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Managing Your Practice With Data

Last week I introduced you to the Six Pillars of Practice Management.  Earlier this year, we launched the Choice Acuity reports.  These are a series of reports based on the Six Pillars and designed to provide meaningful benchmark data so that practices can better understand how they compare with their peers. It is a benefit of membership in the Choice Network and those who get this feature are providing wonderful feedback. The primary purpose is to let you see where there is an opportunity to make a significant, positive impact on your business. 

There is a lot of valuable information that we can extract from these reports, both as individual practices and collectively as a profession. These reports run such that each pillar is repeated 3 times per year (for those of you doing the math and scratching your head, call me and I’ll explain!) and August saw the second administrative report. This gave us the opportunity to look at the first set of data. And while snapshot benchmarks are incredibly valuable, being able to identify trends at both an individual practice level as well as a peer group will be incredibly important.   

As we created this report, we assembled a team of experts and identified about 80 discreet, measurable elements that are common to most administrative processes. These 80 metrics were attributed to seven specific domains within the administrative role. For the report, we couldn’t begin to cover all of that information, so the team reduced everything down to what we thought was most critical to identifying the root causes of sub-optimal cash flow.  

We know that a best practice, and one which many O&P’s find hard to do, is to collect 100% of the patient’s responsibility before you deliver the device(s). The report shows that between April 2021 and August 2021, collectively the practices that reported data in both periods had fewer patients owing money at delivery. Yay!  We also noticed that there was less variability in all but one peer group. This means that as a whole, all the participating companies got closer to a common percentage.  A high degree of consistency can mean several things; for one, it is an indication that we are identifying an acceptable or desired level of performance. I will say that two data points do not make a trend and it is way too early to start drawing conclusions, but it is still fun to think about the possibilities! 

Another key metric we wanted to measure is the percentage of deliveries that are completed but not sent to the billing team. Company profitability can benefit from streamlined processes that allow you to get paid faster. The way we bill does not allow us to submit claims prior to delivery, but we should strive to bill as soon after delivery as possible. There are five peer groups that we have identified to represent the varying size of the O&P practices that participate in this. The group that represents the smallest practices is once again the only group whose values were opposite. But in this case, they showed an improvement (a lower percentage that had not been sent to bill) whereas all the other companies increased this percentage.   

Across all companies, there appears to be a slight increase in the average number of claims billed but the differences were typically insufficient to impact the peer group placement. If a peer group change occurred, in almost every single case, it was to move “up” to a larger company comparison.  

I hope you find this information interesting and that you want to learn more. Please visit our Business Intelligence webpage to find out more! 

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Practice Management

According to an article from AOPA, “O&P providers are collecting data on performance-based and patient-reported outcomes as a way of improving clinical decision making and providing better care.” But the article says we have taken “disparate approaches” to collecting that data and talks about the need to standardize the data. At OPIE Software and OPIE Choice we recognize the importance of data, both in O&P clinical decision making and in practice management. To that end, with significant input and refinement from your peers, we identified and defined “The Six Pillars of O&P Practice Management” to help you make your company better. 

The Practice Manager is responsible for “everything else” (non-clinical) that occurs during a patient encounter — from the organization and optimization of patient flow and office workflows to the implementation of policies and procedures. The job has a massive impact on business profitability.  

  • Organizing and optimizing patient flow 
  • Organizing and optimizing office workflows 
  • Financial Management 
  • Risk Management 
  • Human Resources Management 
  • Quality Management 
  • Business Operations 
  • Implementing policies and procedures to achieve the above 

What we realized is that there is a great deal of commonality in the way these responsibilities are executed. And while there is a good variety in the details, the basic objectives are very consistent across practices.  

To improve profitability and efficiency, we needed to break practice management down into logical categories so we could focus our efforts to understand and then solve common challenges. We learned that no pillar stands alone. You can be better at one than another, but failure to address any one pillar will prevent your practice from excelling.  In no particular order the pillars are as follows: 

Administrative 

  • Accurate patient intake 
  • Documentation accuracy and completeness 
  • Patient scheduling 
  • Practitioner 1-1’s  
  • Patient outreach 
  • Referral source outreach 
  • Weekly planning 

Clinical 

  • Complete clinical documentation 
  • Does it demonstrate the value? 
  • Does it demonstrate medical necessity? 
  • Patient goals and progress 
  • Patient outcomes 
  • Patient-reported  
  • Clinically obtained 
  • Practitioner collaboration/cooperation with admin 
  • Practitioner efficiency 

