LeadNeglection: If there was something similar to a driving licence for employee management, most doctors wouldn’t pass the test

What it’s all about

When reviewing the results from cross-sectional analyses of our studies as part of practice management benchmarking, I repeatedly notice outstanding individual aspects that are already symptomatic in the individual analyses, but whose implications for the healthcare system only really become clear in their aggregated totality. An example of this is the best practice implementation, or rather: non-implementation (“LeadNeglection”) in the practice management action area “Employee management”.

Continue reading “LeadNeglection: If there was something similar to a driving licence for employee management, most doctors wouldn’t pass the test” →

Survey of patient satisfaction in German medical practices: Two thirds of the results are useless

What it’s all about

Due to an incorrect methodology, the “classic” patient survey used in most German medical practices is unable to provide GPs and specialists with realistic insights into the satisfaction of their practice visitors. As a consequence, this leads to necessary change measures not being discovered at all.

Continue reading “Survey of patient satisfaction in German medical practices: Two thirds of the results are useless” →

Praxismanagement: System schlägt Symptome

Worum es geht

Die Ergebnisse von Praxismanagement-Betriebsvergleichen zeigen immer wieder, dass die Arbeit niedergelassener Ärzte und ihrer Mitarbeiterinnen häufig durch ineffektive und ineffiziente Strukturen und Prozessen gekennzeichnet ist. Diese Situation resultiert aus dem zentralen Fehler vieler Praxisinhaber, die das Praxismanagement aus einer subjektiv-symptombezogenen Perspektive betrachten anstatt, wie es notwendig wäre, analytisch-systemisch.

Continue reading “Praxismanagement: System schlägt Symptome” →

Thinking small versus thinking big: A strategic guide for managers

What it’s all about

In management, success is also determined by the way managers think. Two terms that play a central role in this context are “thinking small” and “thinking big”. These concepts influence not only the strategic direction of an organisation, but also the way in which potential can be activated within a team. This article defines these terms, discusses the risks of thinking small and presents practical approaches for leaders to encourage a more generous and forward-thinking mindset.

Continue reading “Thinking small versus thinking big: A strategic guide for managers” →

Are medical assistants modern galley slaves?

What it’s all about

In some german GP and specialist practices, conditions are reminiscent of the dark ages when galley slaves had to toil in undignified conditions. This metaphor illustrates the unfortunately frightening reality to which some staff are exposed according to the results of employee surveys carried out as part of practice management company comparisons. Here is a detailed insight into the factors that individually or in combination characterise the miserable working conditions faced by some medical assistants.

Continue reading “Are medical assistants modern galley slaves?” →

Sind MFA moderne Galeeren-Sklaven?

Worum es geht

In manchen Haus- und Facharztpraxen herrschen Zustände, die an die dunklen Zeiten erinnern, als Galeeren-Sklaven unter unwürdigen Bedingungen schuften mussten. Diese Metapher verdeutlicht die leider erschreckende Realität, der ein Teil des Personals nach den Resultaten der im Rahmen von Praxismanagement-Betriebsvergleichen durchgeführten Mitarbeiterbefragungen ausgesetzt ist. Hier ist ein detaillierter Einblick in die Faktoren, die einzeln oder kombiniert die misslichen Arbeitsverhältnisse prägen, denen sich ein Teil der Medizinischen Fachangestellten gegenübersehen.

Continue reading “Sind MFA moderne Galeeren-Sklaven?” →

German healthcare system: Why does the best practice standard often go unused?

What it’s all about

Practice management is the transmitter of the medical expertise of practice owners and the resources used in practice operations into patient care. The better the management works, the higher the quality of patient care. A validated, easy-to-implement guideline, the so-called best practice standard, exists for the adequate organisation of practice management. Yet these are only partially applied. This has a strong negative impact on the care of practice visitors, on the efficiency of the work, the motivation of the staff and ultimately also on the economic results of the practice.

Continue reading “German healthcare system: Why does the best practice standard often go unused?” →

German general practitioners and specialists: Entrepreneurial Neglect Syndrome (ENS) and its effects

What it’s all about

Entrepreneurial Neglect Syndrome (ENS) refers to the neglect of entrepreneurial aspects in the management of medical practices. This behaviour has far-reaching consequences that affect not only practice management, but also patient care and the economic viability of the practice.

Continue reading “German general practitioners and specialists: Entrepreneurial Neglect Syndrome (ENS) and its effects” →

Die fünf häufigsten Fehler von Führungskräften beim Geben von Feedback und ihre negativen Folgen

Worum es geht

Feedback ist ein wesentliches Instrument im Führungsprozess. Professionell eingesetzt dient es nicht nur der Leistungsverbesserung, sondern auch der Motivation und der beruflichen Entwicklung der Mitarbeiter. Ein unprofessioneller Umgang mit diesem Instrument kann aber auch zu Fehlern führen, die mehr schaden als nützen. In diesem Artikel werden die fünf häufigsten Fehler, die von Führungskräften beim Feedback gemacht werden, und deren negative Folgen dargestellt.

Continue reading “Die fünf häufigsten Fehler von Führungskräften beim Geben von Feedback und ihre negativen Folgen” →

The limits of positive energy as a management tool

What it’s all about

Positive energy in management is often seen as a key to success. It promotes motivation, creativity and commitment in the team. However, this method also has its limits. This article examines where the effectiveness of positive energy as a management tool ends and the challenges that can arise.

Continue reading “The limits of positive energy as a management tool” →