The Problem Isn’t Just the Cost of Physical Therapy

By Paul Gough, BSC (HONS), MCSP, SRP, HPC

What people expect in a service experience is almost the same every time—no matter if they are ordering an Uber, purchasing from Amazon, or receiving physical therapy treatments. Very few patients will think it’s okay to experience a below-par experience provider just because it is health care. A few may, but less and less are. What’s more, a lot of clinic owners are experiencing heightened frustration from patients who say they don’t want to or shouldn’t have to pay so much for physical therapy or who insist on not coming as often as their treatment plan specifies. I think the reality of that frustration is part money and part dreadful service experience.

Nominating Committee Slate of Candidates for 2017 Elections

Notice of Nomination

The Nominating Committee recommends the following slate for the Board’s consideration for the PPS 2017 Election.

Posted for your consideration is the slate of candidates unanimously selected and approved by the Nominating Committee for the PPS 2017 Election. After a careful review we believe the individuals slated possess the background, talent, and character needed to achieve the goals established in the Strategic Plan and to carry out the mission of the Section.

Follow the Leader

As physical therapy practice owners, we have the responsibility to help the next generation of therapists achieve success. This requires a learning process for us.

By Phyllis Levine, PT, DPT

The owner of a physical therapy practice is typically responsible for the management of the practice but this does not make them a leader. A manager is someone who is process driven while a leader inspires, energizes, and motivates. Many of us are probably content just managing; however, those who wish to lead need to be trained. We, as physical therapists, are educated to serve our clients. If we have the privilege to be in a leadership role, I feel we should aspire to be servant leaders and be educated in this process. Most experts in leadership believe that leaders are made, not born. Only a recognized leader who can “walk the talk” can develop other leaders. This has two obvious implications for those of us in a position to positively lead staff in our physical therapy practices. First, we must fervently strive to improve our leadership skills by modeling ourselves after those who excel in leading and then by becoming a role model for our staff. Second, we must recognize the incredible responsibility we have to lead the next generation of physical therapists in the ethical and moral development of clinical and professional skills. To accomplish this we must know what specific needs exist in our staff that require further development. Performance appraisals should be utilized to identify those needs. We, as the team leader, have a responsibility to lead them to a higher level. Our physical therapy curriculum gives us little education in this topic. Fortunately, the business literature has many examples of good, even great, leadership and the development process required.

Honesty Is the Best Policy


Hire slow and stick to an open and honest discussion.

By Eric Cardin, PT, MS

Can you recall the moments before your first interview? Whether you thought of the first time you were interviewed yourself or the first time you interviewed someone, this memory wasn’t hard to access. On the prospective employee side you (hopefully) reviewed (and reviewed) your resume and turned up looking your best. On the employer side? You rushed in from a meeting, or squeezed a slot in between patients, or stuck this interview at the end of a long day. When you think about it, what you are doing is spending 30 to 60 minutes with someone to decide if you want to be responsible for their paycheck and see them more than your loved ones!

Exercise your Leadership muscle


Strategic Work and Defining Your Target Customer

By Sturdy McKee, PT*

Leadership development is something that we not only do for our teams, but something that is critical for ourselves, as business owners. Budgeting time to do Strategic Work on your business is a critical component of this.

I remember, years ago, being especially frustrated with the idea of working on my business. I didn’t really know what “on my business” meant, and I was having difficulty learning more to assist me in figuring it out. I did know Howard Schultz wasn’t behind the counter at every Starbucks, and I had seen a few other business owners not working in their businesses. It appeared to me that those same business owners had a great deal more free time than I did. I did not understand how they did this, or how to get there, or even what they were actually doing. The question stalking me was: How was it that they were able to own and run, in some cases multiple, businesses while I was struggling to keep even one going?

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