Associate Practice Mastery

In my 40 plus years experience in creating and running associate practices I wouldn’t want to practice any other way. However my observation from coaching untold hundreds of chiropractors is that relatively few associate relationships work to the mutual satisfaction of both parties.

It seems like there is a typical pattern here.

The associate’s initial incantations of “I would give anything to work for you” soon turn into “you expect me to do too much” or “I’m not getting enough of the new patients” which turns into “you are not paying me enough” and ultimately results in “so long, you son of a @^*&#” and by the way I have moved down the road with your patient files and your 2 best CAs …

The principle’s initial incantations of “I really need an associate” is often based on “I want to take more time out of the practice” or “I have a spare room or table for someone else to use” or even “I can work one practice while the associate can work the other”.

These possibilities soon turn to “the associate isn’t even making minimum and it’s costing me to have him/her here” or “my practice has suffered and the associate is prospering and my ego is in the toilet”.

These scenarios usually see the principle carrying buckets of resentment or uttering the very same parting words to the disgruntled associate as he/she leaves without a word of thanks for the great opportunity.

There are 2 distinct levels of associates:

The junior associate is a new graduate of up to 5 years in the field. Whilst their academic credentials probably exceed the principals, their practical skills and business acumen can be very poor and the generational gap can prove to be problematic.

This group will usually move on (or need to be moved on) within 2 years.

The second group is the senior associate.

These chiropractors have been in practice for more than 5 years and can be viewed as two sub-groups.

Group one has decided to “settle down” after a few years on the locum trail or overseas travel. This group often has designs of working for you for a few years and then setting up their own practice.

The second sub-group is those who have either run their own practice, done other associates or locums and realise that they don’t want the hassles of management and are quite happy to walk in and see their patients and walk out with their percentage.

This sub-group is quite willing to remain with the practice for a long time provided certain conditions are met.

To quote Sir Richard Branson on this subject;

“It’s all about finding and hiring people smarter than you. Getting them to join your business and giving them good work, then getting out of their way and trusting them. You have to get out of the way so YOU can focus on the bigger vision. That’s important. And here’s the main thing… you must make them see their work as a MISSION.”

With this said, there are 4 criteria that definitely lend to a prosperous associate practice as follows:

A Big Vision

People rally around a big vision. Your core values, practice purpose, or a compelling reason for being is what inspires your team. Adherence to a vision moves people out of the trivia of their own personal concerns – a condition essential for a prosperous associate practice environment.

Critical Thinking

The willingness to engage in debate, differentiation and distinctions that stimulate the minds of all is a necessary piece of the puzzle. To question, to ask and to challenge authority gets your associate practice invigorated and self-sustaining.

Clinical Excellence

People are drawn to those who take pride in their work and operate with clinical certainty. Seamless clinical procedures allow for the smooth running of the practice and in this environment the associate is supported in all aspects of their activities.

Communication

With appropriate communication, no obstacle is too big for any relationship. This includes both parties having agreement from the beginning as to the terms of their relationship and regular meetings to update and assess progress. Proper communication builds trust.

Provided you (the associate or the principle) select appropriately initially, buy into the vision and purpose, commit to ever increasing standards of clinical excellence, agree to the conditions of your relationship (and its severance) and then openly communicate along the way, a joyful and prosperous time can be had by all.