Then ask the employee to confi rm that the behavior
will not be repeated. "I need you to not repeat this style
of communication. Do I have your agreement that this is
inappropriate in our practice?" Use the language "I need"
rather than "I would like" or "Please" to emphasize that
you are serious about requiring the change in behavior.
After the problem has been addressed, reinforce that he
or she is a valued member of the team and that you have
confi dence that the shortcoming will not be repeated.
This style of coaching will help to raise the bar for all team
members to the expected level.
Maintaining What You've Built
It is essential that everyone in the offi ce is held to the same
standards. If you allow leeway to certain employees or
administrators, you will create resentment among staff
members, and the culture of your practice—not to mention
your own credibility with staff—will be damaged.
A leader cannot have favorites in the offi ce. For example,
you may have a long-tenured employee—maybe even
your fi rst hire from years ago when you started your prac-
tice—who is used to doing things his or her own way. You
may have even overheard staff say, "Oh yeah, he always
acts like that, they'll never do anything." Once the new
behavior standards are launched, all employees, including
those who have been at the practice long term, must be in
compliance with expectations.
Another challenge may be a superstar employee whose
less-than-stellar attitude has been tolerated because the
practice depends upon that person's performance. These
superstars also need to be coached into compliance with
the expectations using the previously mentioned approach.
SETTING THE STANDARD
52 MAY/JUNE 2017
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Every member of your staff plays a
critical role in the patient experience,
and your daily behavior guides your staff
more than any other factor in the practice.