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MANAGING EMPLOYEES
INMaster
THE MEDICAL
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PRACTICE/CLINIC
Presented by: Maxine I. Collins, MBA, CPA,
CMC, CMIS, CMOM
INTRODUCTION – SOME FAMOUS
QUOTES ON MANAGEMENT
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“If you pick the right people and give them the
opportunity to spread their wings – and put
compensation as a carrier behind it – you almost
don’t have to manage them.” --Jack Welch
“Hire people who are better than you are, then
leave them to get on with it…; Look for people
who will aim for the remarkable, who will not
settle for the routine.” –David Ogilvy
“Good management is the art of making
problems so interesting and their solutions so
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“So much of what we call management consists
in making it difficult for people to work.” – Peter
Drucker
“The secret of managing is to keep the guys who
hate you away from the guys who are
undecided.” –Casey Stengel
“Surround yourself with the best people you can
find, delegate authority, and don’t interfere as
long as the policy you’ve decided upon is being
carried out.” --Ronald Reagan
TRUISM
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Are some of these quotations true?
What is a truism? – From the Free Online
Dictionary – n. “A self-evident truth; an obvious
truth; platitude”
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From Wikipedia, the free encyclopedia – “A
truism is a claim that is so obvious or self-evident
as to be hardly worth mentioning, except as a
reminder or as a rhetorical or literary device and is
the opposite of falsism”.
EXPERIENCES
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Facts I have observed from many years of
management:
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Employees need to know what is expected of them
and understand the philosophy of the practice.
They need to be able to ask questions freely.
Everyone benefits from orientation and training.
Employee need goals to reach and exceed.
Individuals thrive with effective communication.
Everyone performs better when they are able to
contribute with ideas, suggestions that are, at least
considered.
YOUR EXPERIENCES
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Think back a moment to your experiences:
Do you remember your 1st job?
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What were your emotions on that 1st day?
Were you questions answered?
Did you leave that day feeling overwhelmed, but
excited?
Were you still a little apprehensive the 2nd day?
How did you feel after being there for 1 month?
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Could you have written down a concise description
of your duties and responsibilities at that time?
What perceptions did you have about the attitude of
ONGOING DISCUSSIONS FOR THIS
WEBINAR TOPIC
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This webinar will be a little different than some you
may have experienced.
You will be given an opportunity to continue to
discuss some of the topics/issues by emailing me
directly with your opinions and solutions to a few
case scenarios that will be presented at the end of
your PowerPoint presentation in the Appendix
section.
As we gather your ideas and comments on possible
solutions, I will calculate a consensus and then
provide you with my opinion on the correct
THE LEARNING PROCESS
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We begin learning at birth.
We had few fears to deal with at an early age. Do
you remember any fear from taking that first
step? We were adventurous; some more than
others; but - barring an illness, we all ventured
forward with enthusiasm and sometimes even
laughter.
What are some of your earliest memories?
Do you recollect your first day of school?
THE LEARNING PROCESS
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Do you have any memories of the first things you
learned about “right” and “wrong”?
What type of child were you?
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Did you love to look at pictures?
Did you love to read?
Were you a “loner” or did you love groups?
Was your family close?
Did you have a “few good” friends or “a lot” of
friends?
Do you remember the best day of your life so far?
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IS YOUR ADULT LIFE TOTALLY
DEPENDENT ON YOUR
ENVIRONMENT?
No, not usually.
We are all born with innate characteristics,
certain beliefs and attitudes that can be affected
by our environment – but this is not always the
case.
When we become adults and employees, we
must “for the most part” put away childish
things and determine for ourselves our own
destiny.
WHAT DOES ALL OF THIS HAVE TO
DO WITH MANAGING EMPLOYEES?
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EVERYTHING!
As a manager, we must develop the quality of
objectivity.
We can only do that by understanding ourselves
and attempting to understand our employee’s
perspectives.
It is still true that we must treat others as we
want to be treated ourselves.
How do we accomplish these lofty goals?
1. SELECTING THE EMPLOYEE
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Select the “right” employee for “the job”.
A manager can only do that if we:
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1. Understand the job.
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Educational skills required.
Characteristics of individual needed for the job – is
this a “people person” position; a research-oriented
job, etc.
Experience needed, preferred or required
Responsibilities – including a detailed list of tasks
Reporting requirements
Hours required
2. WEAVING
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“Weaving the job description” into the overall
goals and philosophy of the Practice and relaying
these aspirations to the employees.
