2nd Edition
Ophthalmic Leadership A Practical Guide for Physicians, Administrators, and Teams
Ophthalmic practices have many types of leaders, functioning at all levels of the organization. Ophthalmic Leadership: A Practical Guide for Physicians, Administrators, and Teams, Second Edition can provide each of these leaders with the tools to be more decisive, motivating, and effective.
John B. Pinto, America’s most published author on the business of ophthalmology, has firsthand experience with the best and worst practice leadership habits from his decades of experience as an ophthalmic practice consultant. He has coached countless physician and lay leaders to the next level of their careers. Together with his team of more than 20 expert contributors, Pinto covers every aspect of leadership in ophthalmology, no matter the size of the practice or the current experience of the team.
Chapters include:
- What Do You Believe in? Developing a List of Core Values for Your Practice
- Grooming and Moving Line Staff Up to Middle Management
- Contingency Planning in a Less-Certain Environment
- Leading Your Team Past the Inevitable Conflicts of Practice Life
Everyone in ophthalmology can benefit from the lessons inside Ophthalmic Leadership: A Practical Guide for Physicians, Administrators, and Teams, Second Edition—from the rising ophthalmic technician or department manager, to the managing partner, and even the most seasoned practice administrator.
“The book you now hold is a wonderful opportunity to rededicate yourself to your professional development as a leader and to the success of your organization.”
From the Foreword by Richard L. Lindstrom, MD
Dedication
About the Author
Contributing Authors
Foreword by Richard L. Lindstrom, MDIntroduction
Section I Leadership Perspectives
Chapter 1 Managing Your Effectiveness: Accountability 101Keith Casebolt
Chapter 2 The Leadership Dyad: Building Core Strength in Ophthalmology Group PracticesCraig N. Piso, PhD and John B. Pinto
Chapter 3 Me-ness Versus We-ness: Th e Selfless LeaderAmir Arbisser, MD
Chapter 4 What Do You Believe In? Developing a List of Core Values for Your PracticeJohn B. Pinto
Chapter 5 The Thermodynamics of Practice LeadershipJohn B. Pinto
Chapter 6 Should We Downsize, Stay on the Current Plateau, or Grow Larger?John B. Pinto
Chapter 7 Avoiding Building or Joining a Practice Larger Than You Can Personally Thrive in, and One Day LeadJohn B. Pinto
Chapter 8 Business Pathology: Applying Health Care's Disease Management Model to the Management of Your PracticeJohn B. Pinto
Chapter 9 How Well Will You Adapt to the Future Eye Care Business Environment?John B. Pinto
Section II Awakening Leadership Skills in Yourself and Others
Chapter 10 Character and Leadership: Creating a Positive Work Environment for a Highly Successful PracticeJaci M. Lindstrom
Chapter 11 The Eight Roots of Healthy Power in Effective Medical LeadershipCraig N. Piso, PhD
Chapter 12 Grooming and Moving Line Staff Up to Middle ManagementCorinne Z. Wohl, MHSA, COE
Chapter 13 Best-of-Class Administrators: The Triumph of the Tortoise Over the HareJohn B. Pinto
Chapter 14 Feedback: The Fine Art of Boosting Staff PerformanceJohn B. Pinto
Chapter 15 Getting Things Done: Keys to Prioritization and ImplementationJohn B. Pinto
Chapter 16 My 25-Year Development as a Leader: From One Employee (Me!) to 75Linda Cook
Chapter 17 Coaching and Motivating Office StaffJohn B. Pinto
Chapter 18 Assembling a Practice and Personal Advisory TeamJohn B. Pinto
Chapter 19 Keeping Yourself in 24/7 Turnaround ModeJohn B. Pinto
Chapter 20 Helping Your Managers Manage: The Hallmarks of Superior SupervisionJohn B. Pinto
Chapter 21 Are You an Entrepreneur? Take This Simple TestJohn B. Pinto
Chapter 22 How to Recruit and Integrate a New DoctorLauren Simon and Amelia Rogoff
Chapter 23 Leadership Leaps for Women in OphthalmologyMarsha Link, PhD
Chapter 24 Top Issues That Administrators Have With Their DoctorsJohn B. Pinto; Craig N. Piso, PhD; and Candace (Candy) S. Simerson, COE, CAHCM
Chapter 25 Curing the Blahs: Has Your Practice Lost Its Organizational Vigor?John B. Pinto
Chapter 26 Is It Time to Replace or Tune Up Your Office Manager or Administrator?John B. Pinto
Chapter 27 Can't I Just Manage My Own Practice? Alternatives to Employing a Practice Manager or AdministratorJohn B. Pinto
Chapter 28 Questions to Ask Before Accepting Your Next Job as Practice AdministratorJohn B. Pinto
Chapter 29 From Bench to Boardroom: The Path From Scientist to CEOAdrienne Graves, PhD
Section III Leadership's Nuts, Bolts, and Basic Training
Chapter 30 The Mission: How the Physician-Leader Can Help Keep Staff FocusedPaul N. Arnold, MD
Chapter 31 Effective Practice Leadership: Balancing Authority, Power, and ResponsibilityCraig N. Piso, PhD and John B. Pinto
Chapter 32 How Our Practice Works: An Open Letter for Lay Staff From Eye Clinic LeadersJohn B. Pinto
Chapter 33 Administrative Basics: Writing Your Manager's Position DescriptionJohn B. Pinto
