Private Practice Marketing Strategy

Private Practice Owner? Know These 3 Keys to Successful Team Management

No private practice owner can succeed without an effective team. Implement these 3 keys to team management and see your private practice thrive.

As a private practice owner, it’s your vision and knowledge that guides your business to success. Without you, your team is just a group of people with skills but without a shared vision.

But without your team, would you be able to be a private practice owner at all? Probably not.

If your private practice is thriving, most likely it’s because you’ve built an excellent team with good rapport and a solid understanding of how to work together to meet shared goals.

On the other hand, if your business is struggling, your team is a good place to look for answers.

Here are three essential components of team management that will cause a significant positive shift in your experience as a private practice owner:

1. Set clear expectations—and live up to them yourself.

You’ll need to implement a clear, simple set of expectations for team behaviors and protocols, and find ways to reinforce these messages on a weekly basis. Of course, you’ll also need to model these policies by following them to the letter yourself!

2. Offer your team reminders of your shared vision and measurable goals.

One way to keep your team in touch with vision and goals as a private practice owner is to hold daily or weekly team conferences. Your team will be able to touch base as a group, you’ll have frequent opportunities to provide feedback on measurable goals, and your team will be reassured and energized by regular communications. You’ll also be able to identify problems earlier and address them privately if needed.

3. Provide personal incentives as well as feedback.

Part of the role of a private practice owner is to know and effectively guide each team member. Understand what makes each of your staff “tick” and how to motivate them personally. Then you can provide frequent personal feedback tailored to that staff member in addition to using what you’ve learned to implement incentives for the group as a whole.

With these three components solidly in place, you’ll find that your staff will begin to come to work without that clock-watching “just a job” attitude. And, due to the likelihood of increased efficiency and customer service that will organically happen, you’ll also see the difference in your profits as a private practice owner.

I invite you to visit here frequently for more tips about creating a sustainable private practice!

I wish you the best along your journeys!

Want to learn more about how to build your private practice?

Then Join my team experts for a free strategy session HERE

Have a great day!

the PPW team

Loyal Patients in Private Practice

Your Physical Therapy Business is Not a Desk Job

You’re the CEO of your physical therapy business, the leader and visionary for your team. But the last place you should be is behind a desk.

As the practice owner and chief decision-maker for your physical therapy business, you are effectively the CEO of your company. But if your mental picture of a CEO features someone sitting behind a large mahogany desk, you’d better think again.

If you want your physical therapy business to grow and thrive, you should be spending very little time at a desk. It’s time to step away from your desk and step into an active, hands-on role as a team leader.

As CEO, you’ll need to become deeply involved in every aspect of your business.

Of course, there’s a fine line between deep awareness and micromanaging. As you move around the office, don’t just step in between your staff and the work they’re doing—which might be viewed as intrusive and controlling. After all, you hired your team carefully with a view to being able to trust them to do their jobs well.

Instead, think of it from the perspective of simply being visible and present throughout the day. Make it a point to briefly shadow each team member at his or her job every few days, so that your team gets accustomed to having you right there. Keep in mind that the objective isn’t to monitor for mistakes. The idea is that you’ll be able to put yourself in your staff’s shoes and understand the key aspects of every role.

The goal is to become familiar with the workings of every aspect of your physical therapy business. Allow your team to become your teachers. If you don’t know or understand how something works, ask your staff to demonstrate or explain. You can rely on your staff, who do this job day in and day out, to provide the most effective input on what improvements are needed, rather than handing down directives about how to improve.

In short, you should spend very little time at your desk. Use this space for research and learning during quiet hours, before staff arrive or after they leave. During the workday, when staff and patients are in the office, be in the office. Strive to be an active part of the office environment on a daily and weekly basis, and you’ll find that your physical therapy business begins to really come alive.

I invite you to visit here frequently for more tips about creating a sustainable private practice!

I wish you the best along your journeys!

Want to learn more about how to build your private practice?

Then Join my team experts for a free strategy session HERE

Have a great day!

the PPW team

Chiropractic Business Building Depends on Marketing (Not Jargon)

In chiropractic business building, effective marketing requires you to speak your patient’s language—the language of pain.

You’ve been to seminars and read articles on the essential components of chiropractic business building. They all emphasize that effective marketing is the way to get new patients in the door.

But here’s something those articles and seminars may have neglected to tell you… and I can almost guarantee that you didn’t learn this key concept about chiropractic business building in school.

Effective marketing means speaking your patient’s language. Patients don’t speak chiropractic. They speak the language of PAIN.

