UP. TAKING OPHTHALMIC ADMINISTRATORS AND THEIR MANAGEMENT TEAMS TO THE NEXT LEVEL OF SKILL, PERFORMANCE AND CAREER SATISFACTION. 2ND EDITION

Dedication
About the Authors
Foreword by Suzanne D. Bruno, MBA
Introduction
• Section I Core Administrator Skills
Chapter 1 Essential Administrator Skills
Chapter 2 The Role of Assertiveness in Effective Practice Administration
Chapter 3 Getting More Done: Organization, Prioritization, Delegation, and Time Management
Chapter 4 Prioritizing Your To-Do List
Chapter 5 Strengthen Your Career and Practice With Accountability Tools
Chapter 6 Encouraging Great Communication
Chapter 7 Making the Shift From Memory to Manuals
Chapter 8 Checklists to Help You Stay Organized and Efficient
Chapter 9 Management’s Role in Boosting Each Patient’s Experience
• Section II Boosting Career Consciousness and Effectiveness
Chapter 10 Are You Pursuing an Intentional or an Accidental Career?
Chapter 11 What’s the Difference Between an Office Manager and an Administrator?
Chapter 12 The Value of a Mentor at Every Stage of Your Career
Chapter 13 Coaching Up and Down the Ranks to Enhance Practice Performance
Chapter 14 Wohl’s Administrator Success Factors
• Section III Mid-Level Manager Development
Chapter 15 Strong Department Leaders Make Strong Practices
Chapter 16 For Administrators: Working With Each Mid-Level Manager to Create a Personalized Career Development Plan
Chapter 17 Begin With the Ending in Mind: What Level of Management Staff Does Your Practice Need to Succeed in the Future?
Chapter 18 Peer-to-Supervisor Promotions: Transitions and Challenges
Chapter 19 Wohl’s Rules for Building a Strong Mid-Level Management Team
• Section IV Ophthalmology Is a Team Sport
Chapter 20 How Aligned Is Our Practice?
Chapter 21 Leading Your Team Past the Inevitable Conflicts of Practice Life
Chapter 22 How to Lead More Effective Meetings
Chapter 23 What Makes a Team … Work? Evaluate How Your Teamwork Is Doing
Chapter 24 Create a Staff Team of Engaged “Employee-preneurs”
Chapter 25 Problem Solving and the Benefits (and Limits) of Practice Task Force Committee Work
• Section V People Are at the Heart of Our Job: Human Resources Management
Chapter 26 Fifteen Tips to Avoid Bad Practice Hires
Chapter 27 Optimizing Staff Training
Chapter 28 Motivating Your Practice Staff
Chapter 29 Recognizing Staff Contributions to Your Practice
Chapter 30 Avoiding the High Cost of Staff Turnover Rates
Chapter 31 When Is the Right Time to Terminate an Employee?
Chapter 32 The Importance of Conducting Exit Interviews
Chapter 33 Adding Value to Your Employee Performance Appraisals
Chapter 34 Setting the Tone of Your Practice Culture
Chapter 35 Letting Every Worker Help Your Practice Improve
Chapter 36 The Business Benefits of Workplace Enjoyment
Chapter 37 Human Resources Issues: What Should I Do When …?
• Section VI Meaningful Measurements: Benchmarking Key Performance Indicators
Chapter 38 Math: Your Second Language as Administrator
Chapter 39 Critical Numbers for Data-Driven Decision Making
Chapter 40 Right-Sizing Your Technical Department’s Staffing Levels
Chapter 41 Reducing Practice Labor Costs by Measuring and Improving Staff Turnover and Separation Rates
Chapter 42 Unpolished Clinic Operations? Examine and Smooth Your Patient Flow With This Daily Clinic Review Tool
Chapter 43 How a Pro Forma Helps You See the Future
Chapter 44 Being an Effective Steward of Practice Resources: Conducting “Rounds” on Your Practice’s Support Systems
Chapter 45 A New Benchmark ORUS: Your Ophthalmic Resource Utilization Score
Chapter 46 Improving Your No-Show Rate
• Section VII Leading Together With the Doctors in Your Practice
Chapter 47 Practice Business Problems? Think Like a Doctor
Chapter 48 How Surgeons Can Help Themselves by Helping Their Management Team Thrive
Chapter 49 Perking Up Your Practice Tempo With Greater Operational Agility: How Doctor-Leaders Can Help Their Administrators
Chapter 50 How to Seamlessly Add a New Associate Doctor to Your Practice
Chapter 51 Helping New Physician-Owners Become Better Practice Partners
Chapter 52 Benefits of the Physician–Administrator Dyadic Leadership Model
Chapter 53 For Doctors: On Choosing and Managing the Right Practice Administrator
Chapter 54 A Practice Management Pop Quiz for You and Your Administrator
Appendices
Appendix A Administrator Career Satisfaction Rank and Rate
Appendix B Doctors and Administrators: Actors on the Same Stage
Afterword by Craig N. Piso, PhD
Financial Disclosures
Index

Like having an expert mentor in your pocket, UP is a powerful, practical workbook designed to take ophthalmic administrators and practice managers to the next level of their careers, offering practical tips, concrete advice, and a step-by-step guide for any hurdle they face.

Authors Corinne Wohl and John Pinto are undisputed experts in the field, having decades of experience advising ophthalmic practices of all sizes and publishing numerous books and articles on the subject. In this book, Wohl and Pinto guide administrators toward best practices in coaching and developing their entire management team. UP is also a helpful tool for physician leaders (and leaders in training), who can only accomplish their board-level goals through effective lay managers.

UP provides readers with:
• Practical tips on how to create a customized support and development program for each manager and administrator
• A step-by-step process for better problem solving
• Worksheets, insightful self-tests, and scorecards for immediate use as part of a linear career development program