, you know, goes into your culture, like they can just move.
00:06:13.680 --> 00:06:21.120
Um, but then I also thought present leadership, because I think a lot of times we can have great teams, great expectations.
00:06:21.199 --> 00:06:34.000
We have all the SOPs, but if the leadership is absent and the team doesn't feel like they can approach them or they're engaged, it doesn't matter how good your workflow is, how good your internal processes are.
00:06:34.079 --> 00:06:39.199
Um so those were kind of the three components that I felt were the most important in a well-run.
00:06:39.759 --> 00:07:00.399
You brought up a really interesting point, and I'm gonna ask the three of you, any one of you, to kind of chime in and answer on this, but you know, from a self-awareness standpoint and help our practice owners, practice managers who are listening, what does an absent leader look like that they might not realize is making them absent.
00:07:03.839 --> 00:07:11.920
Even if you're there, if you're not engaged on the floor and understand the floor, that could be viewed as an absent leader.
00:07:12.000 --> 00:07:17.920
And it not that they don't have work to do in that office, there's a lot to get done, but you still have to get out there.
00:07:19.040 --> 00:07:25.519
I think too, uh, to add to that is giving team members all the responsibility, but none of the power.
00:07:25.839 --> 00:07:31.279
And constantly feeling like you have to go ask somebody the question do I have permission to do this?
00:07:31.439 --> 00:07:32.639
Do I have permission to do that?
00:07:32.800 --> 00:07:37.920
And the owner is sitting right there, but you can't ask the owner, right?
00:07:38.160 --> 00:07:43.839
So, but they've given the practice manager the responsibility, but none of the power.
00:07:44.160 --> 00:07:45.600
And I see that a lot.
00:07:45.759 --> 00:07:50.800
Like, we don't have control of cogs because we don't even know what cogs are in some cases.
00:07:50.959 --> 00:07:54.240
We've got a maybe a technician or a CSR.
00:07:54.399 --> 00:07:55.519
Well, you've been here the longest.
00:07:55.600 --> 00:07:56.639
Now you're the manager.
00:07:56.800 --> 00:07:58.160
Go figure it out.
00:07:58.560 --> 00:08:01.600
And you know, we've seen that time and time again.
00:08:01.680 --> 00:08:03.360
I was oops, I became a manager.
00:08:03.439 --> 00:08:04.399
I could have written that book.
00:08:04.480 --> 00:08:05.759
Thank you to the person that did.
00:08:06.079 --> 00:08:11.680
But I think what we when we're we it comes down to communication again, right?
00:08:11.839 --> 00:08:13.279
Setting the expectations.
00:08:13.439 --> 00:08:24.240
And I have my three C's clear, concise, consistent, and I'm applying whatever SOPs, rules, whatever you want to call them across the board, clear, concise, consistent.
00:08:24.399 --> 00:08:28.079
And if I'm giving you the responsibility, you're also gonna get that power.
00:08:28.399 --> 00:08:30.160
Yeah, and I agree with all those things.
00:08:30.319 --> 00:08:32.720
I think for me, it's follow-through and feedback.
00:08:32.879 --> 00:08:35.919
So if I'm an absent leader, I'm not doing either of those things.
00:08:36.159 --> 00:08:46.559
So um we have leaders that say, yeah, I'll get to it, or they never, they never follow up with even if it's a no, or uh, hey, we can't do this right now, um, or I'm I'm unavailable and here's why.
00:08:46.720 --> 00:08:47.759
Um, and then feedback.
00:08:47.840 --> 00:08:53.600
And I think as leaders, to be engaged to Michelle's point, like you have to ask for feedback.
00:08:53.679 --> 00:09:00.080
And sometimes we don't like to sit in that um self-thought um because sometimes it's not always pretty.
00:09:00.159 --> 00:09:04.799
Um, so those would be things that if I had an absent leader, they would not be doing.
00:09:05.360 --> 00:09:05.679
Okay.
00:09:06.559 --> 00:09:07.600
Great tips.
00:09:07.919 --> 00:09:15.039
So, what's one habit or discipline that struggling practices could adopt immediately to start moving towards stability?
