Overly democratic or consensus style systems of medical group governance make it impossible for the group to adopt a strategic, as opposed to a tactical, outlook. For example, consider a consensus style forty-three physician orthopedic group that’s unable to come to agreement on how to respond to an important referral source’s request that they expand…
The Greek language root of the word govern means to direct, rule, guide or steer.
That may be true on the highway, but it’s patently untrue in terms of your group’s business. In business you need to be able to make decisions quickly and then act on them.
Ride along with Mark as he discusses how to plan for succession within your medical group.
If you’re a medical group leader, you must view your practice as consisting of several independent, yet coordinated, units, each of which requires a separate focus.
The expression lead, follow, or get out of the way has more than a kernel of truth to it.
Unfortunately, few groups engage in seriously addressing even the simpler issues of succession in medical group leadership.
The gesture of sending a simple thank you note is often thought of as archaic, and that’s why it’s so important.
Most medical groups have a two-level physician engagement/compensation structure: owners and non-owners.
Come along as Mark Weiss discusses how a poorly designed medical group governance structure guarantees failure.