Corinne Wohl, John B. Pinto

UP (eBook, ePUB)

Taking Ophthalmic Administrators and Their Management Teams to the Next Level of Skill, Performance and Career Satisfaction

• Format: ePub

Produktbeschreibung

Like having an expert mentor in your pocket, UP is a powerful, practical workbook designed to take ophthalmic administrators and practice managers to the next level of their careers, offering practical tips, concrete advice, and a step-by-step guide for any hurdle they face.

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Produktdetails

• Verlag: Taylor & Francis
• Erscheinungstermin: 1. Juni 2024
• Englisch
• ISBN-13: 9781040135655
• Artikelnr.: 70885006

Autorenporträt

Corinne Wohl, MHSA, COE is a practice management consultant, executive coach and president of C. Wohl & Associates, Inc. She earned her Master's of Health Services Administration degree at The George Washington University in Washington, DC, and has 35 years of hospital administration, physician practice management, and health care consulting experience.

Corinne's passion is to work in a trusting relationship with surgeons and administrators to help advance their life's work and achieve their personal best. She is best known for bringing her detailed business and clinic operations experience to bear on practices of all sizes, while simultaneously helping clients see the longer term, big picture of where they are taking their enterprises.

Corinne specializes in ophthalmic leadership effectiveness, practice operations enhancement, financial benchmarking and analysis, management team development, and executive coaching for managers and physician leaders. She enjoys working with a diverse range of clients, from solo practitioners to large institutions.

A featured keynote speaker and program facilitator during her long career in eye care, Corinne is a frequent contributor to Ophthalmology Management, Ocular Surgery News, EyeWorld, Administrative Eyecare, and Cataract & Refractive Surgery Today. She has been an active member of the American Society of Ophthalmic Administrators, including serving as Administrative Eyecare magazine's editorial board chair and as a member of the National Board for the Certification of Ophthalmic Executives. She holds a certificate from the Yale School of Management.

John B. Pinto is the most-published author in America on ophthalmology practice management topics. He founded J. Pinto & Associates, Inc, in 1979. Since then, he has provided strategic planning, operations, and marketing advice to pharmaceutical companies, basic science centers, hospitals, multispecialty clinics, and single-specialty facilities.

For 40 years, a majority of the firm's work has served ophthalmic practices ranging from small solo practices to high-volume market leaders, teaching centers, and ophthalmic product companies. He has been active as a practice consultant in North America and Europe and has worked and lectured in South America and Asia.

John is best known as a strategic planning and economic advisor to practices large and small. In addition to covering most dimensions of modern practice operations management, he is a career advisor, providing individual coaching and contract negotiation services to new graduates and midcareer employed ophthalmologists. His professional life today is rounded out with succession planning, practice valuations, partner dispute mediation, merger/acquisition counsel, and leadership development for administrators and physicians.

A prolific writer, Pinto is the author of several books:
John Pinto's Little Green Book of Ophthalmology, Sixth Edition
Simple: The Inner Game of Ophthalmic Practice Success, Second Edition
Ophthalmic Leadership: A Practical Guide for Physicians, Administrators, and Teams, Second Edition
Turnaround: Twenty-One Weeks to Ophthalmic Practice Survival and Permanent Improvement
Ten Eyecare Practices: Benchmarks for Success
Cash Flow: The Practical Art of Earning More From Your Ophthalmology Practice, written with Anne Rose
The Efficient Ophthalmologist
Legal Issues in Ophthalmology: A Review for Surgeons and Administrators, written with Alan Reider and Allison Shuren
The Women of Ophthalmology, written with Elizabeth Davis, MD
Marketing Your Ophthalmic Practice

John is a member of the editorial boards of Ocular Surgery News, Ophthalmology Management, and Premier Surgeon, and a regular contributor to other eye care publications.