Patient Satisfaction 

  • Moments Of Truth 
  • Patient Engagement 
  • Service Quality 
  • Survey provision rate 
  • Survey completion rate 
  • Patient Education 
  • Voice Of the Customer 

Materials & Fabrication 

  • Remake and repair frequency 
  • Cost of Materials 
  • Technician productivity 
  • Workflow tracking…where are backlogs? 
  • Order process…tied to the patient? 
  • Parts tracking 
  • Manufacturer recalls 

Strategy 

  • SWOT Analysis 
  • Environmental Scan – Referral sources 
  • Visit mix – Patient Funnel 
  • Focus on what makes you unique 
  • Understand your customers 
  • Know when to say “no.”  
  • If you are not moving forward, you are falling behind 

Financial 

  • Accounts Receivable 
  • Cash flow 
  • Understanding the cost of doing business 
  • Contracting 
  • Revenue per visit 
  • Cost per visit 
  • Revenue Cycle Management 

Our education program was redesigned around these pillars and seeks to identify and then teach best practices in each of these areas.   

Now that we have a really good understanding of the workflows in each pillar, we have been able to create data analysis tools that allow hosted OPIE users to rapidly identify trends, either positive or negative, and then Choice members are able to drill into that data down to the patient, claim, or Rx level to understand what is happening in the practice. 

Next week, I will reveal some interesting findings from the data. 

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It’s Time For Action

First and foremost, we extend our thoughts and prayers to our colleagues and others in Louisiana and all the other states who are struggling through the aftermath of hurricane Ida.  There is a long road to recovery for them and I am sure they can all use our support.  Ida caps off a few weeks of headlines that have not been very uplifting.  But I want to tell you about a positive story whose outcome you can influence! 

We have come a long way, in fits and starts, since the 2002 Negotiated Rulemaking fiasco. Here we are, nearly 20 years later with an opportunity to codify the intent of BIPA 2000 section 427 and more. 

There are two bills before Congress, S 2556 and HR 1990 both called the Medicare O&P Improvement Act. The language in both bills is identical and both have bipartisan support.  The bills are the results of years of coordinated work by the O&P Alliance, supported by AOPA, the Academy, NAAOP, NCOPE, ABC, and BOC.  What makes this special is that we have identical bills in both houses at the same time, both with bipartisan support.  But the work has just begun. This is where your action is crucial. There are 4 key goals that will be codified in this Act, should it pass: 

  • The legislation would differentiate in statute the clinical, service-oriented nature in which O&P care is provided from durable medical equipment (DME). DME is totally different than O&P care and should be treated separately in statute and regulations. O&P clinical care would no longer be viewed through a DME lens, permitting more appropriate regulation. 
  • Revises the interpretation of “off-the-shelf” (OTS) orthotics for purposes of competitive bidding by clarifying that the Centers for Medicare and Medicaid Services may only competitively bid orthoses that require “minimal self-adjustment” by patients themselves, restoring congressional intent and ensuring that patients in need of custom fit orthoses will continue to have the clinical care necessary to achieve proper orthotic fit and function. 
  • This bill would exempt certified and/or licensed orthotists and prosthetists from the requirement to have a competitive bidding contract in order to provide OTS orthoses to their patients, much like the law treats therapists and physicians. These orthoses would be subject to the competitive bidding rate so this provision would increase patient convenience without increasing Medicare outlays. 
  • The bill would reduce waste, fraud, and abuse by prohibiting “drop shipping” of all prosthetic limbs and orthotic braces that are not truly OTS (i.e., subject to minimal self–adjustment by the patient). This would save Medicare outlays and ensure the provision of clinical O&P care. 

What you need to do: express your support for these bills!  There are over 5,000 people directly involved in the provision of O&P care in the United States, yet fewer than 1,000 have used AOPA’s legislative tools to show support for these bills. 

Please ask everyone in your practice, and especially ask your patients, to indicate their support for this by using the tools to write to your representatives in Congress.  AOPA makes this SO EASY.  It will take you less than 5 minutes to do it and can have a profound impact on our profession and O&P patient care. Use the link below to simply enter your information on the AOPA votes platform, personalize the letter as you see fit – it’s important to tell YOUR story – and click send. 

Take Action NOW!  Ask your members of Congress to co-sponsor the O&P Patient-Centered Care Act! 

