Dr. Vince | How to Get Your Staff Motivated!

What's up, Facebook? Happy Friday. Woohoo! Hope you guys are having an awesome Friday. Hope you're ready to dig into our last day of the 12 Ways to Bulletproof Your Practice in 2019. And if you missed any of this training, you can watch the entire thing at chiropracticconsulting.co. I almost forgot. Chiropracticconsulting.co. ChiropracticConsulting.co. Go check it out. It'll cost you a name and an email, but it's well worth it. I'm going to walk through every— in that, it's a 30-minute training, high-level stuff, and we go through 1 through 12: creating your target goals and stats, creating a unifying message for your practice, assessing your marketing, creating a marketing calendar, installing the new marketing campaigns, Looking at your pricing structure and giving yourself a raise, creating a downloadable report for your practice, building your email list, which is gonna be a massive asset for you in 5, 10 years, additional products and services that you can sell or offer to increase revenue in your practice, patient maintenance program, which is awesome and creates a continuity program within your practice, which generates more revenue. Nothing wrong with that. And then yesterday we talked about creating social media omnipresence, what platforms to use, what to post, when to post, how often to post, all that stuff. And just go to chiropracticconsulting.co. And like I said, cost you name and email, and you get the full training, 30 minutes. Awesome. What's up guys? And like I said, these are all proven business principles that work in all kinds of practices. They've worked for me in my practice in the last 10 years. And we do these because we wanna differentiate ourselves and we want to really kind of cement ourselves in our communities as the place to go for a specific condition. Specialty. So, and that's another thing we always talk about is we have to specialize so that we can separate ourselves out and be a go-to person for a particular condition. Today, we're talking about staff training, bonuses, and seminars. And why would we want to do that? Why would we wanna focus on staff? Well, the reason why is because, you know the old saying, happy wife, happy life? Happy staff, happy practice. I know it doesn't rhyme, but guys, you get the picture, right? If your staff is happy, motivated, talking you up, interacting in a super positive way with your patients, guys, you're— the practice is going to do so much better, right? Because they're the first person patients see. They're They're the last person patients see when they leave. And if that is a negative experience, then you're gonna— your front desk will literally repel patients from you and you will have a hard time with PVA. A lot of people don't connect staff to PVA. And the reason why there's a direct connection is because you may be awesome, right? And maybe the staff member isn't. And say the staff member is a nightmare. Let's just be, um, take the extreme scenario. Staff member is a nightmare, front desk is a nightmare, um, and so the first visit, right, when they first come into your office, um, the, the patient may be like, wow, maybe they're just having a bad day. I love this doctor, he's awesome. They sign up with you, blah blah blah. But a week down the road, 2 weeks down the road, 3 weeks down the road, they may really enjoy you and the results that they're getting, but they just can't stand seeing that person at the front desk, they're out, they are out. There's too many options for people. And if it's a pain in the butt for them to come into your office and it's always, you know, it's always a battle with the front desk girl or guy, you know, whoever the CA is, they'll bail out and there goes your PVA, right? And then you're asking the front desk person, hey, why did this person cancel their program of care? And the CA who's a total nightmare says, oh, I don't know. She loved me. And it's like, they're obviously always gonna tell you what you wanna hear, right? So if your front desk CA is not a ray of sunshine, is not a total rockstar, isn't willing to learn, doesn't love being there, fire her, fire her fast, right? Because you would be better off having no one at the front desk than having someone that is repelling patients, okay? Let's talk about— first we gotta assess, okay, where is the training at in terms of your staff? Are you— do you train at all? Guys, if you're not training, then you, then you need to start training, right? And I would, you know, at a bare minimum, monthly training, right, on some aspect. Like in the Practice Accelerator, my online masterclass in practice building, We have a whole section on training staff, right, and creating what I call the new patient concierge, right? Someone that is just an absolute rock star at the front desk and just handles all that communication with new patients and then obviously existing patients, right? So you have to start training and you need to train regularly for 2 main reasons. One, So they obviously level up in terms of their skills, but 2, so that they know that you care, right? If people feel not appreciated, because guys, remember, they're not making a whole lot of money. You know, what are they making? $15 an hour, $20 an hour. And so— What's up, Pharma Canalic? What's up? Thanks for joining. If they're not— if they don't feel appreciated and they're being underpaid or just not making a lot of money, Guys, they're either not gonna do a good job and stick around because they just have— they really need the money, or they're gonna just bail on you, right? So, so when you train, you level up their skills and you show that you care, right? So, um, and what should you train on? Well, phone for one, right? They should, they should be excellent at answering the phone in terms of scripts. They should be excellent at answering questions. They should have a frequently asked questions list of What you do in your office, whether it's just straight chiropractic or neuropathy or decompression or stem cell or functional medicine. I mean, she should have, or he should have a list of frequently asked questions, and then you should quiz her on it regularly. She should literally be able to answer any question that you could answer for the most part, right? Because if someone calls up and they want— and they're thinking about making an appointment in your office, And they're— they don't know you. They've seen an ad somewhere and they, they're like, ring, ring. And the staff— and they're like, you know, what exactly is a chiropractor treating neuropathy for? And she's like, oh, well, you know, that's a good question for the doctor. And they're like, you know what? Like, they need to be able to answer that question with authority and confidence and then boost you up, right? They should be Developing authority and trust and rapport on the phone with that patient before they even make an appointment, right? And so they have to be able, they have to be knowledgeable about what you do in the office, why it's so great, why it's different, why you're the only doctor to go to, and then they should be super, super friendly on top of all of that. So if your staff member, your front desk girl or guy that is answering the phone does not meet those qualifications, Then you should either fire her or figure out a training program. Like if