Take a look at this quick list of chiropractic jargon—concepts that are very familiar to you as a chiropractor:

  • Diversified technique
  • Gonstead technique
  • Innate intelligence
  • Subluxation
  • Activation technique

Think of how hard you have to work to educate your existing patients on what these terms mean and why they’re important.

Prospective patients won’t take the time and effort to understand what you’re talking about. To grab and keep their attention, you’ve got to talk about the things that are important to them. Here are examples of the language that prospective patients use:

  • I have chronic pain in my [body area].
  • My activities are limited.
  • I can’t walk / exercise / use my legs the way that I need to.
  • I can’t do my job anymore.
  • I’m having trouble sleeping because of this pain.

See the difference?

When you make the switch from jargon marketing—a focus on your specialized knowledge and training—to pain marketing, prospective patients will flock to your door. Chances are, you’ll be the only chiropractic practice in your area who is speaking directly TO the patient instead of trying to simply talk AT them. With pain marketing, you’re not saying, “I’m the best.” Instead, you’re saying, “You’re in pain, and I can help.”

I invite you to visit here frequently for more tips about creating a sustainable private practice!

I wish you the best along your journeys!

Want to learn more about how to build your private practice?

Then Join my team experts for a free strategy session HERE

Have a great day!

the PPW team

Marketing Your Specialty Practice

Private Practice Has Two Public Faces: Your Website and Your Reception Desk

In Your Private Practice, Are There Public Barriers to Finding and Retaining New Patients?

You’ve probably given a lot of thought to customer service for your existing patients and marketing avenues to find new ones. But are you overlooking the two most significant public faces of your private practice?

In short, your website and your reception desk are key areas of your practice that you can’t afford to ignore.

Your Private Practice Website

Sometimes it’s easy to get caught up in thinking about search engine optimization (SEO) for your website—making sure that patients who are searching for your specialty in your area will find you first. But don’t forget to think about what patients will find on your site when they get there! If they click away, you’ve wasted all your SEO efforts.

In many cases, your website will be the first impression of your practice for new patients. What does it tell them about your business? Remember, there’s the actual content of the site (the text itself) and then there are the subtle aspects that have psychological influence—the colors and images you present, the professional (or amateur) look of your site, and the amount of care that goes into the text so that it is clear and compelling—but not pushy.

Take a long look at your private practice website. Is it clean and simple? Is information easy to find? Does it answer the small questions that new patients will have, like how to find your office and whether their insurance will be filed? Does it answer their bigger questions, like why they should choose your office over someone else’s?

Optimizing Your Reception Desk

We sometimes talk about the reception “desk” as if it were an object. Of course, there’s more to reception than an actual desk, or even the people who staff it. The reception desk, in a sense, is a process. It’s how patients get greeted when they walk in the door, whether they are new or ongoing clients. It’s the atmosphere of the entire office, not just the waiting area. It’s also the experience that patients have when they call your office, whether it’s the first call about a new consultation or a question about billing.

As a process, the reception desk provides three aspects of customer service:

  1. Making a smooth transition from website to office
  2. Meeting the patient’s needs during the visit
  3. Following up after the visit

Do you know how that process feels to your patients? (Have you surveyed them, and continually asked for feedback, to find out?) Consider giving these questions at least as much consideration as your marketing budget or payroll issues, because without the answers to these questions, your practice may not be sustainable in the long term.

I invite you to visit here frequently for more tips about creating a sustainable private practice!

I wish you the best along your journeys!

Want to learn more about how to build your private practice?

Then Join my team experts for a free strategy session HERE

Have a great day!

the PPW team

What Self Talk SHOULD You Change?

This guest post is from Dr Martin Russell, a medical doctor turned counselor who has brought the experiences from his own solo counseling practice online. He can be reached via his website:

You can often hear people say something along the lines of, “I know I really SHOULD, but somehow I just don’t!” Perhaps you have even said something like this yourself, even if you did mutter it under your breath. Don’t worry. It’s just words in common English usage. However you can interpret more from this statement than you will find in a dictionary.

Listening to people’s words is really fascinating. If you ever hear “I should…”, then here is the conclusion you can make – they won’t. “Should” automatically implies that they aren’t going to do it. If they were going to do it they would use some other phrase like “I will…” or “when I…”. “Should” = won’t happen.

Now before some of you protest too loudly, let me add that I don’t think this is bad. What you think you “should” do is actually unlikely to be correct. It may seem counterintuitive to respond this way, so give me a chance to offer two examples to see if I can make this clearer.