In addition to asking your Senators to sponsor the Medicare O&P Patient-Centered Care Act, please also take a few minutes to reach out to your Representative following the same steps and ask them to support H.R. 1990 if they aren’t already. 

As you use the AOPA votes platform to send letters to your Senators and Representatives, be sure to use the automated Twitter campaign. Every Member of Congress has a Twitter account making it a great way to ask for their support. 

Doing these three things will take just a few minutes and will go a long way in securing passage of this legislation. If Members of Congress do not hear from you, they will not know how important this legislation is to your businesses and more importantly, your patients. 

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What Team?

In the last two week’s blogs, I talked about the need for business acumen and the need for mission clarity, especially as a leader of the team. The massive assumption is that we actually understand what a team is. The word is used so loosely that many managers are unaware of its real meaning—or its true potential. With most working groups, performance is a function of individual efforts. A team’s performance, by contrast, requires both individual and mutual accountability. 

The key is creating that mutual accountability. Way back in MBA school, I had a professor who liked to give us group assignments. At first, we complained because we thought it unfair that our grade depended on someone else’s work product. But the concept he was trying to teach us was mutual accountability. There was a flaw in his approach, but I now understand the lesson I was supposed to learn. In full disclosure, I did not grasp the concept at that time… it was only later, once I had the proper context. 

Merriam-Webster defines accountability as “An obligation or willingness to accept responsibility or to account for one’s actions.” I’m sure this definition isn’t a surprise to anyone. But notice that it focuses on the individual. With just a moment’s thought, the difficulty in applying “accountability” to a team should seem obvious, maybe even insurmountable. But mutual accountability is essential to maintaining a high-performing team.  

Here is the tricky part-to effectively lead a high-performing team, it is crucial that the leader gets out of the way! That means you must build a team with the right people and create an environment that places the good of the team over individual self-interest. As a leader, your job is to first and foremost empower the team to accomplish the task at hand. Once the team is created and empowered, each member must be emotionally committed to the team. Remember there is no single leader on a team, there is a shared leadership responsibility with collective work products. 

We know that the most frequent cause of team dysfunction stems from a lack of clarity or confusion. Unspoken assumptions and expectations will lead to accusations and an unraveling of mutual accountability. Either there are disagreements and distrust, or there is a fear of conflict and emotional response, so nothing is said.  

John Spence has been and continues to be a fantastic resource for OPIE Software and our users. To say that he has brought transformational thinking to O&P practice management is an understatement. In a blog on high-performing teams, John referenced the work of a student, Jared Nepa who said that “the achievements of high performing teams begin and end with great leadership.” There is a lot of meat in that blog, and I encourage you to read it. 

Nepa summarizes his philosophy for leading a high-performing team like this:  

The best leaders get the most out of their teams because they understand that the whole is greater than the sum of its parts, and the collective effort of a team will always produce better results than a single individual if the group is lead properly. The leader must commit to surrounding themselves with the most talented people, engaging in actions focused on achieving specific results while consistently seeking feedback to improve themselves and the team. This philosophy will ensure high performance and achievement of goals. 

There is a lot to unpack in that statement and you cannot just throw people on a team and expect it to work (my professor’s flaw). The team must be assembled thoughtfully. To paraphrase Jim Collins, it is not enough to get the right people on the bus, we have to get them in the right seats. 

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What’s Your Position On The Team?

In last week’s blog and continuing this week, I am referencing a recent publication from the American Association for Physician Leadership in which they told their readers to be prepared for a renewed emphasis on the Triple Aim of improved quality, lower cost, and greater access to healthcare.  

They keyed in on an attribute that is often less developed in health care leaders: business acumen.  This is not a judgment, but rather an observation.  And the same observation holds true in our field.  We may not want to admit it, but historically, O&P business owners have not been punished for a lack of business acumen.  It simply was not needed.  And even today, the pain being felt by physicians has not made its way to O&P yet.  But just because we don’t feel it does not mean it isn’t coming!  I told my daughter that there are three ways people learn: they can be told that a stove is hot and believe it, they can watch a friend or sibling get burned and believe it, or they need to touch the hot stove to believe it.   

I hope more of us fall into the first or second category and not the third, but as far as O&P business is concerned, we have many examples of our friends and peers getting burned, so hopefully you don’t have to get burned.   

