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    How important are staff to your practice? That’s sort of a basic question, because everyone knows that without staff you can’t do your own job. But really, how important do we consider our staff? After all, they haven’t been to school as long as we have, they don’t know as much, they don’t make the money we do. Shouldn’t it be easy to replace them when we need to?

    It’s easy to fall into the trap of under-rating the importance of staff to a practice; but it’s at least as bad to have the wrong staff in your practice. Who are the ‘wrong’ staff? Most of us would say those who don’t work hard, or take too many breaks, or don’t know what they’re doing, or who don’t take initiative. Now, these are serious defects, but the proble

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    t really, how important do we consider our staff? After all, they haven’t been to school as long as we have, they don’t know as much, they don’t make the money we do. Shouldn’t it be easy to replace them when we need to?

    It’s easy to fall into the trap of under-rating the importance of staff to a practice; but it’s at least as bad to have the wrong staff in your practice. Who are the ‘wrong’ staff? Most of us would say those who don’t work hard, or take too many breaks, or don’t know what they’re doing, or who don’t take initiative. Now, these are serious defects, but the probl

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    e the money we do. Shouldn’t it be easy to replace them when we need to?

    It’s easy to fall into the trap of under-rating the importance of staff to a practice; but it’s at least as bad to have the wrong staff in your practice. Who are the ‘wrong’ staff? Most of us would say those who don’t work hard, or take too many breaks, or don’t know what they’re doing, or who don’t take initiative. Now, these are serious defects, but the probl

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    ff to a practice; but it’s at least as bad to have the wrong staff in your practice. Who are the ‘wrong’ staff? Most of us would say those who don’t work hard, or take too many breaks, or don’t know what they’re doing, or who don’t take initiative. Now, these are serious defects, but the probl
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    t work hard, or take too many breaks, or don’t know what they’re doing, or who don’t take initiative. Now, these are serious defects, but the problem goes deeper – are we hiring staff who really complement the practice?

    When you opened your practice you had an ideal in mind. Most likely it included doing the right thing with patients, providing top-notch care, having patients excited enough to tell others about what you were doing. Physicians have values they bring to their practice. The problem is, they don’t take the time at the front end to formalize those values, and they almost never seek to hire staff who share those same values.

    So what happens? The staff who are hired don’t match the ideal the doc had in mind

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