Firstly, if you have ever had a situation where you found that you were not as assertive as you wanted to be, your might have been left saying to yourself “You know I should have really laid into them and given them what for!”

Actually no. You almost certainly shouldn’t have done anything of the sort. Just because you underreacted the first time, doesn’t mean that the overreaction you are planning is any more appropriate. In fact it is highly likely if you stop and consider what you were actually proposing as an alternative, that you would have found yourself in some variety of disciplinary action or needed intervention by the police intervention. People can be pretty wild in their thinking and saying “should” doesn’t excuse it, rather it just allows you to beat up on yourself for not doing something more stupid even than what you originally did.

Maybe this is too extreme an example for you, but I’m wanting to make the point more obvious. Even in lesser instances this is still a common type of “should” that people use and it’s worth pondering how much of this is happening in any particular case.

Secondly, a “should” can be something that we learn from someone else at some time in our life, and then keep for ourselves from then on.

People throughout our lives are giving us guidance, from the early years of parents and teachers, on to friends, peers, self-help books, lawyers and doctors, and on, and on. They are not always right. In fact the advice is so often conflicting that it is almost certainly wrong much of the time. And even if someone is confident in telling you what is correct, their certainty is no guide to how well their information will work for you. It may just leave you feeling still however like you “should” do as they recommended.

When you notice this type of “should” then you don’t need to persist with it unswervingly. Instead you can take a moment to stop, and reexamine the original information to decide how relevant it is to the particular situation you are considering. Even if it had value before, it might not apply so well the next time, and might need to be adjusted.

So with both of these examples, I’d suggest you apply them to the time when you hear “should” that really means “won’t happen”. Lighten up for a moment and give yourself a second chance to think it through, because maybe you can lose that “should”, and leave a whole heap of guilt behind with it as well.

To learn so much more about a better life and Private Practice, browse around here, then call me at 781-659-7989

Top-Down or Bottom-Up Strategies for Your Private Practice?

Patients naturally want the best of what you have to offer—and want to be told what’s the best, even if they can’t necessarily afford it right now. Top-down products naturally have a certain emotional appeal, as well as a status attachment. Your private practice is no exception.

One of the key areas that we see private practice owners frequently making mistakes is with the description, pricing, and “feel” of your products and services.

Too often, the tendency is to present in price from the bottom up, rather than the top down.

And too often, this turns out to be very expensive mistake.

Why you might ask? It really comes down to some basic human psychology. Patients naturally want the best of what you have to offer—and want to be told what’s the best, even if they can’t necessarily afford it right now. Top-shelf products naturally have a certain emotional appeal, as well as a status attachment. Healthcare is no exception.

If you think otherwise, not only are you doing your patients a disservice, you’re probably leaving thousands of dollars per year of potential revenues for your private practice on the table.

Another key is just making sure that you have multiple options, so the patient always has a choice. For example, products and services typically should have an A, B, and possibly C version. The A version would be your absolute best; the C would be a viable lesser-priced option.

Finally, the key to making this all work is to make sure that every team member is educated as to what exactly constitutes is included in each package of care. It’s also imperative that where legal to do so, you publish for all to see. Make sure that any appropriate disclaimers such as “this is a non-covered service” and “your ABN applies”, et cetera.

Also, be sure to include the forms of payments that you commonly accept. Make it easy for your patient to assume the services they desire!

Above all, make sure whatever you are marketing and representing in your office is top-down, completely compliant with your state and federal regulations.

The most important thing is to always make sure you know precisely what your private practice demands in terms of products and services.

Go to great lengths to train your staff make to it easy for your patient to be get what they want, and you’ll never want for business!

Join the conversation here on Facebook or just call us 781-659-7989

Better Design Means a FAR Better Private Practice!

Design a powerful private practice that supports YOUR dreams, and not someone else’s!

Last time, we spent our time together gathering the key pieces of data needed to design a powerful private practice. The two big issues for all business and private practice owners are, of course, time and finances. Taking the time to carefully outline needs, wants, and obligations—doing so in a visible format reaps big benefits, and far better designs.

Doctor with clipboard

Now that you have your key pieces of data, how do you make better design decisions for your private practice?

The first thing is to understand that time gives perspective. This is so critical. Don’t make big decisions quickly; every option should be explored. Ask yourself, are there people in your life a big decision will impact? If so, be sure to include them in your discussions and outlines. This is also where keeping a journal of some type can really help greatly. Use it to organize your thoughts and fact-finding.

