Welcome to ChiroSecure’s Empowering Women in Chiropractic, the Facebook Live show for successful women by successful women, proving once again, women make it happen. Join us each week as we bring you the best in business growth, practice management, social media marketing, networking, leadership, and lots more. If it’s about women in practice and business, you’ll hear it here. Now, join today’s host, Dr. Nathalie Beauchamp, as she talks impact, exposure, and systems. Now, here’s Dr. Nathalie.
Hello everyone, and welcome to our show today, Empowering Women in Chiropractic. My name is Dr. Nathalie Beauchamp. I will be your host today. Again, a big thank you to ChiroSecure for putting together the shows. I’m always honored to be part of these amazing women who are doing these shows, Empowering Women in Chiropractic. So, today, what I thought we would discuss, and that’s a question that I even asked myself on a regular basis, because we get busy and it’s just that evergrowing to-do list, and we’re wondering what we should really delegate and farm out, and what we should keep doing ourselves. So, I just thought that we would ask ourselves these three questions to really reflect on this main question.
So, I think it all depends on the stage that we are in in practice. I remember, and most people will probably remember these days as well, 24 years ago, when I started, I think I did it all. I cleaned my bathrooms. I did my accounting for I don’t know how many years. So, I think that it really is a question of what stage we are in our growth in our practice, because at the beginning, let’s face it. We need to try to keep the cost down low as much as possible, and as we grow, then we can say, “Okay, well, I can delegate a little bit more money here and a little bit more money there.”
I think the other big question that we have to ask our self is, “What are our strengths and what do we like to do?” I know that when I look at my list, and there are too many things on that list that I go, “Ugh, dang.” I really don’t feel like doing it. So, either I don’t like to do, but also that maybe I’m not great at doing. An example of that was my bookkeeping, which I gave to a bookkeeper or someone that comes into the practice long time ago. It was probably one of the best thing that I’ve ever done, because it was always in the back of my mind that I had to do it, and I just wasn’t great at it either.
So, I think it’s really important that we know what our strengths are. I’m a big fan of the DISC profile, and if we look at our personality type, I think it really helps us to know where our strengths are in term of energy and knowledge. There’s different tools that you can use to really figure out where your strengths are. Books like Strength Finders can help you as well. But at the end of the day, we have to know what we’re good at and then realize what other people in our team are good at. If we don’t have anyone on our team that can serve that purpose, then this is when we can potentially farm out.
I think another question we have to ask our self in relation to delegating or doing it our self is, “What do we value more?” I know that, for me, that the older I get, what I value more is my time. It truly is because this is the currency that I seem to be short on most of the time. So, for me, at this stage in the game, maybe paying someone to do something that maybe somebody that’s been in practice for just a few years, it’s not really… It doesn’t make a lot of sense for them to do so.
I think, again, sitting back and looking at where we are in practice and what we value the most, and sometime time is a huge thing for most people. So, having someone or paying someone to do that can be truly life-changing really. So, in-house versus outsourcing. I know there’s different people from different states and different provinces listening to this and probably all around the world really. But I know that everyone is different with the contracts that they have with other practitioners, employees as well. So, I’m by no mean making a statement on how you should do things.
But one thing that I really try to do is outsource to independent contractor or a freelancer if you want. So, this way, what I like about it is that I don’t feel like I need to always give work to these people if I don’t need what they’re offering, and this way, there’s that flexibility. The flip side of outsourcing some stuff is that it might take you a little bit of time to find the right person and build that relationship. Then in-house, I always try to look at the staff that I have and look at their strengths and see what can I delegate. I’m a big fan of delegating to what people love to do.
One tool that I’ve used too in the past is the Business EOS System, and I love why they talk about having the right person in the right seat. Basically, there’s three things we need to look at to make sure that we’re delegating to the proper person. So, at first, “Do they get it? Do they get what you’re trying to do?” The ins and out. The other component is, “Do they want it?” I’ve made that mistake many times thinking, “Oh, this person’s going to be good for this, shoving something their way, and it just would never get done and just because they didn’t want to do it.
