SEPTEMBER 2023 | EYEWORLD | 75
P
Contact
Pinto: pintoinc@aol.com,
619-223-2233
Wohl: czwohl@gmail.com,
609-410-2932
resonate with the practice's scale and ambition.
At the very least, core competencies include:
financial numeracy, team curation and general
leadership skills, good judgment, communica-
tion and over time, and a deep understanding
of the practice services on offer. Remember that
the best practices, large and small, are managed
by a strong lead doctor and a strong lay manag-
er working together closely.
8. Anticipate. Even the most energetic manag-
ing partner will wind down one day. Whether
slowly as in most cases or abruptly, anticipating
the inevitable will allow you to shift from leader
to leader with minimal business interruption or
boardroom discord.
6. Delegate. Every doctor in the practice—both
partners and associates, even if they aren't in
line to be managing partner—should be given
non-clinical tasks to perform. In other business
settings outside of medicine, this delegation
helps to develop up and coming managers and
keeps the enterprise from becoming overly
dependent on any one individual. One of the
wisest moves a managing partner can make is to
delegate projects to each member of the board
throughout the year. Doing so stimulates owner
engagement and gives non-leader physicians on
the board an appreciation for the difficulties of
being a leader.
7. Remember: You need a strong lay lead-
er, too. Not every ophthalmic practice has an
administrator. Experience shows that with up
to about three providers and around $4 million
in annual revenue, a strong managing partner,
with adequate mid-level department heads, can
run the practice. Above this size, it is obliged to
empower a lay executive. Their talents need to
Source: iStock.com/Alexey Yaremenko
