Eyeworld

78 | EYEWORLD | JULY 2023 P RACTICE MANAGEMENT by Corinne Wohl, MHSA, COE, and John Pinto About the authors John Pinto President J. Pinto & Associates San Diego, California Corinne Wohl, MHSA, COE President C. Wohl & Associates San Diego, California W e are often asked by practice owners to evaluate and upskill their administrators. This is a reasonable request. And in many cases, it's appreciated by the most ambitious administrators, who are always on the lookout for career coaching tips. But the reality is that a doctor's concerns about admin- istrative competency are as much rooted in a physician's leadership and supervisory skills as they are in issues of administrative competency. This area of practice ownership can be a major communication hurdle for managers and physicians to work out. Here are seven rhetor- ical questions physicians can ask themselves to understand their role—as well as their manag- ers'—in running a better practice together. 1. Am I a good listener? When the administra- tor is presenting facts or answering questions, am I focused on the information, or have I already formed an opinion and tend to ignore the answers to questions I have asked? A good listener is present and in the mo- ment. They pay attention to the person speak- ing and ask questions when appropriate. They perhaps begin the conversation with an opinion but not with a closed mind to alternate views and approaches. We sometimes see managing partners and administrators talking past each other rather than talking to each other. A managing partner who is not open to hearing about options to address uncomfortable issues tends to create a practice culture of staff frustration, high staff turnover, and a level of mediocre customer service. Learning to be a better listener is possible. Be present. Stay focused on the conversation. Don't interrupt or think about what you will say while the other person in the conversation is still talking. Be open minded and not defensive when you hear something you don't like. Some- times it helps to take a pause and absorb the conversation to consider the possibilities. 2. How do I know if the answers I receive from the practice administrator or mid-level managers are accurate and reliable? Follow the numbers. The strongest practice leaders, both physicians and managers, make data-driven decisions. Set the expectation that the use of metrics and benchmarking will be part of the decision-making progress. If your administrator says, "I think we need more staff because the techs are complaining about too much work," that is a start but not enough. If your administrator says, "Our tech staff- ing ratio is 0.8 tech hours per patient visit, and the standard benchmark is 1.0–1.1 tech hours per patient visit, so it is understandable that the department feels understaffed," you know they have studied the problem and provided a reasonable recommendation. 3. Is my administrator happy in their role? They seem stagnant in the position. Does this mean I need to replace them? First ask yourself, do I prioritize time with my administrator? Do we have a weekly sched- uled meeting together, or do I meet with them intermittently when it is convenient for me? Do I show respect for their time and role? Do I fully consider their recommendations and approve their good ideas? Then ask your administrator if there are ways that your working relationship and com- munication could be improved or if they are happy with the way things are. The answer we hear most often from unhappy administrators is that meetings throughout the practice are not prioritized. This communication deficit is a key reason for poor staff performance, staff frustration, low patient satisfaction, and increased management challenges. 4. As a physician, I depend on my adminis- trator. How do I know when an unreasonable dependency has been created? There is nothing wrong with a healthy interdependency with the administrator. The administrator role is designed to decrease the administrative time of physician leaders so they can focus on patient care time. However, it is important to fully understand the specifics of their role and be prepared and able to step in to either perform some tasks yourself or know how to direct others to fill in the gaps. When an administrator is dismissed or leaves unexpectedly, their absence can create operational chaos if a backup plan is not in How physician leaders can harmonize with their management team

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