Next, make sure you have dedicated quiet time to really sort all this out. So often, bad decisions come in haste, when under stress. The more relaxed and comfortable we can be, the easier we can tap our internal reserves.

Once a decision is made, outline it again in writing. Don’t ACT on a major, non-urgent decision for at least a few days. Let some time pass—let it sit with you and see how it really feels.

To build an extraordinary life will require an EXTRAORDINARY private practice! Can you see how applying these careful steps can make a huge difference?

Think for a bit: might things be different now if you applied this strategy to who you hire? How about that office space? And would you still be working for third-party payers if you applied all the key strategic thinking we are talking about here?

Finally, understand that no one can create urgency for you unless you let them. Sometimes the best decision is to decide, “I’m not making any decisions today!”

Like any super-successful private practice owner, you’ll be saving your energy, cutting your stress, and really building a powerful private practice that supports YOUR dreams, and not someone else’s!

Count yourself among us who choose to live and practice by design, not default!

Join the conversation here on Facebook or just call us at 781-659-7989

The disturbing fact…

“The disturbing fact…

…is that the vast majority of people, including educated and otherwise sophisticated people, find the idea of change so threatening that they attempt to deny its existence. Even many people who understand intellectually that change is accelerating, have not internalized that knowledge, do not take this critical social fact into account in planning their own personal lives” 

Alvin Toffler, in “Future Shock” 1970

Change. Even the word alone makes some, even doctors uncomfortable. Yet others embrace and enjoy the entire creative process needed to adapt to it.

As a consultant, I have observed numerous times over my career, right next to one another, practices, which are booming, and then at precisely the same time and local there are those doctors unhappy, stressed out, struggling to pay the bills. They suffer from future shock, an emotional and physical shutdown that occurs when confronted by cumulative or overwhelming change.

After careful analysis, time after time, those doctors and their team members who continue to prosper, even in today’s world, have learned and fully developed the skills necessary to deal with change, to be “Commanders of Change”™.

Changes now occur so rapidly, that even our students encounter a new world upon graduation. The sheer volume of practice information, clinical, procedural and social changes can be dizzying. And it gets more complicated and faster every day! In fact, more change now occurs in a single week, than many of us older than fifty used to encounter in an entire year.

It’s in processing, sorting, scanning and ultimately applying pertinent information, not only in our personal but professional lives that is perhaps the biggest life challenge we face today.

In healthcare practices, the systems that we used to employ for this are no longer adequate. First of all, the volume of information is too much to be handled by antiquated systems. Secondly, sorting applicable ideas and data into readily usable bits (and now bytes) is critical in today’s world.

Despite this fact, much of practice growth, development and management information as well as their delivery systems remain unchanged. Traditional consulting programs are also extraordinarily time intensive, and expensive to acquire, both of which are now totally unnecessary.

The good news is, there are now specific tools and systems that makes implementing and adapting to change much easier, far less costly and much more time effective. And it’s upon this premise that a perfect, highly profitable practice can now be built, maintained and then expanded with far less cost and time investment than ever before.

Ultimately of course, it’s up to each of us to decide what’s best for us, and congruent with our major objectives. But more and more are taking a hard look at our way. Why?

I can tell you that just as Toffler noted almost 40 years ago, it’s my observation that those doctors who do the best in today’s world are “richer, better educated, and are more mobile”. Indeed they actually “live faster” than most of the population with regard to processing and then applying change to their personal and professional lives.

They are unfazed by the sheer volume of things that need to be done, and continually upgrade their systems for doing so. They rarely complain, and get an extraordinarily amount of things done. They run highly profitable practices save more money and have far more freedom. They practice on their own terms.

And they know this is precisely what we teach, with all the modern materials, tools, live teleconferencing and support and delivery systems that are unlike anything else out there. All at a fraction of what other consultants cost.

These doctors are indeed the Commanders of Change™ in their communities. The bottom line is these doctors know that these are learned skills. Systems that are teachable, procedures that are simple to use, powerfully effective, once you know how.

Failure to thrive is correctable, no matter where you practice, or how long you have been at it. Learning to make better choices and decisions goes a long way. Of course, some find it easier than others. But to really live the life you have imagined as a student and now a doctor, decide to finally acquire the information that can help you learn, prosper and grow.

If you think you have what it takes to be a Commander of Change™, why not be one of the chosen 25 to join this next class The 12 Secrets of Private Practice Mastery

But don’t wait too long, as seats are already filling up. As Jim Rohn once said, “Discipline weighs ounces, regret weighs tons”.

It’s all up to you.