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How in the world can anybody stop gossip?

Question: How can a manager effectively put the squelch on office gossip?
(Submitted by Timothy Burns, chief administrative officer, Glenwood Medical Associates, Glenwood Springs, CO)…

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Plan firm’s transition now even if retirement is years away

Many of us daydream of how we’ll spend our retirement years; it’s the dream we’ve chased all of our careers…

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How to improve the value of your practice

“Value Drivers are factors that affect the actual and perceived value of a practice,” says valuation expert Ronald L. Seigneur, MBA CPA of Seigneur Gustafson LLP, based in Lakewood, CO. “Potential investors, whether internal or external, look for performance in the two areas—universal value drivers and industry-specific value drivers.”…

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Orientation also keeps or loses that good hire

Orientation determines the success and retention of a new hire.
It’s a necessary element, says employment law attorney and business advisor Katie Pratt of Berg Hill Greenleaf & Ruscitti in Denver.
“It sets a foundation” of what the firm expects of the new employee and what the new employee can expect of the firm.
It’s also legal protection, because it solidifies the office’s policies as well as the at-will employment status.
A pre-first day visit
Begin the orientation with an informal get-to-know-you session several days before the…
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Pouter, wannabe boss, and ain’t-none-of-me and how to change them

Unacceptable behavior is never going to respond positively to negative statements such as “you have a bad attitude” or “you’re lazy.”
Turn the conversation instead to what the behavior is, how it is affecting the other staff and the office, and how the manager and other staff see the staffer because of it.
Then show alternative behaviors. But leave it to the staffer to decide that a change needs to be made and what the change has to be.
Here’s how to put all that to work with three kinds of staffers – the pouter, the manager wannabe, and the excuse-finder. All three can be found in any office, says…

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Colorado practice cuts costs by hiring IT staffer

Manager Arlene Zimmerman had an IT cost awakening when the computer went down. She called in the vendor’s tech support and paid $100 to find out the computer was simply unplugged.
“I told myself ‘never again!'” says Zimmerman, who manages a professional office in Colorado. So she started on a path of building up as much IT support as possible in-house—and getting the training free.
She began at the beginning. Each time support came in, she made the same request: “Show me what I can do so I don’t have to bother you with…

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