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Who are you?

You are a doctor and a manager. In your daily life you deal with people. From 9 to 5 you treat patients, or, rather, that is what you would like to do but day to day operation also demands your attention. And that takes time away from your patients. But from 5 o'clock to the end of the day all your discussions centre on your staff.

What do we know about other clinics?

We know their concerns, what they're talking about - and their concerns, their discussions are precisely the same as yours.

- Why do we, as doctors, not share a common view on how our clinic should run?
- As a doctor and leader you find you're the only one taking the lead to achieve goals.
- How can it be that employees don't act in accordance with the guidelines we've already discussed many times?
- Why isn't there a higher level of satisfaction in your organization?
- Why do personnel issues take so much time, and why are they so costly?

What have we achieved for other clinics?
We have put into words what doctors want from their clinic - and we have put those words into action!
We have been able to give doctors a common foundation for management and a common language - because management is about communication.
We have created a foundation for professional and personal development for both clinic employees and physicians.

What else do we know?
Many medical centers and partnerships are looking for balance - to be able to run a profitable clinic that is at the same time a good place to work and where work and free time are harmonised. It sounds simple and it is actually, but it requires the right tools and above all it demands a common language and shared leadership - and this is where things become difficult.

We have investigated the views of employees (to, among other things, employee satisfaction interviews) and discovered the following:
90% of staff have had an employee satisfaction interview, but only 25% have felt it was significant or serious. As a manager you spend less than one hour per month talking about your plans. This has the unfortunate consequence that only 5% of employees actually understand in which direction the clinic is heading. But all that is just stats and doesn't apply to your clinic, right? It's the neighbouring clinic that has those problems, not you - right?
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How does leadership theory work?
Pass! Of course we know the answer to that question but we prefer to focus on Practice - and we know that works. But we also know that staff don't always experience policies in practice.
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Case studies
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