When you are immersed in patient care, you can probably size up a patient pretty quickly and have a really good idea about what you need to do before you even meet them.  You’ve read the prescription, you may have seen the physician’s report, and now you have seen them come through your door. You have a lot of experience, so your professional opinion is being formed.  This is the “patient care version” of business acumen.  Just like your patient care skills, business acumen can be learned.  The question is, do you want to learn it?  If not, I strongly recommend that you hire a business manager and let them manage the business.  At the OPIE Choice Network, we can share several examples of business owners that made the decision to stick with patient care and hire a businessperson, and we have examples of owners who gave up primarily providing patient care so they could focus on the business.  The big lesson is you can’t do both well. 

Chris Elgood defines business acumen as follows: “The ability to take a ‘big picture’ view of a situation, to weigh it up quickly, make a logical, sound decision confidently, and influence others to agree with you in order to have a positive impact towards achieving the objectives of the organization.” 

Ultimately, Ram Charan tells us that the missing link of leadership is “know-how.”  It may be a little underwhelming to see it expressed that way, but it gets at the ability to size up the current situation and create a game plan, as alluded to in Elgood’s definition.  It starts with having a clear direction, a “true-north” for your business that is expressed as a vision statement. It requires you to have a high degree of self-awareness and the ability to determine what your role in the company should be…are you going to primarily take care of your patients?  Or are you going to primarily take care of your business.  You absolutely cannot do both well. 

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Are You On The Team?

Your referral sources are increasingly being challenged to meet the Triple Aim of improved quality, lower cost, and greater access to healthcare. The American Association for Physician Leadership wrote this week:  

“This demands new ways of thinking about how healthcare is delivered. The momentum of change is accelerating, and opportunity is to the swift and aware. Finding more innovative solutions to the complexities of healthcare is facilitated by leadership that is aware, collaborative, and results-oriented. Practitioners need to look at healthcare with fresh eyes opened by new and /insightful questions.”  

They go on to say that physician leaders need to challenge their assumptions, learn more from their experiences, and build their teams. 

The first question you should be asking yourself now is “how do I ensure that I am included on my referral sources’ team? What experiences have I brought to them? What value do I bring to the table and how well have I communicated that value to my customers (the referral sources)? Just as the best physicians are starting to rethink their practices, so too should you. Two weeks ago in my blog, I said your “business goal should not be to prevent others from scoring, but rather to score despite what others are doing.” Now I want to know if you play to win—or not to lose? The two mindsets are not the same. And they are not even different sides of the same coin. One is assertive and the other is passive. Our good friend John Spence has taught us about “Disciplined Execution.” And the noted business scholar Ram Charan co-wrote a book on “The Discipline of Getting Things Done” in which he shows how “the best plans aren’t worth the paper they’re written on if you can’t pull them off.” Execution of the plan requires action, not passivity.  

That is where business acumen comes into play. Business acumen is the ability to bring about positive results or outcomes. Sharpening your acumen starts by acknowledging that your behavior can directly affect and improve (or diminish) business outcomes. Patrick McGuigan writes in the July/August 2021 edition of the Journal of Medical Practice Management that “embarking on a journey to improve your business acumen should start with a clear understanding of what a program should and should not accomplish. The first obstacle to improved acumen is recognizing that you might be the obstacle to positive change. You must be aware of your impact on results and how changes you make can impact the results positively. The tone of the culture in every practice or healthcare system is strongly influenced by leadership. Your stakeholders are watching you.” 

It would be foolish to think that a blog is going to give you everything you need to be successful. But you should know that the task is large, and you need to decide how you plan to invest in yourself and your business. OPIE Choice and OPIE Software have made and continue to make significant investments in bringing O&P-specific leadership development to you. I cannot emphasize enough how valuable participation has been to those who are receptive. 

Next week I am going to continue this thought process and introduce you to another book by Ram Charan where he describes the “missing link of leadership.” 

Portrait Of Medical Team Standing In Hospital Corridor

Leading Through Attrition

One of the great things about my job is that I get to spend time with business owners and decision-makers as they review data and strategize to help their companies grow. Although it is technically a job, when you love what you do, it does not really feel like work. The best part is when you get to see the change you were trying to make or the strategy play out as intended. Things that seemed impossible are suddenly there and the next goal is even more ambitious. The change is exciting! 

Lately, my conversations have focused increasingly on the struggles of turnover. I previously wrote a blog entitled, My Employee Has a Job Offer! Now What? where I cited a study showing that surveys indicated significant potential for people to seek new employment once pandemic restrictions eased. Now it seems, many O&P companies are dealing with fresh faces on the staff. This can become a reason to put ambitious initiatives on hold – but should it? 