00:09:15.200 --> 00:09:17.039
Let's start with you, Susie.
00:09:17.360 --> 00:09:20.080
Ooh, good habit for them that are struggling.
00:09:20.320 --> 00:09:25.360
I think um just laying out kind of like your strategy, right?
00:09:25.440 --> 00:09:31.600
And so I think we talk about strategic plan as like company wide, but like kind of like a micro strategy, right?
00:09:31.759 --> 00:09:38.639
So, what does that look like and involving your um upper leadership, but also your floor leadership?
00:09:38.720 --> 00:09:46.480
So your lead CSR, your lead technician, identifying those gaps because a lot of times we miss that opportunity as well.
00:09:46.559 --> 00:09:48.000
And that's where feedback comes into play.
00:09:48.159 --> 00:09:49.039
What am I missing?
00:09:49.200 --> 00:09:58.639
As a leader, I can sit here and make this glorious plan, but there's probably either an unintended consequence that I haven't identified or a gap somewhere.
00:09:58.799 --> 00:10:02.399
So I always kind of start at the beginning of like, what is our goal?
00:10:02.559 --> 00:10:04.320
What are we, what are we trying to do?
00:10:04.399 --> 00:10:05.679
Like, who are we trying to serve?
00:10:05.840 --> 00:10:09.840
Our clients, our patients, um, and what's the result that we'd like to see?
00:10:09.919 --> 00:10:11.360
And how are we going to get there?
00:10:12.080 --> 00:10:12.559
Great.
00:10:12.720 --> 00:10:13.519
Thank you so much.
00:10:13.679 --> 00:10:14.879
Shannon, your thoughts.
00:10:14.960 --> 00:10:18.639
What's one habit that you could offer up to these practices?
00:10:19.279 --> 00:10:31.039
If I could implement one habit tomorrow in every struggling practice, it would be, and this is for me going back to communication, a 30-minute weekly leadership meeting.
00:10:31.600 --> 00:10:42.000
Not a complaint session, but a structured review of the things they're struggling with, whether that be staffing, scheduling, financial indicators, operational issues.
00:10:42.320 --> 00:10:52.559
But, you know, when practices just implement that one thing, making it a habit, making it consistent, they will start seeing improvement, right?
00:10:52.879 --> 00:10:57.840
So, you know, I can go back to that hero manager problem again.
00:10:58.159 --> 00:11:02.559
One pattern I see in struggling practice is that they have that hero manager.
00:11:02.720 --> 00:11:05.840
I'm the one person that everything has to flow through.
00:11:06.159 --> 00:11:08.000
Can't go through anybody else, has to go through me.
00:11:08.080 --> 00:11:10.080
I'm the keeper of all the knowledge.
00:11:11.440 --> 00:11:13.360
And then there's problems, right?
00:11:13.600 --> 00:11:22.480
So if they build systems and not heroes, they have a better functioning team.
00:11:24.399 --> 00:11:25.840
Makes a lot of sense.
00:11:26.159 --> 00:11:28.559
Um, Michelle, your thoughts on this one.
00:11:28.720 --> 00:11:30.559
What's what what would you offer up?
00:11:30.799 --> 00:11:32.879
I was gonna say something about strategy.
00:11:33.120 --> 00:11:42.159
I'm glad Susie said it because my second um answer is kind of it's similar to Shannon's, but it's from a different answer.
00:11:42.320 --> 00:11:44.480
Um, she had the three C's.
00:11:44.799 --> 00:11:45.200
I do.
00:11:45.600 --> 00:11:50.320
I think one great habit is to adopt three R's.
00:11:50.559 --> 00:11:53.279
And so let me let me share what the three Rs are.
00:11:53.440 --> 00:11:56.320
It is results, reasons, and remedies.
00:11:56.559 --> 00:12:07.519
So my tip is to sit with your data and sit with your data because it's part of your story, and often it can be dismissed in Batman because we want to go with how things feel.
00:12:07.679 --> 00:12:08.960
Well, it's good, it feels good.