Start them off in the right direction! Begin by
establishing an appreciation of the job in
relation to the most important goals of the
Practice - the provision of compassionate,
quality patient care and the support of the
clinicians providing that care.
We all need a purpose and a plan.
3. THE HIRING PROCESS
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Preparation
Organization
The telephone interview
The face-to-face interview
Thoughtful/”making it real”
Time requirements of the job
The legalities
The call-back
The selection
Follow-up
4. ORIENTATION
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Preparation
The “first day”
Welcome and introductions
Completion of necessary forms
The Employee Manual
Policies and Procedures
A “day in the life of the job”
5. TRAINING
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‘Hands-on” Computer Training
Importance of cross-training
OSHA
HIPAA
FRAUD, WASTE AND ABUSE
STATE LAWS
COLLECTION LAW
MANAGED CARE CONTRACT LAW
ORGANIZED TRAINING FOR THE DETAILS
OF THE JOB ALONG WITH EXPECTATIONS
TESTING WITH “REAL LIFE SCENARIOS”
6. ON THE JOB
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Necessary Tools for the job
Policies and procedures specific to job and
updated
Continuing the Educational process
The daily “huddle meeting” - updating with
newsletters, communication, etc.
Monitoring and follow-up
The “right attitude” – how to accomplish
Responsibility centers and “open door policy”
with next in command
WHAT MOTIVATES YOU?
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Is it the job itself?
Is it your work ethic?
Is it money and/or possessions?
Is it a “pat on the back” and acknowledgement?
Is it survival?
Is it success?
Is it fame?
Is it in your soul?
Is it a quest for education?
Is it someone in your life?
WHAT MAKES EMPLOYEES ACT
DIFFERENTLY?
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Where they come from?
How they were raised?
Their personality traits?
Their fears?
Their successes?
Their failures?
Their personal life?
Their circumstances?
Their dreams?
Their education?
TEAMWORK
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I believe it is all of the above for each of us.
That is why we are either good managers or
mediocre managers.
Do you want the person to succeed?
Do you feel you need to protect your own
position and, therefore, don’t want to give credit
where credit is due? We have all experienced
one of those types in the workplace. It stifles
teamwork!
Is it important to have a little fun and promote
excitement about the job?
CAN YOU “WIPE THE SLATE
CLEAN”?
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After completing a session(s) with a difficult
employee, can you really give them a second
chance?
Does your personality just “clash” with an
employee?
Do you disapprove of the employees personal life
style and allow that to affect your decisions?
Do you expect any more of your staff than you do
of yourself? Do you expect too much of yourself?
These are questions we each have to answer
daily and the ones that impact our success as
A FEW EXAMPLES
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The employee who lacks confidence.
The employee who is just never happy.
The employee with a “chip on their shoulder”
The employee who develops the attitude –
“things will never change”.
The “one with the “halo” effect”
The “one who loves turmoil and to stir up
trouble”
The ones “who talk big, but accomplish little”.
The “know it all”
The employee with “problems at home”
THE EXPERTS SAY-•
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“10 Tips for Dealing with Difficult Employees”
by Debra Condren, Ph.D.:
1. “Separate in your mind, the person’s
professional role from his or her difficult
personality.
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You don’t have to live with them, just motivate them
to perform well on the job and contribute to the
productivity.
2. “Use ..humor”. This is very disarming,
particularly to difficult personality types. The
ability to laugh at oneself is a key indicator of
“10 TIPS FOR DEALING WITH
DIFFICULT EMPLOYEES”
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3. “Don’t take it personally. Recognize that this
person is likely having difficulties with similar
themes in many other professional and personal
relationships. Remember that it’s not about you
–it’s about the person’s prickly personality style;
this will help buffer you from becoming
emotionally reactive or stressed”.
4. “When “issues hit the fan,” focus on first
listening rather than on arguing. Use comments
like, “It sounds like you’re very concerned about
this aspect of the project”. Or “Do you mind
“10 TIPS FOR DEALING WITH
DIFFICULT EMPLOYEES”
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6. “In a stalemate, rely on the old standby, “We
don’t have to decide this today”. Or, “Let’s sleep on
it and get back to this later.” Or, “Hmm. Let me
give that some thought and revisit the issue next
week”.
7. “Say your message in as few words as possible.
