CONSULTING DEFINED

In the business of consulting you will find four categories of help you could receive in growing your practice. A quick definition of these would help in directing you to receive the help you seek.

First, and perhaps primary, is diagnostics; a thorough examination of your practice allows us to diagnose what systems to fix. Additionally, we find that priority will surface in this list of systems. In removing capacity blockages this is critical for us and most other consultants would miss this diagnostic step or would not have the experience to fully understand specific practice dynamics. Experience is vital for accurate diagnostics that would define a clear priority.

Second is information; most coaches think this is the most important hey of getting changes. In reality, information is everywhere and is fairly inexpensive. The internet had made information available to everyone with the click of a button. In my thirty year career I have developed many breakthrough ideas and concepts that are now industry standards. Within months of releasing these new concepts they were being used by most of my competition in our industry. You see we all have access to current and the best information. Although information is necessary, it is rarely a stand alone component in breakthrough growth; in fact, information by itself may not produce your desired changes.

Implementation is the third component and is the work horse of consulting and is by far the most difficult. When you receive information and systems, most likely you will encounter implementation concerns. Every practice has individual dynamics due to staff personalities, doctor’s belief systems, community uniqueness and past beliefs about change. A skilled consultant will help bridge the gap between receiving information and systems and implementing these into the practice. Obtaining real change in your practice from concept to completion takes vision, persistence, skilled consulting, communication, training and commitment. It is absolutely rare to find a consulting group that recognizes the necessity of focused implementation as a critical component of growth.

Next is accountability; it has been said that what gets measured gets better. We as human beings have the propensity to do only what we must. Accountability breeds productivity and good consultants know that we must develop within your consulting experience strategic accountability as we work through the prioritized action plan. Few of us like accountability and this is seen in unrealized practice objectives. Great leaders know that accountability is a must. Highly productive people recognize its necessity and know its value. Successful people both demand and receive accountability.

Five is motivation and this is the most exciting and fun component and it is a change tool that can be used successfully; however, it has a short shelf life. We would rather focus more attention on your mission.  Having a clear mission will carry you through some tough implementation times, and will help you stay focused long after the emotional high is gone. The sixth and final component is Subconscious blockages, these are the ones that “come be like me” consultants would rarely find or have the expertise or time to fix. We find these subconscious or emotional blockages with the help of our extensive background and experience. We quickly spot these blockages to assure that we have several refined tools to show you how to get beyond them.

Now that you have been armed with an overview of the consulting business, you may begin to identify your consulting needs. As consultants, we rely on practice diagnostics, statistics and past patterns to help you find the program that will best serve your personal and practice growth needs. We look forward to an open and honest dialog regarding your practice to find out how we can best serve your needs. And if we can’t help you, we will certainly refer you to someone who can.