00:12:09.039 --> 00:12:10.080
We got through the day.
00:12:10.240 --> 00:12:11.440
Okay, but how are you doing?
00:12:11.519 --> 00:12:12.480
Is this a healthy business?
00:12:12.639 --> 00:12:16.000
And so the three R's, I think a lot of people get stuck.
00:12:16.159 --> 00:12:18.799
They understand their results for the most part.
00:12:19.120 --> 00:12:25.519
They get stuck talking through the reasons but fail to get to the remedies.
00:12:25.759 --> 00:12:29.120
What do we know will work to improve our results?
00:12:29.279 --> 00:12:31.440
It can be a whole host of things.
00:12:31.679 --> 00:12:44.320
Um, but often if you don't sit with that, and I like doing that with what was recommended on a 30-minute leadership meeting, you know, um, like do your KPIs in that 30-minute leadership meeting once a week.
00:12:44.559 --> 00:12:54.159
So you're not even waiting for month end or period end results, you're looking weekly at lead indicators to what's going to impact and what can we do to influence those.
00:12:54.320 --> 00:12:55.679
That's the remedies.
00:12:56.399 --> 00:13:00.320
So a strategic weekly meeting with a scorecard.
00:13:00.480 --> 00:13:03.360
And I agree, Michelle, they get stuck in that.
00:13:03.919 --> 00:13:07.440
Okay, here's the reason, here, here's the results, and this is the reason.
00:13:07.519 --> 00:13:08.639
And we go back to the results.
00:13:08.799 --> 00:13:14.000
We we we skip that third piece, which is you've got the reason.
00:13:14.240 --> 00:13:15.679
We have a story.
00:13:16.240 --> 00:13:21.519
What do we do to to what do we do to lift it up, right?
00:13:21.759 --> 00:13:22.399
Yeah, yeah.
00:13:22.559 --> 00:13:23.120
Excellent.
00:13:23.279 --> 00:13:26.320
I I think that they all three tie together very, very well.
00:13:26.960 --> 00:13:33.360
Well, thank you all for being a part of today's episode, and thanks for flying with us on Flight Plan Quick Consults.
00:13:33.440 --> 00:13:40.559
If today's insights helped you climb to new heights, be sure to subscribe, leave a review, and share this episode with your crew.
00:13:40.720 --> 00:13:45.519
Until next time, keep your mission clear, your team aligned, and your practice soaring.
00:00:10.480 --> 00:00:11.359
Welcome aboard.
00:00:11.439 --> 00:00:18.559
You're listening to Flight Plan Quick Consult, your go-to podcast for veterinary insights that are fast, focused, and designed to elevate your practice.
00:00:18.719 --> 00:00:22.879
I'm your host, Brenda Tassova Mandina from Encore Veterinary Consulting.
00:00:23.039 --> 00:00:31.600
Whether you're between appointments or heading into a strategy session, we've got takeoff ready tips, tools, and takeaways to keep your team soaring.
00:00:31.760 --> 00:00:37.200
So buckle up and set a course for what high functioning practices do differently.
00:00:37.439 --> 00:00:42.479
Today's panel includes Michelle Winter, Shannon Lovely, and Susie Crockett.
00:00:42.799 --> 00:00:45.359
Susie, tell our listeners a little bit about yourself.
00:00:45.679 --> 00:00:46.240
Absolutely.
00:00:46.399 --> 00:00:48.240
So my name is Suzy Crockett.
00:00:48.320 --> 00:00:51.920
I have a bachelor's degree in organizational communication from Purdue University.
00:00:52.079 --> 00:01:04.000
I've been a CVPM since 2009, and I'm currently the director of practice management for an independent group of hospitals in the greater Indianapolis area with GP low cost and specialty.
00:01:04.319 --> 00:01:05.280
Thank you, Susie.
00:01:05.519 --> 00:01:07.200
Next up is Shannon Lovely.
00:01:08.239 --> 00:01:09.680
Hello, I am Shannon Lovely.
00:01:09.840 --> 00:01:18.000
I'm a certified veterinary practice manager, a VMG facilitator, as well as a consultant to veterinary hospitals across the country.