Inhaltsangabe

Dedication About the Authors Foreword by Suzanne D. Bruno, MBA Introduction
Section I Core Administrator Skills Chapter 1 Essential Administrator
Skills Chapter 2 The Role of Assertiveness in Effective Practice
Administration Chapter 3 Getting More Done: Organization, Prioritization,
Delegation, andTime Management Chapter 4 Prioritizing Your To-Do List
Chapter 5 Strengthen Your Career and Practice With Accountability Tools
Chapter 6 Encouraging Great Communication Chapter 7 Making the Shift From
Memory to Manuals Chapter 8 Checklists to Help You Stay Organized and
Efficient Chapter 9 Management's Role in Boosting Each Patient's Experience
Section II Boosting Career Consciousness and Effectiveness Chapter 10 Are
You Pursuing an Intentional or an Accidental Career? Chapter 11 What's the
Difference Between an Office Manager andan Administrator? Chapter 12 The
Value of a Mentor at Every Stage of Your Career Chapter 13 Coaching Up and
Down the Ranks to EnhancePractice Performance Chapter 14 Wohl's
Administrator Success Factors Section III Mid-Level Manager Development
Chapter 15 Strong De Partment Leaders Make Strong Practices Chapter 16 For
Administrators: Working With Each Mid-Level Manager toCreate a Personalized
Career Development Plan Chapter 17 Begin With the Ending in Mind: What
Level of Management StaffDoes Your Practice Need to Succeed in the Future?
Chapter 18 Peer-to-Supervisor Promotions: Transitions and Challenges
Chapter 19 Wohl's Rules for Building a Strong Mid-LevelManagement Team
Section IV Ophthalmology Is a Team Sport Chapter 20 How Aligned Is Our
Practice? Chapter 21 Leading Your Team Past the Inevitable Conflicts of
Practice Life Chapter 22 How to Lead More Effective Meetings Chapter 23
What Makes a Team ... Work? Evaluate How YourTeamwork Is Doing Chapter 24
Create a Staff Team of Engaged Employee-preneurs Chapter 25 Problem Solving
and the Benefits (and Limits) of Practice Task ForceCommittee Work Section
V People Are at the Heart of Our Job: Human Resources Management Chapter 26
Fifteen Tips to Avoid Bad Practice Hires Chapter 27 Optimizing Staff
Training Chapter 28 Motivating Your Practice Staff Chapter 29 Recognizing
Staff Contributions to Your Practice Chapter 30 Avoiding the High Cost of
Staff Turnover Rates Chapter 31 When Is the Right Time to Terminate an
Employee? Chapter 32 The Importance of Conducting Exit Interviews Chapter
33 Adding Value to Your Employee Performance Appraisals Chapter 34 Setting
the Tone of Your Practice Culture Chapter 35 Letting Every Worker Help Your
Practice Improve Chapter 36 The Business Benefits of Workplace Enjoyment
Chapter 37 Human Resources Issues: What Should I Do When ...? Section VI
Meaningful Measurements: Benchmarking Key Performance Indicators Chapter 38
Math: Your Second Language as Administrator Chapter 39 Critical Numbers for
Data-Driven Decision Making Chapter 40 Right-Sizing Your Technical De
Partment's Staffing Levels Chapter 41 Reducing Practice Labor Costs by
Measuring and ImprovingStaff Turnover and Separation Rates Chapter 42
Unpolished Clinic Operations? Examine and SmoothYour Patient Flow With This
Daily Clinic Review Tool Chapter 43 How a Pro Forma Helps You See the
Future Chapter 44 Being an Effective Steward of Practice Resources:
Conducting Rounds on Your Practice's Support Systems Chapter 45 A New
Benchmark ORUS: Your Ophthalmic ResourceUtilization Score Chapter 46
Improving Your No-Show Rate Section VII Leading Together With the Doctors
in Your Practice Chapter 47 Practice Business Problems? Think Like a Doctor
Chapter 48 How Surgeons Can Help Themselves by Helping TheirManagement Team
Thrive Chapter 49 Perking Up Your Practice Tempo With Greater Operational
Agility: How Doctor-Leaders Can Help Their Administrators Chapter 50 How to
Seamlessly Add a New Associate Doctor to Your Practice Chapter 51 Helping
New Physician-Owners Become Better Practice Partners Chapter 52 Benefits of
the Physician-AdministratorDyadic Leadership Model Chapter 53 For Doctors:
On Choosing and Managing theRight Practice Administrator Chapter 54 A
Practice Management Pop Quiz for You andYour AdministratorAppendices
Appendix A Administrator Career Satisfaction Rank and Rate Appendix B
Doctors and Administrators: Actors on the Same Stage Afterword by Craig N.
Piso, PhD Financial Disclosures Index