Eyeworld

125 OPHTHALMOLOGY BUSINESS October 2017 digital.ophthalmologybusiness.org your understanding of manage- ment and business concepts. Keep a list of how you can (and do) apply these concepts to your role as manager. • The role of all managers is to extract the most value from the resources they are given. This principally involves staff resources but also extends to facilities man- agement/space, available training time, and doing as much as you can with what you have to work with. What are the top challenges you face in this regard and what is your plan to address them? 12. Overcoming peer to supervisor challenges • Mild to severe issues may occur when a coworker is promoted to be a manager. These problems can take up to a year to disappear. Dis- cuss the current status with a new manager to see what guidance may be needed. Finding the time to commit to management skills development can be challenging. Most practices, overwhelmed by the crush of simply keeping up with the daily work flow, overlook this important dimension of practice development. However, the positive results for both your practice and your managers and the time you ultimately save as an administrator or managing partner will be well worth your time and investment. EW 5. Running an effective meeting • Hold monthly department meetings that are important for ef- fective communication and team building • Prepare and distribute an agenda and meeting minutes • Does your agenda include prob- lem-solving opportunities in addition to sharing information? 6. Organizational skills • How do you keep yourself orga- nized? • What do you need to do to im- prove? • List three items that you will com- mit to trying for 1 month 7. Prioritization • Is the time you spend on major tasks appropriate? • Does the most important work get completed in a timely manner? 8. Effective delegation • Views delegating as providing oth- ers an opportunity to learn and grow or as dumping your work on others? • Understands that having others handle appropriate tasks, rather than doing them yourself, provides the opportunity to concentrate on higher-level responsibilities • List three things you could stop doing yourself and reassign/dele- gate to others in your department 9. Time management • Time management is impacted by many of the skills already re- viewed (delegation, prioritization, and organization skills). What else can you do to improve your time management? 10. Follow-through and being action-oriented • Managers not only have to assign duties to others, but more impor- tantly have to assure that the tasks are completed. Are you doing both? • What can you do to be better at follow-through and keeping your- self and staff accountable? 11. Understanding management and business concepts • Read management books and online resources that will enhance 22 nd ESCRS Winter Meeting 9 – 11 February 2018 Sava Centar, Belgrade, Serbia www.escrs.org In conjunction with the Serbian Society of Cataract and Refractive Surgeons Abstract Submission Deadline: 31 October 2017 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 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)