137
October 2016
digital.ophthalmologybusiness.org
OPHTHALMOLOGY BUSINESS
distributed inside the practice or
outsourced?
• Don't be too harsh on yourself.
An ophthalmic executive's task
list is never completely checked
off. In most settings you have to
live with practical limits on how
many big-picture tasks you can
be pursuing at one time. Most
of each day will probably be
taken up with basic operations,
obliging that some of your daily
to-do list will be carried forward
to the next day, no matter their
priority. EW
• The fastest way to plow through
a to-do list is to not do some
of the things at all. Is there
anything on the list that can be
eliminated altogether?
• Review your task list for poten-
tial delegation. Does everything
on the list require your personal
attention, or can some of it be
day tackle the most gruesome of
your projects first.
• Don't forget to cross each
completed item off your list (or
change the color of that line
item on your electronic list).
Celebrate each completed task
as a small reward to get you
through the day.
action list
A S C R S
Ms. Wohl is president of
C. Wohl & Associates Inc.,
a practice management
consulting firm. She earned
her Masters of Health
Services Administration
degree at George Washing-
ton University and has 30 years of hospital and
physician practice management expertise. Ms.
Wohl can be contacted at at czwohl@gmail.com
or 609-410-2932.
Mr. Pinto is president of
J. Pinto & Associates Inc.,
an ophthalmic practice
management consulting
firm established in 1979,
with offices in San Diego.
His latest ASCRS•ASOA
book, Simple: The Inner Game of Ophthalmic
Practice Success, is now available at www.asoa.
org. Mr. Pinto can be contacted at pintoinc@aol.
com or 619-223-2233.
About the authors
Sample strategic priority Sample tactical actions
Grow practice revenue 7% annually • Hire an advertising agency to help boost new
patient volumes
• Audit recall systems in the practice
Improve cataract surgical outcomes • Secure surgeon buy-in to measure individual
outcomes
• Agree on a methodology to measure these
outcomes
Complete a succession plan to replace a
retiring senior partner
• Draw up employment and partnership contract
terms
• Engage a recruiting firm
Figure 1