There are some key elements that must be in place to successfully manage turnover. The first is to make sure the new staff members have the technical competence to be successful in their new roles. We created a Learning Portal as a significant benefit to members of the OPIE Choice Network. Here your new staff members can benefit from learning how to use your OPIE Software based on years of best practice development. This is also a great tool for existing staff to learn about features that they may not use or know about.  

At OPIE, we also have ongoing monthly education specifically designed to help teach and hone the technical skills required to work in an O&P facility. Invite your staff, new or old, to participate in these free, interactive sessions. These sessions target administrative functions, explain OPIE tools and best practices, and address other aspects of O&P practice management. You can view a full list of our upcoming educational events, here. This month’s ShopTalk™ is on ‘Clinical Plagiarism’ and how to properly use templates in clinical documentation. Who doesn’t want to make sure your notes are fully compliant? The next OPIE Software Release will give you more control over note compliance and this next ShopTalk™ will help shed some light on the importance of that.  

Once the technical skills are in place, actively engaging the new staff members in creating and refining your strategy to move your practice forward is a great way to encourage participation and take advantage of a fresh perspective. It is crucial that the words “we tried that before” or “that won’t work” are not uttered after an idea is mentioned, but rather, ask questions to try to fine-tune the suggestion. You never really know where the next great idea will come from! 

I am looking forward to seeing you at this month’s ShopTalk™ on August 11th 

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Are Your Managers Offensive?

In sports and at work, playing defense is primarily a reactive process. We respond to the activities and movements in our environment. As facts, directives, and business needs change, managers need to recognize the change, understand it, create a plan, and then respond to it. In spite of the fact that defensive management can be very frustrating and contribute to burnout, it is much easier to play defense than offense. In sports, this manifests as typically low-scoring games and is common earlier in the season, as teams have not yet learned the more challenging offensive plays. 

But business success is built on winning, on scoring points. Our business goal should not be to prevent others from scoring, but rather to score despite what others are doing. That requires a game plan. When you hire employees, you hire them to execute the company mission and goals. In other words, to be offensive! As a leader, your job is to clearly communicate your goal, and then get out of the way to allow your team to formulate and execute the game plan to win. 

Sounds easy, right? Hold on! There are a couple of things that will get in your way. Obviously, we need clarity and definition. Where is the goalpost? What does “winning” mean? Once those concepts are clear and the rules of the game are understood, then we can play. But a very common cause of failure here is leader interference. To wit: the Washington Redskins owner Dan Snyder. The Redskins were a force to be reckoned with in the NFL until Dan Snyder came in and decided he could buy a Superbowl championship. He bought the best players, but he refused to allow them to strategize the game. They were the experts, but he was the owner, so he dictated. And they lost. The big lesson here is to trust your team. 

Another stake to the heart of a winning strategy is to allow a culture where the staff does not believe they can speak freely to the top brass. This condition will lead to “Defensive decision-making.” In their article, “C. Y. A.: frequency and causes of defensive decisions in public administration,” F.M. Artinger, S. Artinger, and G. Gigerenzer cite a study showing that defensive decision making in healthcare is responsible for up to 30% of spending.  

While it is easy to write about these concepts, implementing them is hard. As a profession of ancillary health care providers, we have often become leaders through experience. But the environmental changes we are all facing will punish us if we do not require professional management of our companies. You professionally manage your patients, so why not your business? The first step is hard and requires honest introspection. The second step is even more difficult, and that is to seek knowledge and create a plan. If you want your team to be offensive, you need to be as well. What is your strategy? 

Join us at OPIE Choice as we present Mastermind 2022: Moving Forward where we work through these challenging questions, peer-to-peer. There is nothing like a little experience to help you frame and understand the challenges ahead. Whether you have participated in the past or not, come join us in Mexico in January where you can have fantastic, confidential discussions with people who have been where you are! 

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Understanding Strategy and Leadership

Last week I wrote about the importance of setting clear and measurable goals and metrics to maintain transparent accountability for you and your practice. The benefit of doing this is paramount and studies have shown that it significantly improves overall consistency and performance. It’s important to build this into the foundation of your business or you could be setting yourself up for a bumpy ride. I read this article in the Harvard Business Review about the “4 Ways Lying Becomes the Norm at a Company” and I think many of these reasons listed in the article correlate to transparency, accountability, and the quality of leaders on your team. 

