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4 Steps to Empowering Employees

4 Steps to Empowering Employees

 

Transcription:

Hi, this is Dr. Noel Lloyd with Five Star Management and this month we’ve been teaching our High Volume, Low Stress training. One of the things I have been talking about is empowering employees.

I’m going to give you my four step process for empowering employees to give you the help that you want in just the way that you want it.

So here’s the set-up. Every single chiropractor would love to have a team full of empowered employees. People who not only know their positions, but function really, really well right at your right shoulder, or your left shoulder, helping you help your patients, do your marketing, do your billing, everything; people who are empowered to do the job correctly.

I have found that there is a four-step quadrant that really helps identify the process and will walk you through that process helping you empower employees and I’m going to share that with you next.

Now, aren’t empowered employees great? Employees that understand what you want in the clinic, take ownership of their position, do the best they can on behalf of the doctor, other staff people, and also the patients. People who do marketing, route patients, adjust patients, and also just handle all the admin things in your clinic.

Well, there is a four part or a four-quadrant empowerment plan that I learned from Ken Blanchard in one of his Blanchard books called The Three Keys to Empowerment and I want to share with you how I use it.

So, I’m going to draw a quadrant here and I’m going to bust it into four positions. We are going to call this one, this two, this three, and this four, and this is a star for start here. Now, this is high direct-low support. Let me tell you what I mean by that.

High direct means that I want you to do exactly this, exactly this way. In my training I’m very, very specific. I have scripts, I have steps, we do role-play, and I’m going to train a position exactly the way that I want it. If you aren’t getting a particular performance from a particular staff person, maybe you’ve never told them exactly how you want things. So we do high direct-low support.

What do I mean by low support? When somebody just starts a position, they’re all motivated. It’s a brand new job. They don’t need a lot of cheerleading on your part. They’re going into training, they’re expected to learn, so high direct-low support.

Now, the next quadrant is high direct-high support. When you start to transition into quadrant two, this is where you’re starting to understand that hey this is work, there are things to memorize, there’s practice that I need to go through in order to synchronize the work that I do with other staff members. I have to learn how to handle objections.

So, I’m still very, very high direct. This is a specific way I want a procedure, but I also start to become a cheerleader. I’m going to say “Hey, look at the progress that you’ve made, look how far you’ve come in this position, look at your trajectory, look at all your wins.” I’m very focused on the employee’s wins. I want them to know that I’ve noticed their performance and their hard work.

Now, this is low direct-high support. When somebody transitions into quadrant number three, that means that they really, really do a wonderful job, they understand the principles, the concepts that I’m working for, they get my practice vision, they get my philosophy, they get my goals, they understand and are trained in my action steps.

I love it when an employee transitions to number three because they can bring a problem to me and I’ll say “You’re a smart kid, tell me, what do you think you should do?” And I’ll listen to that answer, then I’ll give them high support. Now, it doesn’t mean I don’t have the solutions, but what happens in quadrant three, is your empowered employee is bringing you a lot more solutions than they are bringing you problems.

Now, quadrant number four is low direct-low support. I’m thinking about three or four doctors who purchased clinics from me when I think about this right here. They started out as high direct-low support. Here are your scripts, this is your day one, this is your day two, this is your marketing calendar, this is what I expect, go get em’ killer.

Then, when they found out it was work; setting up screenings, doing screenings, getting people to commit, getting people to come in, getting people to sign up for care plans, I would be high direct still, this is exactly what I want, but high support. Look at your trajectory, look how far you’ve come, look how close to our goals we are.

Now, when somebody proves to me, that they are a man or a woman worthy of their word, with good talent, taking my stuff seriously, then they can come over to this quadrant and they’ll here from me, “That’s a problem, I understand that, but I think you’re smart, tell me, I’ll give you all the support that you need, go solve that and bring me the solution.” I love it when somebody’s into that.

Now, about this point the doctor is buying a practice from me. Gets all of my applause, but I can also say, “You know what, you know exactly what to do at this point and I have also found out that you’re a self-motivated, or an empowered person.”

So, four quadrants to empowerment; high direct-low support, high direct-high support, low direct-high support, and finally empowerment where they really don’t need me to direct them and they really don’t need me to support them. In order for them to be able to latch onto their own intrinsic motivation, which is empowerment.

This is Dr. Noel Lloyd for Five Star Management and I know that that helps.




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