May 28 2009


Mind Over Undermine


     At some time or another, every business and professional practice boss discovers a hired or inherited employee or group of employees whose sole mission appears to be to undermine operations—from manufacturing to customer service/patient care to administration to sales.

     Sometimes it’s vindictiveness, jealousy, bitterness, resentment…all good stuff, right? Sometimes, though, it’s naivety, ignorance, immaturity, misplaced loyalties, or just plain stupidity. While the reason might be important to uncover, what’s most important is to act on the discovery before it has chance to fester.

     If it’s too late to contain the infection from spreading out and affecting others in your organization, it may require you to rise to the confrontative occasion and call for all the cards to be put on the table. This, however, is not always the best solution.

     Why? Someone who may have been undermining you or your business or practice may be truly innocent of premeditation, or was perhaps unwarily acting out someone else’s issues. In that situation, you could be pulling the plug on someone who is a valuable potential asset to your operations or reputation.

     This may be the right point, instead, to pull in a professional to facilitate differences and/or re-train problem employees, or to counsel you on how to do it, or to force the situation to a head on your behalf. At any rate, it’s certainly worth the time to discuss the circumstances with an outside consultant before making that decision. 

     Prepare a short bullet list of issues and individuals involved with your own assessments of how effectively each performs in the roles for which they/he/she were/was hired. Try to keep your comments as objective as possible so as not to prejudice an outsider’s opinions, but articulate your issues and concerns clearly.

     Make your mission clear, and make your goals for each position that’s involved clear ones. In the process, look to your self as well, and question what (if any) contribution your own statements or behaviors may have contributed. Ask your consultant for a straightforward, unvarnished opinion and recommendation.

     Decide when, where and how to act, and what to say. Be receptive to whatever responses you provoke, and assess those in private. In the end, you will have given enough time and energy to the situation to justify moving forward from the point of implementing your decision. Then move forward.     

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Hal@Businessworks.US   302.933.0116 

 Open minds open doors.

 Thanks for visiting.  God bless you. 

  Make today a GREAT day for someone! 

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May 26 2009


The Business of Healthcare

Reality is that doctors are no longer” just” examiners, diagnosticians, and healers. In fact, the way things have been going, odds are that something about the healthcare profession will be vastly different by the time we wake up tomorrow morning.

And today, doctors are routinely expected to be insurance experts; banking, investment and financial wizards; administrative hot-shots; marketing, patient relations and community relations gurus; human resource management directors; professional buyers; government compliance champions; shrinks (even if they’re not psychiatrists or psychologists); oh, yes, and family icons.

Does this all add up to patients not getting as much quality care and attention? Of course. How can ANY human being whose existence is devoted to providing professional healthcare be expected to give patients full attention with so many other commitments and expectations tugging at her or his stethoscope? There is a way. Read on.

Thankfully, doctors share many of the same hallmark characteristics as entrepreneurs — from managing diverse cases, juggling breakneck schedules, being able and willing to work long hours and turn on the proverbial dime (if FDR ever knew!), to being self-empowering, quick decision makers with fairly strong delegation skills…and commanding (commandeering?) egos.

     Both–doctors and entrepreneurs–are motivated by the desire for personal achievement and financial gain, as well as a deep sense of things spiritual. Both take reasonable risks. Hence the name I created many years ago: “Doctorpreneurs.”

The differences of course are equally important. Human (and animal) healing, relief, care, wellness, and hope are certainly not software, electronics, transportation…or beer, hot dogs, tobacco, and french fries!

Two telling characteristics common to savvy doctors and true-blooded entrepreneurs is that both will only take reasonable risks, and both are smart enough to recognize that:

A) They don’t know and don’t want to know everything outside their realm of expertise, nor do they want to sacrifice the time it takes to learn because it detracts from their specialized skills and interests, and

B) They need to find and surround themselves with people who are experts in their own fields because in the long run it’s easier and less expensive to pay professional fees than to waste time and energy learning by trial and error.

     These are not traits of government or corporate leaders.

In the end, they are the traits that will hold our embattled healthcare programs and services together in much the same fashion that entrepreneurs (ala Jobs and Gates) will be the true agents of change as captains of small business that will turn the economy’s tide to productivity, prosperity, and growth.

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Input welcome anytime: (”Businessworks” in the subject line) or comment below. Thanks for visiting. Go for your goals, good night and God bless you! halalpiar  # # # 

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