they have the attitude, like you hire for attitude and you train for skills in that position, right? It's different like than if you're hiring someone like an IT guy, you hire for skills, right? And then you deal with the fact that they eat Cheetos and Red Bull all day. Sorry, total stereotype. Point being is in this position, in the CA position, it's not how IT guys are always portrayed in movies. You know, they're, they're pounding Red Bull and they're eating some type of chip. Anyways, let's move on. Um, but when you're paying a staff member $15 an hour, which is not a lot of money obviously, uh, you are hiring for attitude and then you're gonna train them up, right? Okay. So that's training, right? Has to be done on a regular basis, at least monthly, and, you know, ideally a little bit frequently, more frequently, right? Every 2 weeks, stuff like that. And then you should have daily meetings right now. The daily meetings, you're going to talk— they should be in the morning, right? And then you talk about your day. What does the schedule look like? You know, how many people, you know, how many new patients are on the books? What time are the new patients? What type of new patients? And then, and you go through it, you talk about, hey, this is the marketing stuff that we have going on. You know, we have an ad in newspaper or The Facebook special is this particular special or whatever it is. So everyone is on the same page, right? It's all about communication. So so that's kind of training and meeting with in terms of staff, and you just want to figure out hey what's what's doing what are they doing well and then and then reward them on that compliment them encourage them and then what do they need help with and then say okay so you need help with the phone like you feel like you're getting these questions yeah you know I'm getting these questions about like what is small fiber versus large fibromyalgia? I have no idea. Educate them. Educate them on so they can answer the darn question, right? They don't need to be a doctor, but they do need to be very knowledgeable about exactly what you do in your office, okay? So now next, is there a bonus structure in place? Staff need to be bonus based on how the practice does, right? A rising sea lifts all boats. Raises all ships. Raises all ships. Is that the saying? Something like that. But anyways, at a certain threshold that you determine, in other words, you have your overhead and say you want to have, you know, your revenue, like you want your revenue, right? Like you want your overhead no more than 50%. So say your overhead's $10,000 and $20,000, you're, you know, you're profitable. And so you could say, well, at twice revenue, then I'm going to start bonusing, right? So then you can And tell the staffers, hey, at $20,000, when we get to $20,000, everything up beyond that, then you get a bonus, you know, $1 per hour or whatever it is. But there should be, you know, or you could bonus them per new patient. There should be some bonus structure in place. Guys, they're making $15 or $20 an hour. It's not a lot of money. And so even though, you know, they're not really there for the money, they're not there because they're swimming in dough, They need to feel appreciated. So that's verbally, like you communicating that they're doing a good job and you're supporting them with training that shows that you care. But they need to be bonused, guys. You need to share the wealth, share the wealth a little bit unless you're struggling. But if you're doing well, I mean, you know, you got to bonus them one way or another, right? What's up, Mama Cougar? Nice handle. Oh, oh, I thought she bailed. No. Anyway, sorry. Next. Is there a process in place where staff can give feedback, right? 'Cause a lot of times patients won't tell you, or your customers or clients, they won't always tell you what they're not crazy about, but they may tell your staff member. Like say your bathroom stinks, like the patient bathroom, maybe like there's grime on the sink and you never, how often do you go in your patient bathroom? Never, never. Never go in there, right? So it may not be getting cleaned properly and the patient may not tell you that, but they may tell your staff member. Well, your staff member needs to feel comfortable to come to you with recommendations on how the practice can be improved or where there's bottlenecks in terms of patient flow or processing or ways that just, they feel like that could improve the patient experience. Oh, it'd be so nice if we had like fresh flowers, like there's this florist up the street. And, you know, it's like, you know, they think of these things 'cause you're tunnel vision into treating patients and running a practice and growing a practice. Sometimes they see a lot of stuff that could be really— Hopeful, but they won't feel comfortable conveying that to you because you're the boss and they may be a little intimidated unless you tell them and actually encourage it. Say, Cindy, if you see something that doesn't seem to be working well, or conversely, something that is working well that we can enhance, or you feel like there's something that we can improve, you know, the patient experience, please tell me. You know, come to me. My door is always open for you. You know, I want to hear your feedback. I'm not going to necessarily always Do it, but I want you to know I want to hear your feedback. So you gotta open up those lines of communication. You gotta do it. You can't just assume that they're gonna feel comfortable coming to you and basically giving their opinion. So next. And then finally, we're gonna wrap it up with this. Is your staff sent or brought to seminars? Because there's always seminars. There's Parker, there's The Wave or something like that. You know, there's seminars outside of chiropractic that are frankly probably better, but in terms of training and all that type of stuff. But the point being is when you can take your staff out of the office and you go to Vegas and go to Parker and they're surrounded by other CAs and they get to exchange ideas and they get to go to the, you know, they get to stay at Bally's or Caesars or the Aria or whatever the hip hotel is these days. I don't know if I've been to Vegas in years, but point being Is when you get them out of the office and get them into an environment like that, it really boosts morale and it gets them more engaged in the clinic, right? So, so get them out to seminars. I know it's an investment, but it's a worthy investment. You're investing in your practice. Okay, that's it for today. That was staff training bonuses and seminars. For the full training on the 1 through 12, 12 ways to bulletproof your practice, please visit chiropracticconsulting.co. It'll cost you a name and email, but there's a full like 30, 35-minute training there. And like I said, I go through all 12 of these things. It's great. And I think that you could all benefit from this regardless of the size of your practice, right? We're never done learning and we can always improve what we do. So hope that is super beneficial. Thank you. Thank you so much for tuning in today, guys, and I will see you tomorrow. And I'm not quite sure what we're gonna be talking about, but we'll be Facebooking and Instagramming live. Okay, thanks guys. Have an awesome rest of your day and a great weekend. Bye-bye. Bye.