The Practice Manager's Guide to Time Management

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performance, and increase stress levels. A calm and clever approach to the day’s tasks should betaken, as well as planning ahead.Urgent tasksUrgent tasks are the wild card: this is “urgent” in the sense of time, not importance, and there is abig difference. Techniques need to be developed to handle the urgent, unimportant tasks routinely:for example, setting aside an hour a day for returning low level calls and correspondence (or, evenbetter, assigning someone else handle these). Administration staff should be trained to screen callsand prioritise matters, so that they only address the doctor when his or her immediate attention isrequired. When a doctor is in consultation with a patient, full attention should be given to thepatient. All other medical and managerial requests should be dealt with when the doctor is not inconsultation.It is a good idea to set aside time on the weekly planner for the (expected) unexpected urgent tasks.A blank hour scheduled can make all the difference: for example not scheduling any meetings orroutine work between, say, 1.00pm and 2.00pm each day, leaving this space for routine importantmatters.Monitor progressSelf assessment is a useful tool. Tasks need to be completed in a timely and competent fashion. Thesame applies with goals: progress needs to be monitored, and self correction enlisted if there hasbeen a deviation from the course.Healthy competition is a powerful motivator. Setting budgets and standards that need to beachieved by each doctor in the practice, can increase productivity and enhance self motivation.Achieving measurable, achievable goals can be highly satisfying and increase motivation.Utilise technologyThese days, businesses have the benefit of superior technology that was unavailable twenty yearsago. This can vastly improve efficiencies in many areas. Personal computers, fax machines,automated practice systems, including patient recording systems and prescription systems, andnewer developments, such as the internet and internal and external e-mail systems, supportproductivity and profitability. The cost is minimal compared to the benefits.Recent developments in the technological industry include phones with internet access, and videoconferencing. Gadgets such as blackberries and iphones ensure that doctors and managers haveaccess to their emails and the internet, whenever and wherever they are. Video conferencingsoftware such as skype ensures that doctors and managers can arrange non clinical meetings withanyone in the world from the comfort of their home or office, at no out of pocket costs. This givesdoctors a flexible and quick option to be able to attend meetings, with little or no disturbance totheir working day.SocialisingThis is often an area where big time savings are possible. At work, social time should be pruned tothe minimum. Learning how to politely discontinue non-essential discussions and re-focusing12
thoughts on the matters at hand will minimise wasted time in a busy schedule. The “minimum” is, ofcourse, a personal thing, and taking this tactic too far can lead to loneliness and isolation.Socialisation is a work place lubricant that helps create and maintain good relationships with peers,staff and patients.In finding the right balance, it is relevant to bear in mind that studies have shown more than a thirdof an executive’s time can be spent on non-business interactions. In professions where time ismoney, and time is scarce, this sort of pattern is not acceptable, and leads to sub-optimalperformance. Doctors need to learn how to curtail lengthy interactions firmly, but with tact. Doctorsand managers should not feel every personal reference requires a response from them. Avoidemploying overly social people, (or timewasters): actually ask about this when checking references.Whilst it is critical for staff to have good communication skills, and it is commendable for them tohave the ability to socialise well with other staff, a balance is necessary in order for the practice torun efficiently.The practice manager should enforce a work-focused culture and always lead by example when itcomes to socialisation in the work place. Well-developed social skills do not include chatterboxtendencies. Every time a staff member spends five minutes regaling someone else with the story oftheir weekend, the practitioner can lose valuable staff time. This costs money and, can also cost thepractitioner time.A note to practice managersThe role of the practice manager is unique, as the principals of the practice entrust practicemanagers with the all non clinical aspects of managing a medical practice. Practice managers are‘agents’ of the principal doctors, and act as their eyes and ears when the doctors are busy treatingpatients. The core of the relationship between the principal doctors is one of utmost trust andconfidence, and this should be recognised by the practice manager and doctors at all times.Practice managers should do everything in their power to free the doctor’s time. It is important thatthe role of the practice manager is defined, and that the principals of the practice outline theboundaries of the practice manager’s authority. With time and experience, the practice managershould determine which matters the doctor wants to delegate, and which matters the doctor prefersto deal with personally. For example, some doctors involve their practice manager with theirpersonal finances, bookkeeping and taxation matters, whilst others keep personal affairs strictly outof the medical practice.Practice managers should also remember that their own time is valuable and delegate all noncomplexadministrative tasks to other lower paid staff. As the practice manager is the highest paidnon clinical staff member, it is important that they spend their time only with matters which noother administrative staff can handle. This approach will ensure that the wage paid to the practicemanager is utilised most effectively and that the practice receives value for their investment in thepractice manager.13
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The Practice Manager's Guide to Time Management

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