Chapter 34 Compliance: Setting an Example and Sending a MessageAlan E. Reider, JD and Allison Weber Shuren, Esq
Chapter 35 Leading Toward the Electronic PracticeJeff Grant
Chapter 36 Leading and Managing Clinical Support StaffJane T. Shuman, MSM, COT, COE, OCS, OSC
Chapter 37 Questions That Can Improve Your Bottom LineJohn B. Pinto
Chapter 38 Contingency Planning in a Less-Certain EnvironmentJohn B. Pinto
Chapter 39 Collaboration: The Key to Better Management DecisionsJohn B. Pinto
Chapter 40 Ophthalmic Practice Motivation: A New Inventory Tool for Staff and ProvidersJohn B. Pinto and Craig N. Piso, PhD
Chapter 41 How to Find and Reform or Eliminate the Weakest Members of Your Practice TeamJohn B. Pinto
Chapter 42 Leadership Decisions Inspired by Behavioral EconomicsErik F. Kruger, MD
Chapter 43 Ten Simple Steps for a Successful PracticeJohn B. Pinto
Section IV Leading Through Change and Transition
Chapter 44 Confessions of a Reluctant Managing
PartnerPaul S. Imperia, MD
Chapter 45 Strengths and Limitations of the MD-as-Administrator ModelJohn Campbell, MD
Chapter 46 Congratulations! (I Think): Preparing to Become the Next Managing
Partner of Our PracticeJohn C. Shin, MD
Chapter 47 Through the Eyes of a Lay CEO Who Has Evolved From Employee to OwnerJohn Swencki, MBA
Chapter 48 Transition Times Two: A New Administrator's Efforts to Reposition and Update a Second-Generation PracticeHayley Boling, MBA, COE
Chapter 49 Leadership at a Time of CrisisWilliam Shields, MD
Chapter 50 Critical Care: Health Care Leaders and Political IssuesPriscilla Arnold, MD
Chapter 51 Ten Signs That It May Be Time to Change AdministratorsJohn B. Pinto
Section V Doctors Leading Doctors
Chapter 52 Managing
Partner: The Dirtiest Job in Eye Care TodayJohn B. Pinto
Chapter 53 How to Be a Better Physician Supervisor and Break in Your Practice's New DoctorJohn B. Pinto
Chapter 54 What Does Your Associate Doctor Really Want?John B. Pinto
Chapter 55 Deciding If Your Associate Provider Is Ready for OwnershipJohn B. Pinto
Chapter 56 What Is a
Partnership, Really? What Kind Do You Have?John B. Pinto
Chapter 57 Eight Rules for Getting Along With Your Practice
PartnerJohn B. Pinto
Chapter 58 Twenty Rules for Group Practice HarmonyJohn B. Pinto
Chapter 59 Tips for Running a More Effective Practice RetreatJohn B. Pinto
Chapter 60 From Chaos to Order: Improving Practice Board MeetingsJohn B. Pinto
Chapter 61 Th e Neanderthal Doctor: Habits to Lose on Your Way to a Better PracticeJohn B. Pinto
Chapter 62 Leading Your Team Past the Inevitable Conflicts of Practice LifeJohn B. PintoAppendix A Administrator/Practice Manager Score CardAppendix B Physician Leadership Score CardAppendix C Measuring Your Practice's Level of TeamworkAppendix D Does Your Practice Have Supervisory Deficit Syndrome?Financial Disclosures
Index
Biography
John B. Pinto is the most-published author in America on ophthalmology practice management topics. He founded J. Pinto & Associates, Inc., an ophthalmic practice management consulting firm, in 1979. Since then he has provided strategic planning, operations, and marketing advice to pharmaceutical companies, basic science centers, hospitals, multispecialty clinics, and single-specialty facilities.
For nearly 40 years, a majority of the firm’s service has been to ophthalmic practices ranging from small solo practices to high-volume market leaders, teaching centers, and ophthalmic product companies. He has been active as a practice consultant in North America and Europe, and has worked and lectured in South America and the Far East.
Pinto is best known as a strategic planning and economic advisor to practices large and small. In addition to covering most dimensions of modern practice operations management, he is a career advisor - providing individual coaching and contract negotiation services to new graduates and midcareer ophthalmologists. His professional life today is rounded out with succession planning, practice valuations, partner dispute mediation, merger/acquisition counsel, and leadership development for administrators and physicians.
A prolific writer, Pinto is the author of several books beyond the text you now hold:
- John Pinto’s Little Green Book of Ophthalmology
- Turnaround: Twenty-One Weeks to Ophthalmic Practice Survival and Permanent Improvement
- Ten Eyecare Practices: Benchmarks for Success
- Cash Flow: The Practical Art of Earning More From Your Ophthalmology Practice, written with Anne Rose
- The Efficient Ophthalmologist
- Legal Issues in Ophthalmology: A Review for Surgeons and Administrators, written with Alan Reider and Allison Shuren
- The Women of Ophthalmology, written with Elizabeth Davis, MD
- Simple: The Inner Game of Ophthalmic Practice Success, which is a companion text to John Pinto’s Little Green Book of Ophthalmology
- UP: Taking Ophthalmic Administrators and Their Management Teams to the Next Level of Skill, Performance, and Career Satisfaction, co-authored with Corinne Z. Wohl
- Marketing Your Ophthalmic Practice