00:01:18.560 --> 00:01:24.400
I work with hospitals to improve operations, strengthen teams, and build sustainable practices.
00:01:24.959 --> 00:01:27.040
Thank you for being with us today, Shannon.
00:01:27.200 --> 00:01:29.519
And the one and only Michelle Winter.
00:01:30.079 --> 00:01:36.400
Brenda, Michelle Winter, also a CVPM back since 20, when was it, 2002?
00:01:37.359 --> 00:01:42.000
And big history in the educational side of veterinary medicine.
00:01:42.079 --> 00:01:53.840
But currently I'm the Vice President of Operations for Encorvet Group, where we have 55 practices, mostly in the eastern U.S., but in the Ohio Valley and all the way across to Colorado, too.
00:01:54.560 --> 00:01:56.640
Yes, and thank you for being here.
00:01:56.959 --> 00:02:05.359
These three panelists actually work with so many practices, and I just thought they were a perfect panel to put together for this particular topic.
00:02:05.599 --> 00:02:21.599
So my first question, and what everybody is wondering, is across well-made well-run practices that you see, what systems or behaviors consistently show up regardless of the size or the geographic location of those practices?
00:02:21.759 --> 00:02:24.159
Um, let's start with you, Shannon.
00:02:24.719 --> 00:02:25.280
Sure.
00:02:25.759 --> 00:02:31.280
Um, I see probably three patterns that I address when I'm on site at practices.
00:02:31.759 --> 00:02:41.280
Um, clear operational rhythms, um, defined accountability, and basically proactive communication.
00:02:41.520 --> 00:02:46.960
Every single practice I'm at, every time I get down to it, it all falls under communication.
00:02:47.120 --> 00:02:50.639
Whether it was too much, too little, not in the right place, not to the right people.
00:02:51.280 --> 00:02:57.680
But what I can say is strong practices don't rely on one heroic manager, right?
00:02:57.919 --> 00:02:59.919
They distribute ownership.
00:03:00.159 --> 00:03:06.080
Everyone knows what they're responsible for and how to be successful and how that's measured.
00:03:06.400 --> 00:03:10.560
It's rhythms instead of reacting to problems.
00:03:10.719 --> 00:03:15.280
What I want to do is be proactive rather than reactive.
00:03:15.599 --> 00:03:20.960
Having regular leadership meetings, financial reviews, staff communication systems.
00:03:21.199 --> 00:03:23.840
We got to create stability in these practices.
00:03:24.479 --> 00:03:26.960
And that that is communication to a T.
00:03:27.120 --> 00:03:32.080
I mean, just keeping that that open for all the for all the team to understand.
00:03:32.319 --> 00:03:34.159
What what are your thoughts, Michelle?
00:03:35.599 --> 00:03:37.840
I'm gonna take a little different um approach on this.
00:03:38.000 --> 00:03:39.439
I agree with everything Shan said.
00:03:39.520 --> 00:03:42.000
That's amazing and absolutely foundational.
00:03:42.240 --> 00:03:56.560
Um, one of the things I was thinking, and probably it's my education background, it's having a leadership team and and the whole team that is very grounded in and comfortable with the levers that make a difference in a practice.
00:03:56.719 --> 00:04:04.400
And what I mean by that is I'll pick, you can pick any example, but I'll pick, let's just say, let's say, hey, our cogs are high.
00:04:04.560 --> 00:04:05.919
How do we what are we doing?
00:04:06.080 --> 00:04:06.560
Good example.
00:04:06.960 --> 00:04:18.480
If you don't know the levers to pull, if you don't know that you're cash versus accrual and that cash, you do need to stop buying so much stuff on your P for your PL to be impacted.
00:04:18.639 --> 00:04:26.720
But if you're accrual, that it has nothing to do with what you purchase and everything to do with what you sell, and therefore your levers are very different.
00:04:26.959 --> 00:04:38.639
You've got to focus on your purchase price and your selling price and your um service mix and your charge capture and um you know inventory counts and not letting those things shrink.
