Episode 73: Setting the Record Straight Between Employers and Employees

It doesn’t take long before you hear a label tossed around within any group or profession these days. Labels lead to subdivisions which per the definition of the word itself results in dividing us. 

For those of us who have gone from employee to employer, it’s a bit unfair that we have to contend with new grads who have been given the impression from academia that it’s “buyer beware” when accepting an out-patient physical therapy position. The impression sometimes given off from academia is that being a private practice owner is sometimes motivated by greed contributing to the willingness to bend the rules by imposing unethical standards or productivity goals that encourage unethical behavior. This has not been my experience. 

Here’s how to fix this within your practice: you have to share a common message with your staff. You are a therapist too. You went to Physical Therapy School. You care as much about your patients. But you didn’t settle, you wanted more, and that is why you went into owning your own clinic. Share your “why” with your staff. They need to understand why you risked time and money to open your private practice. When your staff gets your purpose and your motivations, they’ll connect with that.

Today we’re talking about a PT in Motion article about a survey that states that too much focus on productivity, increases the risk of unethical behavior. Listen to learn about why this is misleading and how researchers got it wrong and why we need to bridge the gap between employers and employees.


  • The survey mentions shows that 60% of survey responders found that productivity goals were found to be high or too high, 53% said the productivity goals were either difficult or very difficult to reach; and only 13% of schools systems had productivity goals at all.
  • Research should also look at the unethical behavior between academia, and commercial insurance companies.
  • We should be tracking the volume of care delivered, as well as clinical efficiency and patient outcomes. It takes all three to get an accurate picture of the caliber of the therapist you have hired on your team.
  • Billable units represent the volume of care delivered. It is the job of the therapist to deliver the best care possible in the most efficient and effective manner so that they can help as many people as they can.
  • Goals are intended to be challenging and held to high standards otherwise you’re measuring mediocrity. You will measure those pieces within your life that are important to you. It is the job of the owner to communicate how this is not only important to them, but also the importance of each staff member as a reflection of excellence in their patient care management skills.
  • PT School is meant to teach you how to be a great clinician – not to be a great owner, a great marketer, recruiter, personnel manager.
  • You can not manage over disagreement. Look at your employees currently working for you; is there anyone that has disagreement with how or what you’re doing? That will not get you the product that you’re looking for.

Worth Reading

Interested in learning how to bridge the gap between you and your employees? Schedule a time to chat or a one-on-one demo of MEG Academy and how it can train you to be better executive and manager over your team to take your practice into the top 10%.

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