Being Unable to Simplify
One of my favorite quotes is from Albert Einstein, who said: “If you cannot explain it simply, you don’t know it well enough.”
A primary reason that many service professionals fail to build thriving practices is that they struggle to articulate, in a clear
and compelling way, exactly what solutions and benefits they offer.
Personally, I make it a point to explain what I am doing to each patient so that I can relate it to almost anyone in terms they can understand. I do this by using practical, everyday objects that people can relate to, too. When I explain the effects of medical acupuncture on the nervous system, I compare it to resetting a computer by pressing “Control, Alt, Delete.” Acupuncture resets the nervous system. When you use familiar examples, patients become more comfortable and you earn their trust.
Organization barriers are situational limiting factors that prevent us from being booked solid, even if we have patients
waiting to see us. These factors are typically problems such as having one treatment room to practice out of, or not
having a receptionist to answer the phone. These may seem unbelievable, but organizational barriers are very common in
chiropractic practices. It’s best to correct them early, so you can grow.
In my experience, a business problem is almost always a personal problem in disguise. These obstacles affect our concentration, energy, and overall health. It can be difficult to overcome such barriers, but until they are corrected or accepted, your practice will not be able to reach its full potential.
Many chiropractors who work for themselves can’t book themselves solid because they are unable to define the focus of their practice. Most chiropractors focus most of their time on the chiropractic part of their practice and too little time on the business management portion of it. For example, Starbucks is not in the coffee business, but in the franchising business. What we need to remember is that being a chiropractor is only a small part of our bigger picture; that is, we are in the business of making people feel better.
We must invest as much time into our business practice as we do into our clinical practice. For example, for every seminar we take on assessment, we should be taking one on business development, such as management, team building, or public relations. This method of thinking is not taught in schools; however, it can affect the overall performance of chiropractic practices. In order to build a successful practice, we must make it a priority to invest in all facets of our business.
Dr. Lombardi can be reached via www.exstore.ca or firstname.lastname@example.org