00:04:38.959 --> 00:04:46.240
Knowing the levers keeps us from being emotionally reactive to what we're trying to deal with.
00:04:46.480 --> 00:05:03.759
And often we do get upset about our results and knowing those levers and being very grounded in what we can do for whatever situation, it might not even be financial, but being very grounded in the levers that actually move the needle, I think is probably one of the most important things for a leadership team.
00:05:04.160 --> 00:05:05.759
Thank you for that, Michelle.
00:05:06.000 --> 00:05:07.920
What are your thoughts on this, Susie?
00:05:08.240 --> 00:05:12.079
Yeah, so I actually kind of had a blend um and then a different spin too.
00:05:12.240 --> 00:05:14.720
So um communication for sure.
00:05:14.800 --> 00:05:21.279
And the way I had laid it out was um clear expectations that were aligned across all roles.
00:05:21.439 --> 00:05:37.439
So for any well-run practice, I don't care if you're low cost, if you're urban, if you're country, like it doesn't matter if your expectations aren't aligned across your clinic and they're not clear, you're gonna have a train wreck every day.
00:05:37.600 --> 00:05:40.639
Um, and so that was, and that kind of bleeds into the communication.
00:05:40.720 --> 00:05:46.399
And so that was something I said, hey, that's identifiable in every really well structured practice.
00:05:46.639 --> 00:05:52.240
Um, I think the other thing that I thought about was structured training and utilization of the team.
00:05:52.399 --> 00:06:05.439
Um, again, when you maybe your leadership is not there or the doctor, like you have that structured foundation based that comes from your training and utilization of your team.
00:06:05.600 --> 00:06:08.480
They don't have to ask permission for every little thing.
00:06:08.560 --> 00:06:13.519
They can, they're trusted, they can, you know, goes into your culture, like they can just move.
00:06:13.680 --> 00:06:21.120
Um, but then I also thought present leadership, because I think a lot of times we can have great teams, great expectations.
00:06:21.199 --> 00:06:34.000
We have all the SOPs, but if the leadership is absent and the team doesn't feel like they can approach them or they're engaged, it doesn't matter how good your workflow is, how good your internal processes are.
00:06:34.079 --> 00:06:39.199
Um so those were kind of the three components that I felt were the most important in a well-run.
00:06:39.759 --> 00:07:00.399
You brought up a really interesting point, and I'm gonna ask the three of you, any one of you, to kind of chime in and answer on this, but you know, from a self-awareness standpoint and help our practice owners, practice managers who are listening, what does an absent leader look like that they might not realize is making them absent.
00:07:03.839 --> 00:07:11.920
Even if you're there, if you're not engaged on the floor and understand the floor, that could be viewed as an absent leader.
00:07:12.000 --> 00:07:17.920
And it not that they don't have work to do in that office, there's a lot to get done, but you still have to get out there.
00:07:19.040 --> 00:07:25.519
I think too, uh, to add to that is giving team members all the responsibility, but none of the power.
00:07:25.839 --> 00:07:31.279
And constantly feeling like you have to go ask somebody the question do I have permission to do this?
00:07:31.439 --> 00:07:32.639
Do I have permission to do that?
00:07:32.800 --> 00:07:37.920
And the owner is sitting right there, but you can't ask the owner, right?
00:07:38.160 --> 00:07:43.839
So, but they've given the practice manager the responsibility, but none of the power.
00:07:44.160 --> 00:07:45.600
And I see that a lot.
00:07:45.759 --> 00:07:50.800
Like, we don't have control of cogs because we don't even know what cogs are in some cases.
00:07:50.959 --> 00:07:54.240
We've got a maybe a technician or a CSR.
00:07:54.399 --> 00:07:55.519
Well, you've been here the longest.
00:07:55.600 --> 00:07:56.639
Now you're the manager.
00:07:56.800 --> 00:07:58.160
Go figure it out.
00:07:58.560 --> 00:08:01.600
And you know, we've seen that time and time again.
00:08:01.680 --> 00:08:03.360
I was oops, I became a manager.
00:08:03.439 --> 00:08:04.399
I could have written that book.
