How do you balance practice needs with team member needs?

In my opinion clear expectation setting upfront is key to avoid gap between practice vs team member need. Once members are onboarded with the initial alignment, close and frequent connects on an ongoing basis helps building a bridge between expectation/needs.

My hands-on experience is as under: > First of all, a Structural Framework by way of SOP, Policy etc. about Practice Management >Above Structural Framework shall be Goal Oriented and very clear to all > I create my direct ownership with every individual's unsolvable tasks > I invite every individuals to pass all those unsolvable problems to my shoulder > By doing this I create an open space to perform their day-to-day functions smoothly >An effective tool is to continue repeated monitoring > The above scenario will create an utmost satisfaction for the organization > This is a Charismatic Leadership to balance the organization being impressed by the greater picture > This is my style

Balancing practice needs with team member needs hinges on effective communication. Regular team meetings, transparent communication about goals and expectations, consistent feedback, acknowledgment of contributions, and an open-door policy are key. Individual check-ins, adaptability to change, and accessible documentation further support this balance. By actively listening to team members and fostering open communication channels, you create a collaborative environment that meets both practice and individual needs.

One thing I have found to be effective is having a team dashboard to communicate team goals and operational alignments. Using it to solicit feedback from team members on the one objective or two objectives focused on for the week and for the day which aligns with operational goals for the month.

One of the vital keys to successfully reigning as a manager. Clear, concise and frequent communication with all the stakeholders unlocked every other doors.

Delegate with the intent to grow and develop, and accept that this may mean the task is completed differently than you would have done it.

Providing opportunities for professional growth is another key aspect. Training, mentoring, and cross-training initiatives not only enhance their skills but also demonstrate your investment in their career development. This can increase job satisfaction and loyalty.

One thing I have found helpful in building and bridging gaps between team members has been development of trust. I frequently ask the question of myself and other teammates if our actions helps build or eroded trust with eah other. Our goal each day is to build on each layer of trust through our acts and actions.

To balance practice needs with team member needs and empower/engage the team: 1. Communication: Foster open dialogue to address both practice and individual concerns. 2. Individual Development: Create personalized plans aligning practice goals with individual growth. 3. Skill Enhancement: Provide training opportunities to boost skills relevant to the practice. 4. Feedback and Recognition: Establish a culture of feedback and recognize individual and team achievements. 5. Autonomy: Allow team members some autonomy in decision-making, promoting a sense of ownership.

Trust ,support ,educate and delegate the responsibility to them and just monitor them across .most of the times they surprise you with their results

To balance practice needs with team member needs in terms of monitoring and measuring performance: 1. Establish clear KPIs aligned with practice and individual goals. 2. Conduct regular performance reviews for feedback and improvement. 3. Implement a feedback mechanism to involve team members in decision-making. 4. Provide continuous training for skill enhancement. 5. Consider flexible work arrangements for better work-life balance. 6. Use technology tools for efficient performance monitoring. 7. Maintain regular communication to ensure alignment and address concerns.

When measuring fee earner utilisation, make sure you look at the distribution of the utilisation and not just the average. Often you'll see some fee earners with very high utilisation balanced out by fee earners with very low utilisation to give an 'ok' average utilisation rate. A wide range of utilisation rates can indicate issues around work allocation, performance management and potential burnout risks. Dig into the metrics to understand why, taking corrective action as necessary.

Boundaries around working hours is a two way street for both the fee earner and the partner. Treat fee earners as grown ups - but establish clear rules of the road before a period of absence, such as holiday. Some may prefer to prepare detailed handover notes so they can completely disconnect, others may prefer to be at the end of a phone during their break. Don't assume a one size fits all approach, and ensure the person going on holiday is responsible for their chosen approach. Completely disconnecting for a holiday without a suitable handover beforehand causes unnecessary stress for the fee earners and partners providing the holiday cover. Clear lines of communication enable a balance to be struck for all involved.

To balance your own needs with practice and team member needs: Prioritize: Identify key priorities for yourself and the team. Time Management: Efficiently manage time for work and personal activities. Delegate: Share responsibilities within the team to lighten the workload. Communicate: Maintain open communication about needs and expectations. Flexibility: Be adaptable to changes in both work and personal life. Self-Care: Prioritize self-care activities to prevent burnout.

Considerations for balancing personal and team needs: Individual Strengths: Leverage team members' unique strengths. Feedback Loop: Establish regular feedback for ongoing adjustments. Celebrating Success: Recognize achievements and foster a positive culture. Learning and Development: Encourage continuous growth for individuals and the team. Cultural Awareness: Respect and accommodate diverse cultural perspectives. Adaptive Leadership: Be flexible and lead by example. Technology and Remote Work: Use tech for flexibility, and set clear boundaries. Conflict Resolution: Address conflicts promptly, viewing them as opportunities. Mindfulness: Incorporate mindful practices into the team routine.

Dentro de uma organiza??o as necessidades da pessoa física n?o podem se sobrepor às necessidades da pessoa jurídica. As necessidades dos membros da equipe devem estar sob o prisma do desenvolvimento das competências para o alcance dos objetivos do planejamento estratégico. As necessidades pessoais devem ser tratadas como exce??o para n?o haver confus?o do propósito da organiza??o.

Empowerment and Autonomy giving them decision making responsibilities. We must foster a sense responsibility, pride and accountability.

We have surgical practices where 1 surgeon sees up to 19 patients per hour. Patient satisfaction is 9.7 on NPS. Waiting times are below 10 minutes, even 4 acute care patients. Staff satisfaction (physician and nurses) is super high as well. How to reach that? The main strategic goal for any successful practice organization is focusing on effectiveness rather the efficiency of the use of physicians' time. Efficiency: Doing things right (physicians are working fast, leading to burnout) Effectiveness: Let physicians do the right things (medicine!), meaning the main goals for management setting up a structure (IT, documentation, staffing, rooms) so the patient is prepared perfectly when the physician enters the room. Plus some more factors.