Sit back and listen while Mark talks about how you can profit by paying your team bonuses upon achieving business milestones.
Category: Governance
This is a perfect metaphor for the false belief that there’s a strong foundation holding up the structure of your group. In reality, the truth can be much different.
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You’re all set to embark on some new project or endeavor, such as expanding the scope of your medical group’s operations to the neighboring community, or even to a site hundreds of miles away.
When I was a kid, my dad used to let me sit on his lap and steer the car while he was driving down the road. We’re not talking just around the block, we’re talking miles. I couldn’t touch the pedals; I was five or six years old, but I was sure doing the steering.
You’re all set to embark on some new project or endeavor, such as expanding the scope of your medical group’s operations to the neighboring community, or even to a site hundreds of miles away.
The coronavirus crisis has caused a short term economic crisis for many medical groups.
The coronavirus crisis has turned into a governance and structure crisis for many medical groups.
How quickly and effectively does your medical group make decisions? Both decisions that are proactive and those that are reactive?
When I was a kid, there was a new method of teaching math that was heavily marketed to our parents. It was called the “new math.” It was supposed to make it a way for math to be more easily understood by students.
In a quote qualitatively similar to “my dog ate my homework,” a hospital CEO blamed an “aggressive, direct competitor” for the downturn in his facility’s patient volume. The drop in business led to a significant financial loss, a staff layoff, and a near scrape with Chapter 11 bankruptcy.
