The cost of disengagement in the practice
Disengagement in the workplace is bad. And it’s common.
Amy Koon, chief operations officer at the medical practice management firm Keystone Medical, says her company experienced growing pains when the Spokane, Washington-based firm signed on more practices and added personnel. Some employees were fired up and excited about the work, while others only did as much work as necessary.
In early 2016, Gallup released data suggesting the same: About two-thirds of American workers are either not engaged or actively disengaged in their jobs.
The apparent lack of engagement and subsequent consequences to Keystone Medical’s clients and bottom line, led Koon and colleagues to dig into what was going on and try to fix it.
Koon presented her findings and solutions for dermatologists, cosmetic surgeons and others at the May 2017 Aesthetics and Medical Dermatology symposia in Coeur d’Alene, Idaho.
““We researched and went over this for about two years and tried a bunch of things. Then, we had some really successful results and started sharing them with our dermatology clients,” Koon says.”
The principles, she says, can be implemented anywhere teams of people work together. And, teams are different, depending on the practice type. Team members might be providers staff, front desk and back office people, for example.