LMV Is Treatable

After working with many companies in more than 30 years in the health care industry, I frequently hear owners, managers and supervisors telling about employees who are not motivated. They talk about those staff members who seem to lack interest in what they are doing, do not care if the task is completed or have little concern about reaching the goals that have been set for them.

It seems so easy to blame one single person. It is simple to pick out a problem employee and begin focusing on what has caused him or her to lose interest or motivation.

But if you are going to sell anything and meet customer needs, you might need to do some group analysis of your company. In an industry that often requires up to five people to have a product delivered, many reasons can cause problems in productivity.

One serious problem may be related to the function of the team. This can be the billing team, operations or sales, etc.

Sometimes people are unmotivated simply because those around them are failing to do their part, carry their load or do not understand the significant role they play in the successful operation of the company. If the problem is motivation, it could be in the form of a virus that is being spread by another employee. This “lack of motivation virus” is often contagious and can spread quickly throughout any company.

While the virus can be fatal, it is treatable. It is best, though, to take a preventive course of action so you are not asking yourself whether the problem is motivation or team work — and who’s to blame.

Now is the time for prevention. Consider taking these precautions:

1. Make sure that each department in your home care company meets weekly. There are too many excuses why you cannot meet, and most are unacceptable. Gather together to share stories, build rapport and understand the need to communicate. Sales are built not from the work of one person but from the efforts of the group.
2. Let meetings focus on successes as well as problems. Make sure you let people know what is working, what is appreciated by patients and referral sources and what has helped build business.
3. Always leave time for staff to offer suggestions for improving operations. Employees want to feel that they are a part of the organization, and they want the opportunity to contribute to the growth and success of the company.
4. Stop blaming people and consider ways that will help people work together and complete tasks successfully. In their hearts, employees want to be successful. They want to get it right. They want positive recognition for their work. It is the role of their colleagues and managers to help make that happen.
5. Set reasonable goals. While it is great to keep challenging your sales team or billing department, unrealistic goal-setting not only hurts productivity but also sends a message to staff that no matter what they do or how hard they work, they will never be successful.
6. Treat the ego. Everyone in the company, from sales and marketing people to clinicians and delivery staff, have egos — and they do need care. People want to be recognized and appreciated. Never believe that people “just know they are appreciated.” You may have worked alongside another staff member for years who continues to help you when you are swamped — and is just waiting for you to say “thank you.” Acceptance by those who work and live with us is very similar, and we all want it from the workplaces in which we spend more hours than we do in our homes.
7. Any good message gets shared. Make that a company rule. Anything good we hear from a patient or referral source should make headlines at your next meeting. Don’t be too quick to focus on complaints and fail to highlight your successes.

So, is the problem motivation or is it teamwork? I’ll bet more often it’s teamwork.

Treasure it, honor it and recognize its value. If you do, your revenues will exceed projections, and your employees and colleagues will ensure their own success.

Louis Feuer is president of Dynamic Seminars & Consulting Inc. and the founder and director of the DSC Teleconference Series, a teleconference training program. He can be reached at www.DynamicSeminars.com or by phone at 954/435-8182.