Eyeworld

OPHTHALMOLOGY BUSINESS 70 August 2017 8. High level responsibilities skip some beats. Responsibilities such as closely managing the revenue cycle, evaluating practice financial metrics, or strategic planning can be overlooked or underprioritized when a leader is lost. It is critical that the practice's managing part- ner (or someone from the board they delegate) keeps important functions on task. As challenging as the list above may appear, there are many benefits to having a temporary leadership vacancy. It can be an opportunity to find a replacement better suited to current needs and goals. These requirements can change over the years, while a leader stagnates. A change in leaders can accelerate practice development and help you catch up with operational gaps—and be an opportunity to add skills that had been missing. Temporary gaps in the lead- ership teams also open a space for other managers and providers to step up, expand their horizons, and excel at a new level. During a period like this, it's common to see teamwork expressed in stronger ways than before. The existing managers and employees have an opportunity to gain a new perspective and come out from under the shadow of an ineffec- tive manager who is now gone. The "We've got your back, Doctor" feelings come through and the staff stands strong with you. EW feedback, praise, or direction that boosted their performance. Until a new leader is secured, assess employee morale, and step in if it's faltering. 6. Lack of teamwork. Some admin- istrators are better than others when it comes to encouraging and inspiring teamwork. Keep a close watch on changes in this area when you lose a department leader temporarily. Encourage teamwork with more meetings and clear written directives about the department's priorities until the new leader arrives. 7. Unproductive meetings. Running a well-received, productive meet- ing is not a natural skill but rather something that managers develop by trial and error over many years. If you have lost a person who does this well, have someone else step in. It may be that another man- ager or a doctor leader needs to fill this gap. Without productive meetings, the practice will slowly be drained of enthusiasm, and you may lose other staff while the department drifts. How to continued from page 69 Ms. Wohl is president of C. Wohl & Associates Inc., a practice management con- sulting firm. She earned her Masters of Health Services Administration degree at George Wash- ington University and has 30 years of hospital and physician practice management expertise. She can be contacted at czwohl@gmail.com or 609-410-2932. Mr. Pinto is president of J. Pinto & Associates Inc., an ophthalmic practice management consulting firm in San Diego. His latest ASCRS•ASOA book, Simple: The Inner Game of Ophthalmic Practice Success, is now available at www.asoa.org. He can be contacted at pintoinc@aol.com or 619-223-2233. About the authors

• Blank Page
• Blank Page (1)