00:08:04.480 --> 00:08:05.759
Thank you to the person that did.
00:08:06.079 --> 00:08:11.680
But I think what we when we're we it comes down to communication again, right?
00:08:11.839 --> 00:08:13.279
Setting the expectations.
00:08:13.439 --> 00:08:24.240
And I have my three C's clear, concise, consistent, and I'm applying whatever SOPs, rules, whatever you want to call them across the board, clear, concise, consistent.
00:08:24.399 --> 00:08:28.079
And if I'm giving you the responsibility, you're also gonna get that power.
00:08:28.399 --> 00:08:30.160
Yeah, and I agree with all those things.
00:08:30.319 --> 00:08:32.720
I think for me, it's follow-through and feedback.
00:08:32.879 --> 00:08:35.919
So if I'm an absent leader, I'm not doing either of those things.
00:08:36.159 --> 00:08:46.559
So um we have leaders that say, yeah, I'll get to it, or they never, they never follow up with even if it's a no, or uh, hey, we can't do this right now, um, or I'm I'm unavailable and here's why.
00:08:46.720 --> 00:08:47.759
Um, and then feedback.
00:08:47.840 --> 00:08:53.600
And I think as leaders, to be engaged to Michelle's point, like you have to ask for feedback.
00:08:53.679 --> 00:09:00.080
And sometimes we don't like to sit in that um self-thought um because sometimes it's not always pretty.
00:09:00.159 --> 00:09:04.799
Um, so those would be things that if I had an absent leader, they would not be doing.
00:09:05.360 --> 00:09:05.679
Okay.
00:09:06.559 --> 00:09:07.600
Great tips.
00:09:07.919 --> 00:09:15.039
So, what's one habit or discipline that struggling practices could adopt immediately to start moving towards stability?
00:09:15.200 --> 00:09:17.039
Let's start with you, Susie.
00:09:17.360 --> 00:09:20.080
Ooh, good habit for them that are struggling.
00:09:20.320 --> 00:09:25.360
I think um just laying out kind of like your strategy, right?
00:09:25.440 --> 00:09:31.600
And so I think we talk about strategic plan as like company wide, but like kind of like a micro strategy, right?
00:09:31.759 --> 00:09:38.639
So, what does that look like and involving your um upper leadership, but also your floor leadership?
00:09:38.720 --> 00:09:46.480
So your lead CSR, your lead technician, identifying those gaps because a lot of times we miss that opportunity as well.
00:09:46.559 --> 00:09:48.000
And that's where feedback comes into play.
00:09:48.159 --> 00:09:49.039
What am I missing?
00:09:49.200 --> 00:09:58.639
As a leader, I can sit here and make this glorious plan, but there's probably either an unintended consequence that I haven't identified or a gap somewhere.
00:09:58.799 --> 00:10:02.399
So I always kind of start at the beginning of like, what is our goal?
00:10:02.559 --> 00:10:04.320
What are we, what are we trying to do?
00:10:04.399 --> 00:10:05.679
Like, who are we trying to serve?
00:10:05.840 --> 00:10:09.840
Our clients, our patients, um, and what's the result that we'd like to see?
00:10:09.919 --> 00:10:11.360
And how are we going to get there?
00:10:12.080 --> 00:10:12.559
Great.
00:10:12.720 --> 00:10:13.519
Thank you so much.
00:10:13.679 --> 00:10:14.879
Shannon, your thoughts.
00:10:14.960 --> 00:10:18.639
What's one habit that you could offer up to these practices?
00:10:19.279 --> 00:10:31.039
If I could implement one habit tomorrow in every struggling practice, it would be, and this is for me going back to communication, a 30-minute weekly leadership meeting.
00:10:31.600 --> 00:10:42.000
Not a complaint session, but a structured review of the things they're struggling with, whether that be staffing, scheduling, financial indicators, operational issues.
00:10:42.320 --> 00:10:52.559
But, you know, when practices just implement that one thing, making it a habit, making it consistent, they will start seeing improvement, right?
00:10:52.879 --> 00:10:57.840
So, you know, I can go back to that hero manager problem again.
