New Purpose For Your Practice
by William D. Esteb
Ask anyone back in the early 60s what the purpose of NASA was and they'd tell you one of NASA's goals: put a man on the moon and return him safely to earth by the end of the decade. Why? To beat the Russians who were already years ahead of U.S. space technology. The result? Enhanced national pride. A strong motivator back then.
Like most goals, we achieved them. Now what? What are NASA's goals and objectives now? Their lack of clearly defined goals and purpose that the general public understands and accepts has severely limited NASA's impact and momentum. It's more fundamental than merely replacing the Challenger. It's the lack of a communicated purpose.
Dentists, accountants, chiropractic doctors, and other closely-held service companies suffer from a similar limitation. Many start out in college with a burning desire to give enormous energy to their professions. After graduation, they begin practice before designing the kind of practice they really want. Somewhere they are introduced to the real or imagined realities of the marketplace and their previous idealistic vision is choked or put on hold.
The energy necessary to survive and grow a practice takes precedence over philosophical considerations, long-term marketing strategies, or positioning the practice for future growth. The primary objective is to get flow--patient flow and cash flow. Frequently this early mind-set sets in motion a long series of decisions that, years later, results in burnout or a secret yearning to retire and change careers.
Serving two masters
Frequently, doctors attempt to live a double life, keeping their personal values deeply submerged and separated from their day-to-day activities. This separation often blurs the original vision and makes it easier to succumb to procedures that someone says must be in place to survive in today's practice climate. These procedures may be expedient in the short-term, but they shortchange the doctor's career, ability to attract and keep talented staff members, and run a business in alignment with their unique personal values.
We're all familiar with the difficulty of serving two masters. It's difficult to invest your life spirit in a compromise.
The mainstream business community prevents this disparity by drafting a mission statement or statement of purpose. A couple of short sentences that articulate the what, the how, the who, the why, and the intended result of being in business. Many business consultants believe that articulating the mission statement is the single most important job function of the CEO.
But mission statements and statements of purpose are not limited to huge corporate concerns. More and more small businesses are taking the cue and avoiding the opportunity chasing and side trips that prompt managers and employees to "take their eye off the ball," and are drafting their own statements of purpose.
Developing and implementing an effective statement of purpose is the foundation for the team effort needed to keep all areas of the practice in alignment. It is a benchmark by which business decisions and opportunities are evaluated. It is a living document that evolves, but clearly states the reason for being in business--and it's not merely to make money! You make money as a natural by-product of pursuing a purpose that is relevant and provides a needed benefit.
Goals versus objectives
It may seem nothing more than a mental exercise to sit down and articulate your values and long-term objectives. But those who recognize the value of "writing it down" benefit by having a new way to communicate their expectations powerfully to their staff and creating new focus for serving patients.
This is more than mere goal setting. Goals are important, but then what? I'm sure you're in practice for reasons that go beyond reaching arbitrary statistical goals or service volumes. Goals are like lighthouses you approach and pass as you navigate a seacoast. Objectives are like the North Star, solid, unchanging, dependable. Your statement of purpose should be objective-driven. Your goals are merely sign posts in pursuit of your objectives.
The statement of purpose becomes a touchstone that makes sure you can look back on your career and experience a sense of happiness and fulfillment. It is a tool for ensuring that your daily activities are in line with what you really believe and want. Is a bigger practice what you really want, or have you bought into someone else's vision of the ideal practice? Would you like to serve more families and children or PI cases? Do you need an associate to accomplish your objectives? Do you need your own building? These and dozens of other questions become easier to answer once you've drafted a statement of purpose. Moreover, they're different for every practitioner.
New staff hiring tool
Your mission statement becomes a vehicle for imparting your "corporate culture" to new staff members. The ultimate essay question when you hire a new staff member is, "What do you think of our statement of purpose?" A flat response is often a tell-tale sign of future problems. Incredible skills without an alignment of life purpose or shared value system almost guarantees a short-term relationship. But if the eyes light up and you can tell you've touched a responsive chord, you have a good chance of hiring a valuable contributor to your practice.
Some doctors are afraid of revealing their objectives for fear that if they really told others what they think or believe in, that they would somehow think less of them. Or that it would be difficult to attract staff members. But just the opposite is usually the case. The opportunity to participate with others sharing similar values is the most powerful form of motivation available. Attracting those who share your vision can create career positions in your office. And it starts with you.
Crystalize your vision
Bringing your "hidden agendas" out into the open can help staff members contribute to long-range office objectives. A statement of purpose empowers staff members to make the right decisions without having to check with the doctor on every little issue. It provides a way to describe to others, even patients, what you're really trying to accomplish.
In focus groups, one of the common deficiencies patients reveal is their inability to describe what their doctor does. No wonder there are few referrals! Their vague descriptions of chiropractic are less than dynamic. No wonder patients with low back problems can only refer other low back cases. If you'd like to break this cycle and broaden the appeal of your services, help patients articulate your vision. Sharing your statement of purpose can be instrumental in enhancing the patient's referral dialogue with others.
The clarification that results by writing it in a sentence or two is remarkable. It's relatively easy to ramble a page or two, getting flowery and profound. But a statement of purpose must be concise and to the point. Take the advice of the Hollywood producer who told script writers, "If you can't write your idea for a movie on the back of a business card, you don't have a movie."
What happened to the sense of purpose with which you began practice? Have you lost track? The first step to recovering your dreams is to write them down. Even the writer of Proverbs recognized this thousands of years ago. "Without vision, the people perish."
Buy the book
A Patient's Point of View
Originally published in 1992
240 Pages
US $19.95
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