January 2002

What are they Recommending To You?

by R. J. Hammett, D.C.

            Dr. Hammett is a chiropractor in private practice in Kenosha, Wisconsin. After graduating from Life College in 1979, he completed several post-graduate programs in Physical Impairments, Diagnostic Imaging and Rehabilitation. He completed his Juris Doctor in 1995. He has written articles for several Journals and has lectured to numerous Chiropractic groups on the topics of Practice Management and Risk Prevention.

Over 20 years in private practice has made one thing absolutely clear: NO ONE practice management company has all the answers.

            For many, many years, I ran a full-time chiropractic practice and a management practice. It was interesting and exhausting at the same time. Now that I no longer consult on matters of practice management, it has afforded me a new look at the practice management game and who is playing it. At this time, there is some twenty or so practice management companies. Some has 20 or more years in business, and some has no more than a web-site.

            First and foremost, do you need coach? In most cases, yes. A great practice consultant can see with objective eyes the areas of your practice that need improvement, and the areas to increase efficiency and profitability. There are many practice consultant styles and formats. You will need to decide which fits your personal beliefs, about the practice of chiropractic, and the business of chiropractic. Remember, they are two separate entities.

            Here is a short checklist of questions for your potential practice management consultant:

            1. Are they in active practice? If not, how long were they in practice?

            2. Can they show you profit and loss statements of their own private practice and verify what they are saying they did?

            3. Are they ethical? This is a broad question. Ask yourself, would your mother or father be proud of what your consultant recommends you do to your practice and your patients?

            4. Is the consultant accessible at all hours? Just like any hospital E.R.?

            5. What guarantees of performance on their part are in the contract? Meaning, what is the minimum they will do, and is it in writing?

            6. How many seminars? Are they convenient to your practice location? How much time off from your practice must you take to get the information you need?

            7. Do they have a web-site that you can communicate with?

            8. Will you have only one consultant or will you be handed off to a “junior” consultant?

            9. Can you cancel your contract? What penalties? What refunds?

            10. Are all of the Practice Management materials included, or will you find yourself spending thousands on tapes, books, and other “extras” not included in the seminars?

            11. Is the consulting firm a pipeline for other vendors to sell you thousands of dollars worth of “necessary” equipment?

            12. Does the consulting firm guarantee a minimum of practice growth? In other words, what is their penalty if you do everything they recommend, and your practice does not grow?

            13. What about experience? Just how long and how many other chiropractors have this firm worked with? What is the average growth of these clients? Can it be proven?

            14. Testimonials? Forget them! They should mean nothing to your decision to join or not.

            15. How up to date is this firm? Chiropractic practice is a moving target. It changes weekly. Is the consultant you are hiring up to date and current with the changing world of health care?

            16. What about continuing education credits? Do they offer them in addition to practice management? This is a growing trend.

            This list can go on and on, but I think you get the basic idea. I am not against practice management companies; in fact, the majority provide a good service to our profession. But remember it is a service and like any service to your practice, you ask if it will improve your opportunities or diminish them.

            Lastly, Philosophy and Facts. In the last year or two, I have attended several “free” practice management seminars. Some were nothing more than one doctor’s success story trying to fit in your practice. Some were nothing than smoke and mirrors, or so much Chinese food. Some, though, were truly inspirational, factual and wanting to improve your ability to help more people in your community. Being a practice management consultant is a tough job, I know. But it is also tough being in a private practice, in the trenches so to speak.

            Remember, when a consultant advises you to do something, it is not his or her reputation, livelihood or license on the line, it’s YOURS.   

            — ‘till next time.