00:10:58.159 --> 00:11:02.559
One pattern I see in struggling practice is that they have that hero manager.
00:11:02.720 --> 00:11:05.840
I'm the one person that everything has to flow through.
00:11:06.159 --> 00:11:08.000
Can't go through anybody else, has to go through me.
00:11:08.080 --> 00:11:10.080
I'm the keeper of all the knowledge.
00:11:11.440 --> 00:11:13.360
And then there's problems, right?
00:11:13.600 --> 00:11:22.480
So if they build systems and not heroes, they have a better functioning team.
00:11:24.399 --> 00:11:25.840
Makes a lot of sense.
00:11:26.159 --> 00:11:28.559
Um, Michelle, your thoughts on this one.
00:11:28.720 --> 00:11:30.559
What's what what would you offer up?
00:11:30.799 --> 00:11:32.879
I was gonna say something about strategy.
00:11:33.120 --> 00:11:42.159
I'm glad Susie said it because my second um answer is kind of it's similar to Shannon's, but it's from a different answer.
00:11:42.320 --> 00:11:44.480
Um, she had the three C's.
00:11:44.799 --> 00:11:45.200
I do.
00:11:45.600 --> 00:11:50.320
I think one great habit is to adopt three R's.
00:11:50.559 --> 00:11:53.279
And so let me let me share what the three Rs are.
00:11:53.440 --> 00:11:56.320
It is results, reasons, and remedies.
00:11:56.559 --> 00:12:07.519
So my tip is to sit with your data and sit with your data because it's part of your story, and often it can be dismissed in Batman because we want to go with how things feel.
00:12:07.679 --> 00:12:08.960
Well, it's good, it feels good.
00:12:09.039 --> 00:12:10.080
We got through the day.
00:12:10.240 --> 00:12:11.440
Okay, but how are you doing?
00:12:11.519 --> 00:12:12.480
Is this a healthy business?
00:12:12.639 --> 00:12:16.000
And so the three R's, I think a lot of people get stuck.
00:12:16.159 --> 00:12:18.799
They understand their results for the most part.
00:12:19.120 --> 00:12:25.519
They get stuck talking through the reasons but fail to get to the remedies.
00:12:25.759 --> 00:12:29.120
What do we know will work to improve our results?
00:12:29.279 --> 00:12:31.440
It can be a whole host of things.
00:12:31.679 --> 00:12:44.320
Um, but often if you don't sit with that, and I like doing that with what was recommended on a 30-minute leadership meeting, you know, um, like do your KPIs in that 30-minute leadership meeting once a week.
00:12:44.559 --> 00:12:54.159
So you're not even waiting for month end or period end results, you're looking weekly at lead indicators to what's going to impact and what can we do to influence those.
00:12:54.320 --> 00:12:55.679
That's the remedies.
00:12:56.399 --> 00:13:00.320
So a strategic weekly meeting with a scorecard.
00:13:00.480 --> 00:13:03.360
And I agree, Michelle, they get stuck in that.
00:13:03.919 --> 00:13:07.440
Okay, here's the reason, here, here's the results, and this is the reason.
00:13:07.519 --> 00:13:08.639
And we go back to the results.
00:13:08.799 --> 00:13:14.000
We we we skip that third piece, which is you've got the reason.
00:13:14.240 --> 00:13:15.679
We have a story.
00:13:16.240 --> 00:13:21.519
What do we do to to what do we do to lift it up, right?
00:13:21.759 --> 00:13:22.399
Yeah, yeah.
00:13:22.559 --> 00:13:23.120
Excellent.
00:13:23.279 --> 00:13:26.320
I I think that they all three tie together very, very well.
00:13:26.960 --> 00:13:33.360
Well, thank you all for being a part of today's episode, and thanks for flying with us on Flight Plan Quick Consults.
00:13:33.440 --> 00:13:40.559
If today's insights helped you climb to new heights, be sure to subscribe, leave a review, and share this episode with your crew.
00:13:40.720 --> 00:13:45.519
Until next time, keep your mission clear, your team aligned, and your practice soaring.
