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Volume 28 |
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Let's say that you waltz into your practice (bright and chipper) on a Monday morning with your Starbucks cappuccino, a triple-berry six-grain scone, and you are also riding the secure feeling that comes with owning a mature, fully booked optometric practice. In addition, no staff member has called in sick today, which is nice. However, a special excitement is in the air today because you have decided to bring on an associate. Yes, you have done the research and determined that your practice can support at least a part-time associate and this promises to be your primary future avenue for growth (and best bet for a day off). You are confident in the decision because you've used your expert consulting partnership to make certain that it will work financially. lick here. To get to this point you evaluated resumes, checked references, conducted phone interviews, and so today you are meeting with the associate that you feel best fits your practice style. Later, as the caffeine slowly recedes from your synapses, this cheery feeling gives way to the thought that you have no idea how to answer the questions that this potential associate is certain to ask:
The answers to these questions will vary widely based on the specific situation. However, in this article I have outlined a few of the common threads that tend to run through this process of compensating an associate and eventually structuring a buy-in... |
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October is Halloween Safety Month |
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This month, we ask three questions regarding Associate-ships.
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"The freedom to do your best means nothing unless you are willing to do your best.."
—Colin Powell |
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iNEWS, published by Williams Group, is a free resource to members of the optometric community. You don't have to be a client to receive these valuable insights on the optometric market. |
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