OCT 2018

MedEsthetics—business education for medical practitioners—provides the latest noninvasive cosmetic procedures, treatment trends, product and equipment reviews, legal issues and medical aesthetics industry news.

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56 OCTOBER 2018 | MedEsthetics graduates of prestigious universities and that we take the level of care seriously," say Dr. Siperstein. Before adding a retail section, she polled patients to get their feedback. "My concern was that people would view it as me trying to make more money off them," she says. "There are fi ve main antiaging ingredients that are in everything. So what could I add? But I polled my patients, and they loved the idea." She decided to offer sun-protective clothing and a moderately priced private label line. Ten percent of all retail proceeds go to charity, and the practice combines its team-building activities with its charitable efforts. Giving Back "Our next charity is Joe DiMaggio's children. First we'll go to 'Build a Bear' and build bears together, and then we're going to take them to the Joe DiMaggio Children's Hospital and hand them out," she says. "Typically, we raise at least $1,000/month. We donate $500 to the charity and use $500 for the team-building activity, such as the Build a Bear." It was at an early team-building event that Dr. Siperstein learned an important lesson that helped her get her prac- tice culture on track. "We were getting ready for a Habitat for Humanity team-building event. It was on a Saturday, and I was saying, 'Aren't you guys excited, we're actually going to build a house! We're going to put on a roof.' And one of my staff members turned to me and said, 'It's a Saturday.' I realized that if I was ever going to create the environment I wanted that I needed to let this employee— who had never come in late, was reliable, dependable and did a decent job—go. It was a turning point for me." Today, she looks beyond experience and recommenda- tions and says that candidates' answers to open-ended questions, such as "If a patient came in in a wheelchair and was mistaken about the appointment time, what would you say to that patient?" are more revealing. "I had one candidate who came highly recommended who answered, 'I would tell them we're not a walk-in clinic, and they need to come back at the right time or make a new appointment,'" says Dr. Siperstein. "We are a practice that goes above and beyond for our patients. Per- haps a doctor has a cancellation or wouldn't mind working 15 minutes in to their lunch to accommodate the patient. Because she came back so quickly and negatively, I knew she was not right for the position." To further foster buy-in from staff, Siperstein Dermatol- ogy Group recently launched profi t-sharing. "I have been talking about profi t sharing for years, but I was just able to implement it," says Dr. Siperstein. In addition to rewarding staff and creating a positive work environment, she believes in being generous in terms of staffi ng numbers. "A lot of people would come into my practice and say I'm overstaffed, but I want patients to have that wow experience. You can't be understaffed and deliver that level of care and service," she says. "Don't be afraid to invest in staff training either. These are invest- ments that pay off." Inga Hansen is the executive editor of MedEsthetics. Dr. Siperstein built an 8,000-square-foot facility and sublet 1,500 square feet to another physician. Two years later, Siperstein Dermatology needed the entire space. A CULTURE OF POSITIVITY IMAGES COURTESY OF DR. ROBYN SIPERSTEIN

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