CREATING A CULTURE THAT UNLEASHES YOUR PRACTICE’S POTENTIAL The Litmus Test


If you think you and your practice may be suffering from FS but you’re not sure, read the characteristics of FS below and see if any apply.


Common Characteristics of an FS-Infected Practice


To identify a foundered practice, one need not look much farther than the founders themselves. In an FS practice, the founders often:


● Inject themselves into routine operational decisions.


● Make reactive, crisis-driven decisions, fre- quently without seeking input from others or ignoring it all together.


● Count on and promote those employees who seem loyal and accessible, rather than on those with the best qualifications or talent.


● Handpick their employees, often like-minded friends or family members for key roles.


● See their employees as working for them (the founders) rather than working for the organi- zation for which they (the founders) happen to be owners.


● Motivate employees through fear or guilt, sometimes even without realizing it.


● Have a difficult time letting go of the strategies that helped to quickly grow the practice.


● Are highly skeptical about planning, policies, and procedures.


● Criticize those who suggest the need for new rules and systems.


If you answered any of these apply to you, it may be time for an intervention.


2. Solution


Treating FS If left untreated, FS can become a chronic and reoc- curring condition that festers for years, slowly dete- riorating the practice until the founders either leave, sell out, or the business simply collapses. The good news is that FS does not have to be fatal. If treated aggressively, the practice can recover and progress toward full maturity. Below are steps for treating FS.


1. Identify the Problem. The first and, by far, the hardest part of treatment is extreme self realization. In order to treat the problem, the founders must first recognize the need to change the way they lead and manage their practice. This means changing from within to better develop their own leadership abili- ties. Leadership and management are not the same thing. In fact, in many ways they are very different. Understanding that difference is critical.


2. Ask for and Accept Help. FS is the result of doing what comes naturally. Changing your


172 2018  Vol. 64  AAEP PROCEEDINGS


own leadership style is difficult because it means changing what comes naturally. Find- ing an experienced mentor from outside the organization will help the founders understand their own management style and how their actions affect the practice. A good mentor can help guide the founders to becoming better leaders for their practices.


3. Develop the Board of Directors. While a good Board of Directors can be the great source of support in overcoming FS, a poorly devel- oped Board will create a roadblock to suc- cess. A good Board should include people other than the founders and will focus on set- ting the direction for the practice. It will not be distracted by procedural or management is- sues. To be successful, Boards should meet regularly to: a. Create andReview Strategic Plans. Stra- tegic planning is the best way to engage the Board members and key employees in setting the course for the practice. Focus on two or three issues facing the practice in the next 3 months, 6 months, and 1 year and beyond and set realistic goals for the practice to achieve.


b. Conduct Risk-Management Exer- cises. Pretend one or more of the founders suddenly left the practice. How would op- erations be affected? What actions would management take? What would happen to cash flow? Who could step in? These kinds of “what-if” scenarios will help estab- lish systems to manage the practice.


Board members should be given job descriptions and training focused specifically on the responsibilities of the board. All board members must understand their authority lies in the board room. Once out- side the board meeting, established formal lines of authority must be followed. Develop the Management Team and Sys- tems. Appoint a team of individuals who will guide the practice and develop the manage- ment systems necessary to reach the goals set by the board. If current staff members don’t possess the experience and skills necessary to develop effective management systems, get help from outside the practice to assist. Once the management team is identified and sys- tems are in place, it is crucial to ensure the founders do not revert back to their old habits and circumvent the systems that have been created or undermine the managers they appointed.


3. Results


Curing FS can be a painful process but the benefits of recognizing and handling the disease far outweigh the pain and hassle of treatment. Using appropri- ate channels, remind employees the problems asso- ciated with FS are the result of the practice’s success


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