What Should You Look for in a Management Consultant?
By Troy Counselman, DC

It is perhaps naïve, but nonetheless commonplace, to believe while we are students in chiropractic school that once we graduate, the arduous “learning phase” of our lives will be over. After we enter the real world, we soon realize this is not the case.

Our need to learn relates not only to our chiropractic arts and sciences, but also to the business aspects of running a chiropractic office. Many doctors have a difficult time making the transition from an efficient chiropractor to an efficient business person.

When it comes to running our businesses, we all need help from others at some time. Even successful chiropractors should look to others who are more successful. Some of us turn to colleagues, mentors, or other family members who are in chiropractic. Others choose to call on a professional practice management consultant.

When looking for a chiropractic consultant, you must define everything it is that you want from the arrangement. Your considerations should primarily relate to the competency of the consultant as related to your particular situation.

Here are some points to consider when interviewing consultants to determine if a particular consultant or practice management company is right for you:

• Do they know what it is that you specifically need?

• Do they have experiences very near to what it is that you are encountering?

• Do they specialize in areas you desire to grow within your practice?

• Have they been and are they still successful in the way you view success?

• Do they act as if they are above you and make you feel as if your problems are unimportant? Or do they respect you and understand your concerns?

• Do they take into account that you have a certain level of experience yourself and that you are not necessarily starting from square one?

• Do they really listen to you?

• Will they go to the necessary lengths you need to reach the goals that you set?

• Are they accessible?

You should also address the financial considerations:

• Do they charge much more than is reasonable given what they are offering?

• Do they try to lock you into a long-term contract?

• Do they seem more interested in making money from you than making money for you?

To find the best fit possible when interviewing different consultants, you should make a list of your specific needs and concerns. Then you can ask the different consultants whether they specialize in these areas and what their general approach would be to some of them.

Here are some examples of the types of relevant data you might want to compile:

• You are just starting in practice and need general direction.

• You have been practicing for 30 years and need new focus or restructuring.

• You need more new patients.

• You want help keeping the patients you already have (thereby increasing your patient visit average).

• You need help with your report of findings.

• You need marketing assistance.

• You need help with statistical management.

• You need direction in effective billing and collections.

• You need help with your staff.

• You need updated and effective forms.

• You need specialized information concerning building a personal injury, workers’ comp, cash, insurance, or Medicare practice, or help in determining which focus is more feasible for your given demographics.

• You desire to become multi-disciplinary.

• You desire to bring on an associate.

• You desire to open and manage multiple practices.

• You desire to build your practice to a position where you can profit from selling it.

• You need guidance in buying or selling a practice.

Be sure to do your due diligence when choosing a consultant. A consultant should be interviewed and evaluated with the same - or greater - amount of thoroughness that you placed on choosing your practice location.

Know what it is that you expect from a consulting relationship before you enter into an agreement, and continually evaluate the consultant’s effectiveness in helping you achieve your goals.

An effective consultant will make you accountable, as you make accountable your staff, for the attainment of certain goals. You should have a similar requirement of your consultant.

Dr. Counselman manages S.A.F.E. Consulting (Simple, Affordable, Fast and Effective), and he is the author of two practice management books. He owns and operates a multi-disciplinary clinic, fitness facility and multiple clinics. Dr. Counselman can be reached at 785-267-3323, or through his website, www.successfulchiro.com.