Ophthalmic Leadership

John B. Pinto is the most-published author in America on ophthalmology practice management topics. He founded J. Pinto & Associates, Inc., an ophthalmic practice management consulting firm, 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 nearly 40 years, a majority of the firm’s service has been to 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 the Far East. Pinto 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 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 beyond the text you now hold: John Pinto’s Little Green Book of Ophthalmology 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 Simple: The Inner Game of Ophthalmic Practice Success, which is a companion text to John Pinto’s Little Green Book of Ophthalmology UP: Taking Ophthalmic Administrators and Their Management Teams to the Next Level of Skill, Performance, and Career Satisfaction, co-authored with Corinne Z. Wohl Marketing Your Ophthalmic Practice

Dedication About the Author Contributing Authors Foreword by Richard L. Lindstrom, MDIntroduction Section I Leadership Perspectives Chapter 1 Managing Your Effectiveness: Accountability 101Keith Casebolt Chapter 2 The Leadership Dyad: Building Core Strength in Ophthalmology Group PracticesCraig N. Piso, PhD and John B. Pinto Chapter 3 Me-ness Versus We-ness: Th e Selfless LeaderAmir Arbisser, MD Chapter 4 What Do You Believe In? Developing a List of Core Values for Your PracticeJohn B. Pinto Chapter 5 The Thermodynamics of Practice LeadershipJohn B. Pinto Chapter 6 Should We Downsize, Stay on the Current Plateau, or Grow Larger?John B. Pinto Chapter 7 Avoiding Building or Joining a Practice Larger Than You Can Personally Thrive in, and One Day LeadJohn B. Pinto Chapter 8 Business Pathology: Applying Health Care's Disease Management Model to the Management of Your PracticeJohn B. Pinto Chapter 9 How Well Will You Adapt to the Future Eye Care Business Environment?John B. Pinto Section II Awakening Leadership Skills in Yourself and Others Chapter 10 Character and Leadership: Creating a Positive Work Environment for a Highly Successful PracticeJaci M. Lindstrom Chapter 11 The Eight Roots of Healthy Power in Effective Medical LeadershipCraig N. Piso, PhD Chapter 12 Grooming and Moving Line Staff Up to Middle ManagementCorinne Z. Wohl, MHSA, COE Chapter 13 Best-of-Class Administrators: The Triumph of the Tortoise Over the HareJohn B. Pinto Chapter 14 Feedback: The Fine Art of Boosting Staff PerformanceJohn B. Pinto Chapter 15 Getting Things Done: Keys to Prioritization and ImplementationJohn B. Pinto Chapter 16 My 25-Year Development as a Leader: From One Employee (Me!) to 75Linda Cook Chapter 17 Coaching and Motivating Office StaffJohn B. Pinto Chapter 18 Assembling a Practice and Personal Advisory TeamJohn B. Pinto Chapter 19 Keeping Yourself in 24/7 Turnaround ModeJohn B. Pinto Chapter 20 Helping Your Managers Manage: The Hallmarks of Superior SupervisionJohn B. Pinto Chapter 21 Are You an Entrepreneur? Take This Simple TestJohn B. Pinto Chapter 22 How to Recruit and Integrate a New DoctorLauren Simon and Amelia Rogoff Chapter 23 Leadership Leaps for Women in OphthalmologyMarsha Link, PhD Chapter 24 Top Issues That Administrators Have With Their DoctorsJohn B. Pinto; Craig N. Piso, PhD; and Candace (Candy) S. Simerson, COE, CAHCM Chapter 25 Curing the Blahs: Has Your Practice Lost Its Organizational Vigor?John B. Pinto Chapter 26 Is It Time to Replace or Tune Up Your Office Manager or Administrator?John B. Pinto Chapter 27 Can't I Just Manage My