Editor’s Note: October 2012
By Maria DiDanieliFeatures Business Management
The truth is, when a chiropractor hears the term “practice management,” many elements of running a clinic may come to mind.
The truth is, when a chiropractor hears the term “practice management,” many elements of running a clinic may come to mind. There is, of course, the clinical component: how best to offer excellence in patient-centred care. There is the human resources end: how to hire, train and retain great support staff. There are administrative functions to plan: this may include a website, office procedures, allocation and scheduling of personnel, intake activities and patient record storage. There is the element of growing and sustaining the business of the organization, so that you and your staff can continue to offer the highest level of service to patients and the community. This includes a number of considerations, such as marketing and financial management, to name two. We haven’t even touched on personal/professional growth, which may involve pursuing the right continuing education streams or hiring a practice coach.
These things are all important, of course, but I would like to focus on an element that I feel is at the root of a well-managed practice – that is, the state of the clinician, and his/her capability to function from the inside out, rather than outside in. After all, if the professional who runs the clinic is lacking in clarity, vision, focus, purpose and good-old discipline and organization, that clinic, no matter how valuable the services it offers, is likely to flounder. But before that clinician can claim and develop those qualities, s/he must go one step further back, and address qualities that are much more fundamental and personal.
I am talking about the clinician having, as Dr. Gus Tsiapalis describes in this issue, a healthy relationship with him/herself. This will sustain the DC as s/he builds the practice but furthermore, if things begin to slide, will fuel the creativity and fortitude needed to rectify any problems and redirect the practice.
I am also suggesting that the clinician must have trust in the value and validity of the service that s/he is trained to provide. Chiropractic, itself, is a powerful tool that has the potential to help patients on many levels. Furthermore, as the profession develops its strengths, and builds its evidence base, its utilization will increase. Thus, although health-care disciplines can and should work together to provide optimal care for patients, while learning from one another’s experiences, DCs should not forget that the hub through which they contribute to this dialogue, and to health care in general, is, and should remain, chiropractic.
If a DC does not sharpen these fundamental relationships – that is, with him/herself and with the profession – even the most sophisticated practice management tool cannot ensure the survival of his/her clinic. In this issue, then, we explore a variety of practice elements with an eye on the well-being and fortitude of the DC as the undercurrent for success of any chiropractic clinic.
In keeping with the theme of honouring DCs and the profession, I would like to announce that our December issue will, once again, include a list of 10 notable Canadian chiropractic developments or achievements from 2012. If you would like to contribute your suggestions of activities or accomplishments by DCs, or the profession as a whole, in your area or nationally, please contact me at firstname.lastname@example.org. If we include your suggestion in the issue, we will mention you by name as our thanks for your contribution.
Bien à vous,
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