A fascinating dinner in Harpenden last night with European and UK Audiologist of the Year, Robert Bieny, founder of Hearing Healthcare Practice. In his 5th decade of serving patients, Robert has that calmness and wisdom of experience that has me mentally noting the individual phrases he uses in answer to my many questions. I’ve been
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It would be churlish of me not to publicly thank Violeta Claus for an extraordinary weekend in Luxembourg and for her generous hospitality. I posted two 60-second videos yesterday on my Facebook Profile and on Instagram/Twitter – they have gone predictably viral as they showcase her original (9-year old) 3-chair, first-floor clinic and the newer
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Before commenting on how NOT to tell them (and offer some insights on how to tell them) let’s establish some ground rules. I accept that this post may well be read by owners and associates. So.. I don’t travel around the country automatically recommending that associate pay scales are reduced – so don’t blame me;
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Occasionally we all get so wrapped up in the execution of what we do that we forget about the difference that we make. That’s why collecting patient testimonials isn’t just about feeding the relentless appetite of your marketing machine. It can sometimes be a good reminder to you and your team that you are doing good
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In amongst the emails I’m ploughing through this week (catch up mode). Trend 1 CB – here is a prospectus for a 2-chair practice with a £300,000 NHS contract, asking for offers in excess of £700,000 for the goodwill – what do you think? Clearly there has been no cooling down of the acquisitions market
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In any business – yours, mine, your suppliers – we all need protocols and conversations. The protocols are the way we do things – systems. The conversations are the ways in which we communicate – with each other, with our clients and with our suppliers. Most days I meet with dental businesses that are working
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Many is the time a client has said to me: No matter how many times I ask, things just don’t seem to get done Things don’t NOT get done because team members wake up in the morning thinking “I’m going to sabotage the business today by NOT doing the thing I said I would do.”
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Monday’s post was about The Message and The Method. On Tuesday we considered The Money (and I gave you a simple spreadsheet to design a marketing budget). Today I want to muse for a few moments on The Experience that you deliver to your patients. As I’ve often said, patients don’t chat about you to
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The word “business manager” is important here. I don’t consider it part of my scope of practice to comment on the performance of a clinic manager – that would be the person responsible for issues like compliance, governance, supplies, rota and team well-being. To a large extent the role of clinic manager is an echo
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Chatting to a Principal last night about her 3-year business strategy (a former client), she asked me “Chris are you just dealing with micro-corporates now then?” Note to self : get your marketing message clear. I’m still dealing with practices of all shapes and sizes, from single-handed to multi-location, NHS, mixed and private. It got
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