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Voices of Experience
By: Merge magazine's editorial advisory board
Posted: June 23, 2010, from the July 2010 issue of
page 4 of 8
The most difficult part, I’d say, is the business side, and so is the personnel, their personal relationships, making sure things get done—maintaining effective systems that stay true to the practice’s philosophy and focus while running a productive and profitable business. Running a business in terms of setting up the modules and implementing different systems is pretty straightforward, but once you actually start, getting the personnel to buy into those systems and carry them out on a day-to-day basis can sometimes be a challenge.
Laurie Casas, MD, FACS
Managing a team comprised of people of all different education levels and motivating them to work incredibly hard day after day to provide excellent service to what can sometimes be a challenging patient population. Keeping the energy level up and the details perfect.
Joel Cohen, MD, FAAD
When I talk with residents and other plastic surgeons, I try to convey that time is your most important commodity. Being efficient with your time can be one of the most difficult things to learn, and quite frankly, that’s where most practioners run into problems. Scheduling your surgery and office practice to maximize your time utilization is worth careful planning and evaluation. Maximizing your time use will maximize your potential.
Miles Graivier, MD, FACS
Patients who come back who are displeased with something.
Joseph M. Gryskiewicz, MD, FACS
Staff. They don’t teach you how to run your staff in medical school, so you have to learn to hire the right clinical and the right administrative staff for your office. Knowing when to expand, and when to hire and fire people, can be really difficult. One issue is you become friends with your staff members, and when they aren’t doing their jobs, you might have to fire them.
Jason Pozner, MD