If yours is an average group, you’re doing more work for less pay.
Some claim that there is a thing called “work-life balance.” My opinion is that we have only one life (I’m not betting on reincarnation) and that work is an essential part of it. It’s a main driver in why we’re here. Work gives us a purpose in life.
Hiring for skills alone is a shortsighted game plan.
Knowing how to develop emotion-based strategies and how to implement them are simply among the “combined arms” tools that medical groups must develop in order to thrive.
Many medical group leaders bemoan their group’s circumstances: caught in the hard place between increasing commoditization, what they believe to be the limitations of independent structure, and the pressure of national group competition.
Be honest: Do you own your practice or does it own you?
Many professionals, from architects to anesthesiologists, from structural engineers to surgeons, make the mistake of focusing solely on developing their skill sets and in delivering those skills to their customers, patients or clients.
Adopting a purely defensive position can never advance your or your medical group’s future.
A so-called expert said something like, “In the new economy, physicians need to lower their income expectations.”