The less you say, the more likely you are to be
heard”.
8. “Don’t repeat yourself. Even if you don’t get an
acknowledgment from this difficult person that he
or she agrees, don’t try to “drive your point home”
“10 TIPS FOR DEALING WITH
DIFFICULT EMPLOYEES”
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9. “Periodically ask, “Am I making sense?” Asking
for feedback as you are speaking lets the touchy
employee know you are just as interested in that
person’s reaction and creative input than in being
heard or being right”.
10. “Have an Open Door Policy. When people, and
particularly difficult personality types, feel that you
are approachable, they are more likely to keep the
lines of communication flowing and less likely to let
things simmer to crisis/boiling point. Conversely,
employers who “table” every request to take with,
THE CONSENSUS?
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Do you agree with everything the author has
stated in this article?
Do you agree with most of it?
Do you agree with some of it?
HOW TO DEAL WITH THE GREAT
EMPLOYEE •
“Great Employees Are Like Fine Restaurants” –
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Mike Goldman, owner of Pridestaff of Paramus.
The secret is in identifying the strengths and weakness
of each employee.
Guide them and lead them on how to improve their
weaknesses.
Encourage and reward; and guide them to further
improve their strengths. We can all improve every
day in some way.
THE TRUISMS REVISITED
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The “right person” for the job
Individuals with talents, desire & goals
Give them the opportunity
Train and Delegate effectively
Make the job interesting, exciting and
challenging
Provide the employee with your expectations
Remove complications that hinder job
performance
Communicate, communicate, communicate
Listen – really listen
MOTIVATION
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There are ways to increase motivation
There are ways to diminish motivation
But, by and large, motivation comes from the
heart and soul of the individual and is “watered
and grown” by the effective manager.
Having a little fun occasionally and developing
passion for the job can motivate most.
Feeling ‘worthwhile and appreciated” can
motivate many.
LIFE
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From the dictionary - “the condition that
distinguishes organisms from inorganic objects
and dead organisms, being manifested by
growth through metabolism, reproduction, and
the power of adaptation to environment through
changes originating internally”
www.dictionary.reference.com
Couldn’t have said it better myself!
Life is truly what you make it - as is the
management of employees.
THANK YOU!
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Have a great one!!!!
Contact me at: [email protected], M
Collins & Co, PLLC
APPENDIX
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CASE SCENARIO #1
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CASE SCENARIO #2
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CASE SCENARIO #3
CASE #1 •
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THE EMPLOYEE CANDIDATE THAT LACKS
SELF-CONFIDENCE:
Once upon a time, I interviewed a young lady that had a
degree in Medical Records Management from an
accredited university. I was interviewing for two open
positions – 1 in the billing department; 1 in medical
records. I, naturally, had her in mind for the medical
records department after reviewing her resume.
When asking her about this position, she responded,
“Oh no, I am not interested in that position – I do not
want that responsibility! I am applying for the position
in billing. I know that I don’t really have hands-on
experience in that area, but I feel that I could learn the
duties and would like this position”.
CASE #2
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THE EMPLOYEE THAT RUNS TO THE DOCTORS FOR
EVERYTHING – COMPLAINTS, IDEAS,
SUGGESTIONS, CODING, MANAGEMENT, GOSSIP,
ETC. HE/SHE DOES NOT SEEM TO KNOW, LET
ALONE, FOLLOW THE CHAIN OF COMMAND.
You have surely had this happen to you – or will. One
day the Physician comes to the manager’s office and is
upset because an employee has approached the
physician in the hallway (while busy between his/her
seeing patients) with big ideas on specific problems in
the office that she knows how to solve; or, has
suggestions on how the office could better be managed
and/or reimbursement improved.
The physician wants to know how you could allow these
issues to continue and what you were going to do about it
CASE #3
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THE EMPLOYEE THAT CANNOT BE TOUCHED – IN
OTHER WORDS – HE/SHE HAS BEEN WITH THE
PHYSICIAN FOR A WHILE AND IS ABOVE
REPROACH AS FAR AS THE DR. IS CONCERNED.
However, you are experiencing constant interference and
violations of the policies and procedures from this
employee. He/she does not act the same in attitude or
behavior in the office when the physician is not around.
The entire office is complaining and wants to know why
you do not correct the situation.
Question/Discussion – How do you handle this situation
to prevent disharmony in the office and increase
productivity and teamwork – while, at the same time,