In this monologue, Matthew Gillogly shares a personal story about hiring a seasoned urologist to illustrate why every staff member – from doctors to front‑desk personnel – must be trained in all aspects of a medical practice before they are allowed to make changes. He describes a mandatory cross‑role training program where the new doctor had to work the front desk, pass a test, and earn the front‑desk staff’s approval before moving on. Gillogly emphasizes that consistency comes from having one organization‑wide way of doing everything—front of house, back of house, and patient conversion—backed by certification for each component. He argues that without this unified method, practices suffer from fragmented “Judy’s way” or “Frank’s way.” Gillogly then defines a “Maverick” as someone who rejects the status quo imposed by insurance companies and invites listeners to join his approach to regain control and love medicine again. The core takeaway is that practices must enforce a single, certified, organization‑wide process before allowing any individual to implement changes.
Chapters
You go through the hiring process, the interview process, and you've identified the absolute perfect person to join your organization. You're so excited that you go home and tell your spouse that finally we have found the absolute perfect employee, and I'm so excited for them to start. I think this is really going to transform our business. Before you know it, 90 days later, you're either having to fire them, they storm off, or they become an absolute and utter cancer and nightmare to your practice. Never forget this as long as I live. Hired a new doctor, urologist for 30 years, and I said, great, Mark, when you get hired, you actually will go through the exact same training process. You'll work the front desk, you're going to work the back of the house, and you want— you have to learn the way that we do everything here before we start to change things. And he goes, yeah, but I'm a doctor, I shouldn't have to work at the front desk. If you want to work with us, that's the deal. You have to master the front desk, and you can't move forward until Latoya, who is the front desk person at that time, gives you the okay and you pass a test. So at the end of the first day— you're supposed to spend 5 days— at the end of the first day, he comes into my office, closes the door, sits down. I go, what's up? He goes, I will never complain about the front desk ever again. He goes, please do not make me work another 4 days. He goes, I will do anything to make sure that I don't have to work another 4 days at the front desk. He goes, I promise I'll never complain about them. I will always give them respect. I'll always treat them with the utmost respect. And I laughed and I said, you got it. I knew that was going to be the case. Point in this is that no one should be beneath about learning how to run the entire organization. Hey, I'm Matthew Gillogly and I'm a Maverick. Well, what is a Maverick? A Maverick goes against the grain. We find our own way. And if you're sick and tired of being pushed around by the insurance companies, come join us. We'll show you the way out and you'll love medicine again. Okay, you have to master the back of the house and you have to master, you have to master all the components. Okay, so for us it was front of the house, back of the house, in how we sold the patient or how we converted the patient into treatment. Everyone, including my doctors, had to master that. They had to learn how to do it. They had to get certified in it so that we were consistent across the board. That way, I never have to worry about somebody shadowing and learning Judy's way of doing it versus the organization's way. I'll leave you with this. You have to make sure that there is one way that everything is done in your practice. And it has to be the practice's way, not the front desk way, not Frank's way, not Judy's way. There is one way and it's the organization's way. And people have to master that before they want to start making changes. They don't just come in and start making wholesale changes, but they have to master the organizational way before they start making changes and recommendations to improve. So that's how you do it.
