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Corinne Wohl, MHSA, COE is a practice management consultant, executive coach and president of C. Wohl & Associates, Inc. She earned her Master’s of Health Services Administration degree at The George Washington University in Washington, DC, and has 35 years of hospital administration, physician practice management, and health care consulting experience. Corinne’s passion is to work in a trusting relationship with surgeons and administrators to help advance their life’s work and achieve their personal best. She is best known for bringing her detailed business and clinic operations experience to bear on practices of all sizes, while simultaneously helping clients see the longer term, big picture of where they are taking their enterprises. Corinne specializes in ophthalmic leadership effectiveness, practice operations enhancement, financial benchmarking and analysis, management team development, and executive coaching for managers and physician leaders. She enjoys working with a diverse range of clients, from solo practitioners to large institutions. A featured keynote speaker and program facilitator during her long career in eye care, Corinne is a frequent contributor to Ophthalmology Management, Ocular Surgery News, EyeWorld, Administrative Eyecare, and Cataract & Refractive Surgery Today. She has been an active member of the American Society of Ophthalmic Administrators, including serving as Administrative Eyecare magazine’s editorial board chair and as a member of the National Board for the Certification of Ophthalmic Executives. She holds a certificate from the Yale School of Management. John B. Pinto is the most-published author in America on ophthalmology practice management topics. He founded J. Pinto & Associates, Inc, in 1979. Since then, he has provided strategic planning, operations, and marketing advice to pharmaceutical companies, basic science centers, hospitals, multispecialty clinics, and single-specialty facilities. For 40 years, a majority of the firm’s work has served ophthalmic practices ranging from small solo practices to high-volume market leaders, teaching centers, and ophthalmic product companies. He has been active as a practice consultant in North America and Europe and has worked and lectured in South America and Asia. John is best known as a strategic planning and economic advisor to practices large and small. In addition to covering most dimensions of modern practice operations management, he is a career advisor, providing individual coaching and contract negotiation services to new graduates and midcareer employed ophthalmologists. His professional life today is rounded out with succession planning, practice valuations, partner dispute mediation, merger/acquisition counsel, and leadership development for administrators and physicians. A prolific writer, Pinto is the author of several books: John Pinto’s Little Green Book of Ophthalmology, Sixth Edition Simple: The Inner Game of Ophthalmic Practice Success, Second Edition Ophthalmic Leadership: A Practical Guide for Physicians, Administrators, and Teams, Second Edition Turnaround: Twenty-One Weeks to Ophthalmic Practice Survival and Permanent Improvement Ten Eyecare Practices: Benchmarks for Success Cash Flow: The Practical Art of Earning More From Your Ophthalmology Practice, written with Anne Rose The Efficient Ophthalmologist Legal Issues in Ophthalmology: A Review for Surgeons and Administrators, written with Alan Reider and Allison Shuren The Women of Ophthalmology, written with Elizabeth Davis, MD Marketing Your Ophthalmic Practice John is a member of the editorial boards of Ocular Surgery News, Ophthalmology Management, and Premier Surgeon, and a regular contributor to other eye care publications.

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, andTime 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 andan Administrator? Chapter 12 The Value of a Mentor at Every Stage of Your Career Chapter 13 Coaching Up and Down the Ranks to EnhancePractice Performance Chapter 14 Wohl's Administrator Success Factors Section III Mid-Level Manager Development Chapter 15 Strong De Partment Leaders Make Strong Practices Chapter 16 For Administrators: Working With Each Mid-Level Manager toCreate a Personalized Career Development Plan Chapter 17 Begin With the Ending in Mind: What Level of Management StaffDoes 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-LevelManagement 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 YourTeamwork Is Doing Chapter 24 Create a Staff Team of Engaged Employee-preneurs Chapter 25 Problem Solving and the Benefits (and Limits) of Practice Task ForceCommittee 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 De Partment's Staffing Levels Chapter 41 Reducing Practice Labor Costs by Measuring and ImprovingStaff Turnover and Separation Rates Chapter 42 Unpolished Clinic Operations? Examine and SmoothYour 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 ResourceUtilization 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 TheirManagement 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–AdministratorDyadic Leadership Model Chapter 53 For Doctors: On Choosing and Managing theRight Practice Administrator Chapter 54 A Practice Management Pop Quiz for You andYour AdministratorAppendices 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