The first factor mentioned was “a lack of strategic clarity.” Strategic clarity comes from having the right leadership culture. A study by the Center for Creative Leadership found that the four most important skills/capabilities needed by organizations in the future—leading people, strategic planning, inspiring commitment, and managing change—are among the weakest competencies for today’s individual leaders. But it also showed that the nature of effective leadership is changing. Approaches focusing on flexibility, collaboration, crossing boundaries, and collective leadership are increasingly more important than the basics of “making the numbers.” 

The challenge is in finding the right leadership culture for your company because the common thread among these studies is a powerful one: choosing the right leadership culture is the difference between success and failure. It is well known that healthcare delivery in the US is being scrutinized and tweaked in every possible way. From “value-based care” to a single-payer system and everything in between, the only thing we really know is that we don’t know how O&P will be impacted, but the likelihood of change is very high. 

As companies face change, they need to invest intentionally in a leadership culture that will match the unfolding challenge. The beliefs that drive leadership behaviors need to align with the operational business strategy, and once they do, that “clarity of vision” becomes more evident. 

At OPIE Choice, we have benefitted from some great minds in business leadership, including John Spence and Spencer Penhardt. These men have coached us in business leadership and have worked with us as we created programs specifically for O&P that are designed to help a practitioner-owner acquire the skills and knowledge necessary to strategically manage the business of O&P. 

For over eleven years, we have built an education strategy focused on your success and O&P Practice Management. We have looked at leadership, financial management, patient management, fabrication management, the differing daily workflows that happen in an O&P practice, and most importantly, the long-term viability and profitability of a practice. We have performed Root Cause Analysis and employed teams of O&P experts to tease out the nuances. The result is a revolutionary process for teaching everyone who works in an O&P practice how to be more efficient, more aligned, and provide better patient care while effectively managing the business of O&P. 

It starts with a strategy and a strategy starts with understanding. If you are ready to accept this challenge, I urge you to join our team in Playa Del Carmen, Mexico in January 2022 for our Moving Forward MasterMind leadership training! You can’t afford to miss this opportunity. Purchase your tickets before August 3rd, 2021 to redeem your early bird rate! Register Here 

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Transparent Accountability

Have you ever wondered if your boss really knows what you do? Have you ever wondered if your staff really knows what you do? What about the other team members in your company?  Do the clinicians/technicians/admin staff understand each other’s roles? When it comes to workplace collaboration and trust, it is critical that everyone knows what is expected of them and what they can expect of others. The only way to provide that transparency is to establish measurable goals, communicate them, support them, and hold people accountable for them. You must establish a process to routinely and frequently assess progress toward those goals. According to Ron Carucci at Navalent, “when an organization’s processes for measuring employee contributions are perceived as unfair or unjust, they are 3.77 times more likely to have people withhold or distort information.” When accountability processes are unfair, people feel forced to embellish their accomplishments or make excuses for their shortfalls. That sets the stage for dishonest behavior. 

He goes on to say that, “fortunately, our statistical models show that even a 20% improvement in performance management consistency, as evidenced by employee’s belief that their contributions have been fairly assessed against known standards, can improve truth-telling behavior by 12%. What we observed was that organizations where accountability systems were  viewed as fair and just had standardized processes where employees both give and receive regular feedback.” 

So, what metrics should you use and how do you get started? We know that while all of us in this profession are working to achieve great patient outcomes, each company is unique in its approach. While we can establish some norms and best practices, they need to be flexible enough to work within your culture. 

At OPIE, we have been refining O&P practice management best practices and have created education to accompany those practices. We have built an education strategy focused on O&P Practice Management. We have looked at leadership, financial management, patient management, fabrication management, the differing daily workflows that happen in an O&P practice, and most importantly, the long-term viability and profitability of a practice. We have performed Root Cause Analysis and employed teams of O&P experts to tease out the nuances. The result is a revolutionary process for teaching everyone who works in an O&P practice how to be more efficient, more aligned, and provide better patient care while effectively managing the business of O&P. We continue to explore all of these education topics in our monthly Workshops. Join us next month for our Administrative Workshop on August 17, 2021, at 4:00 pm to talk with your peers about “Dirty Data”. If you don’t think you have dirty data; you just haven’t looked far enough into your data. This session will focus on making clean data accessible to you and your team. You can register here