Now, I’m not talking about daily tasks that people have to do in the practice to make the practice run, but I’m talking about other things that you think that they’re going to like it. The third one of this is the capacity. “Do they have the mental, physical capacity, the time, the knowledge to do it?” So, those are key questions before you start delegating. Make sure that you’ve trained them properly that you said the expectations as well. Have this big thing in the office, and my staff knows that if we give something to two people, guess what? It’s not going to get done.
You need to have one person who has the final say on it, and I can come back to you and say, “Yes, this is done.” So, I’ve learned that the hard way that not saying that sometime a task, let’s say, a back chiropractic assistant is… You’re not going to have just one, but someone has to be responsible for a specific statistic or to bring back the checklist at the end of the job.
So, what I thought I would do is I’ve divided my practice into 10 segments, so strategic planning, systems and logistics, sales and products, marketing and event, patient education and clinical customer service. Human resources, staff and communication, accounting and statistic, culture and leadership, and the 10 to one is probably a bit more on the personal side, but I think it’s also important to plan for our succession and what we’re going to do with our practice.
So what I thought I would do is go over a few of those categories, if you want, and just share what I’ve been delegating and outsourcing myself. So, strategic planning, I think you are the leader of your practice, so I don’t really think that you can delegate that. You need to empower your team and do quarterly meetings to make sure that you’re staying on par with your mission, your vision and so forth.
System and logistic, that one I delegate to my office manager, so she’s responsible. I mean, it goes more in detail than that, but she’s responsible for that. So, her and I will set a new protocol or a new way or a better way to do something, and then I’m counting on her to make sure that it’s rolled out and implemented. Sales and products. Again, every offices are different, and I know that my care plan in the office I do myself, because I feel that as the doctor, I’m giving them the recommendations, so I’m going to make my best recommendation, which will be congruent with what they’re looking for, but then pass this on to my front desk, and after that, my office manager.
So, for me, I’ve [inaudible 00:10:57] with that to delegate that to staff at some point, and I’m not saying that if you have the right person, they can do maybe even a better job than the doctor, but this is something that we have to be careful not to delegate to, again, the wrong person because it will have tremendous effect in our practice.
Marketing. Well, I personally love marketing, so I have to say that I keep this one to myself, and I will be the go-to person for this, and I have to make sure that I let the staff know what marketing funnels we might be doing. So, when they get phone calls for a new patient booking, they know a little bit. But overall, I find that this is a strength of mine, so I like to keep that… me being responsible for it.
Now, I am not designing my own Facebook ad. I am not designing all my funnels. I’m part of the process, but I have a team or an agency that used to do that for me. Patient education. This is again something that I feel that doctors should really pay attention to that. Not to say that you can’t delegate the layout of the educational campaign that you might have through emails and things like that or even the writing of it, but I think we have to really take a whole and be strong on that component.
Customer service, delegating that one to my front staff and her and I will have a meeting on a regular basis to see what the feedback is. We’ve been using Google reviews and Facebook reviews quite efficiently in the last six months with a new platform that helps people do reviews more easily, and that’s been great and customer service as well through the progress questionnaire that we do with our patients to see how we can better our services.
Next, if we move to human resources and staff. Again, you’ve got to know your strengths. I’m not the best HR person, so having someone in my office that can talk to the staff and make sure everybody is all happy. So, for me, it was important to delegate that and staff communication as well with my office manager. I know some people may not have the full title of an office manager, but there are different personalities in an office, and some people are more the integrator part. They will be really strong at making sure that you say something, and the steps are there to get it done. But at the end of the day, you’re the one who has to monitor.
Number eight, accounting and statistic. Like I said, accounting, probably one of the best move I’ve done to have a bookkeeper come to the practice a couple mornings a week. We stay on top. She’s probably saved me money because otherwise I would not have looked at my bank statements on time and all of that jazz. So, I know that she takes care of that. Now, I know there are services, virtual services. You don’t necessarily have to have someone come to your office, but I’ve had mine for 13 if not 14 years, and she knows my stuff even better than I do. So, building those really strong, valuable relationship with someone just to make sure that they have your back, I think, is truly important.
