The Practice Manager's Guide to Time Management

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