Consider a twenty-some person medical group with polarized groups of members. At one end of the spectrum, some of the owners want to expand the group to other sites and to aggressively compete for new business. At the other end, no one wants to expend a cent.
There are few legitimate reasons for groups to have leadership meetings.
Letting each partner write his or her terms of partnership is not a long term strategy for success.
What happens when one of the members of your group who is assigned to work at different sites, acts out on his or her bias against working at a particular location, perhaps by showing up late, or by making untoward comments to the staff, or by engaging in some other type of disruptive behavior?
Medical groups have two problems: They move too slow and do what everyone else does.
Most medical group compensation plans take productivity, and only productivity, into account.
All provisions in a contract are intended to be enforced.
Let others bemoan the bad economy. Use your time to take advantage of the opportunities.
Creating value in the context of a professional service involves delivering both an exceptional service and an exceptional experience. The mindset of an entrepreneur is tuned to deliver accordingly.
I’m fascinated by the role that luck plays in success.