Number nine, culture and leadership, which rests to me, on us, the doctors to make sure that we lead our team, that we make the time and get some time with new staff. You have to constantly make sure that they know and they understand what the practice is all about, and setting a culture that is in resonance with your clinic values and your own values. So, I think we always have to go back to that.
And again, if you have someone in your office that’s the party person, and the person who always likes to do activity. Well, leverage that for them to organize, because I think it is important to organize events in your practice or do activities with your staff to make sure that you stay connected. So, I think the big question between outsourcing and hiring in the sense is it depends what needs to get done.
If you keep it in-house, make sure that you use the strengths of the people that you have and make sure that you don’t just give it to them, and they don’t want to do it, or you’re not giving them enough information for them to perform properly. Doing it your self. I know myself. For me, there’s basically three things that I think I’m left to do in the office, and it’s reading my X-rays because there’s so much I can delegate, and then the marketing and the patient education. Those are my department that I’m responsible. I need to obviously have the help of my team to do that. But these are my strong point things that I really enjoy, so this is why I’ve decided to take charge of those section.
Then at the end of the day, I think it’s important to monitor. So, if you’ve tasked somebody with a certain aspect, those key performance indicator and whatever they might be. They might be with certain statistic. Sometime, it’s a little bit more abstract, but the more you can narrow it down to a specific number or a specific something that the person is going to report back to you with, the better it is. Then as the owner of the business, your job is to review those key performance indicator.
We have to be careful. As doctor, we get busy. This is years and years of doing things. If I ask my staff to follow a checklist in the morning and at night, I have to set the example and do the same thing. So, I myself make a never to be consistent on following up on those key performance indicator, and guilty. Sometime, I have to say that it’s like, “Oh, okay. I’ll do it the next day,” and the next day pass, and then you realize, “Oh, I haven’t done it for two weeks,” and I’m not talking about necessarily micro-managing your staff because some staff are quite good at self-directing themselves, but it’s just those are…
Or just check in if you want just to make sure that we’re on the same page and then saying, “Okay, well, this is not working as good as we thought it would work. How can we make this better?” Because at the end of the day, we want to have an environment that is fun to go and fun for the patients to come. I always say that I want the patients to come in and feel like tears where everybody knows your name, and that they feel that it’s a healing environment. So, setting all of those things and lightening your load basically of the things that you don’t enjoy doing is really empowering for yourself.
Then when you delegate to staff on some key points, they feel more empowered themself because they feel like they have a more maybe important role in the practice, because they are responsible for that. So, I hope this was helpful to give you a little bit of perspective, and I know I constantly have to ask myself this question. Do I have the right person in place? Do I give it to someone on my team? Do I try to outsource this or do I do it myself? It’s a constant and never-ending question that I asked myself because I value my time, obviously, and I want to make sure that I work to my strength and not to the things that I don’t like to do.
So, hopefully, this was helpful. Again, thank you so much to ChiroSecure for putting the Empowering Women in Chiropractic show together. I believe that in the next show, it will be Dr. Nicole Lindsey who is going to be your host, and I’m sure Dr. Nicole is going to share some valuable information that has to do with empowering women in chiropractic. So, thank you so much, everyone. Hopefully, you got some good pearls from this if anything made you reflect to just analyze and take a snapshot of your practice right now. So, this was your host, Dr. Nathalie Beauchamp. Thank you very much.
Join us each week as we bring you the best in business growth, practice management, social media marketing, networking, leadership, and lots more. If it’s about women in practice and business, you’ll hear it here. we hope you enjoyed this week’s Facebook Live event. Please like us on Facebook, comment and share. We look forward to seeing all of you next week for another episode of Empowering Women in Chiropractic. Now, go ahead and hit the Share button and tell your friends and colleagues about the show. Thank you for watching. Have a beautiful day. This has been a ChiroSecure production.
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