Own Practice? Alternatives to Employing a Practice Manager or AdministratorJohn B. Pinto Chapter 28 Questions to Ask Before Accepting Your Next Job as Practice AdministratorJohn B. Pinto Chapter 29 From Bench to Boardroom: The Path From Scientist to CEOAdrienne Graves, PhD Section III Leadership's Nuts, Bolts, and Basic Training Chapter 30 The Mission: How the Physician-Leader Can Help Keep Staff FocusedPaul N. Arnold, MD Chapter 31 Effective Practice Leadership: Balancing Authority, Power, and ResponsibilityCraig N. Piso, PhD and John B. Pinto Chapter 32 How Our Practice Works: An Open Letter for Lay Staff From Eye Clinic LeadersJohn B. Pinto Chapter 33 Administrative Basics: Writing Your Manager's Position DescriptionJohn B. Pinto Chapter 34 Compliance: Setting an Example and Sending a MessageAlan E. Reider, JD and Allison Weber Shuren, Esq Chapter 35 Leading Toward the Electronic PracticeJeff Grant Chapter 36 Leading and Managing Clinical Support StaffJane T. Shuman, MSM, COT, COE, OCS, OSC Chapter 37 Questions That Can Improve Your Bottom LineJohn B. Pinto Chapter 38 Contingency Planning in a Less-Certain EnvironmentJohn B. Pinto Chapter 39 Collaboration: The Key to Better Management DecisionsJohn B. Pinto Chapter 40 Ophthalmic Practice Motivation: A New Inventory Tool for Staff and ProvidersJohn B. Pinto and Craig N. Piso, PhD Chapter 41 How to Find and Reform or Eliminate the Weakest Members of Your Practice TeamJohn B. Pinto Chapter 42 Leadership Decisions Inspired by Behavioral EconomicsErik F. Kruger, MD Chapter 43 Ten Simple Steps for a Successful PracticeJohn B. Pinto Section IV Leading Through Change and Transition Chapter 44 Confessions of a Reluctant Managing PartnerPaul S. Imperia, MD Chapter 45 Strengths and Limitations of the MD-as-Administrator ModelJohn Campbell, MD Chapter 46 Congratulations! (I Think): Preparing to Become the Next Managing Partner of Our PracticeJohn C. Shin, MD Chapter 47 Through the Eyes of a Lay CEO Who Has Evolved From Employee to OwnerJohn Swencki, MBA Chapter 48 Transition Times Two: A New Administrator's Efforts to Reposition and Update a Second-Generation PracticeHayley Boling, MBA, COE Chapter 49 Leadership at a Time of CrisisWilliam Shields, MD Chapter 50 Critical Care: Health Care Leaders and Political IssuesPriscilla Arnold, MD Chapter 51 Ten Signs That It May Be Time to Change AdministratorsJohn B. Pinto Section V Doctors Leading Doctors Chapter 52 Managing Partner: The Dirtiest Job in Eye Care TodayJohn B. Pinto Chapter 53 How to Be a Better Physician Supervisor and Break in Your Practice's New DoctorJohn B. Pinto Chapter 54 What Does Your Associate Doctor Really Want?John B. Pinto Chapter 55 Deciding If Your Associate Provider Is Ready for OwnershipJohn B. Pinto Chapter 56 What Is a Partnership, Really? What Kind Do You Have?John B. Pinto Chapter 57 Eight Rules for Getting Along With Your Practice PartnerJohn B. Pinto Chapter 58 Twenty Rules for Group Practice HarmonyJohn B. Pinto Chapter 59 Tips for Running a More Effective Practice RetreatJohn B. Pinto Chapter 60 From Chaos to Order: Improving Practice Board MeetingsJohn B. Pinto Chapter 61 Th e Neanderthal Doctor: Habits to Lose on Your Way to a Better PracticeJohn B. Pinto Chapter 62 Leading Your Team Past the Inevitable Conflicts of Practice LifeJohn B. PintoAppendix A Administrator/Practice Manager Score CardAppendix B Physician Leadership Score CardAppendix C Measuring Your Practice's Level of TeamworkAppendix D Does Your Practice Have Supervisory Deficit Syndrome?Financial Disclosures Index