In many organizations, there is atleast one recurring meeting that each employee is asked to attend. The frequency can run the gamut from annual to daily and everything in between. But, how good are you or your team about protecting this time and not letting it get bumped because something has 'come up'? Reasons to uphold your commitment to meet: Shows respect for a person's time; they could have used this time to move items off of their 'to do' list. Along the lines of showing respect for a person's time: not only meet consistently, but be on-time, every time, to the meeting. silence your phone and turn the screen over or put it away so that you are not tempted to look at it and get dist

It’s always strange to run a race where you are not sure where the finish line is or where the other runners are at. CMS has posted performance feedback on their QPP website for practices to sign in and review. What you can expect to see: Final composite score – this is the weighted average score of all the MIPS categories together and is based out of 100 Payment adjustment – this is the percentage increase or decrease a practice will see to their Medicare reimbursement revenue starting January 1st, 2019 Category breakdowns – each MIPS category (Quality, ACI and Improvement Activities) is broken down to its own specific score Provider breakdowns – for most practices we should see some infor

…and then live your life backwards so that is what is how you are eulogized at your wake. I did it. And I think it is going to work. This longer-term planning creates purpose and clarity for human beings--and for enterprises. MedMan has taken a page out of our own clinic planning book to make sure we too are flying to a more distant horizon. Our published MedMan 2040 Vision describes in detail how we will become the most respected medical group management option in the nation. A well articulated dream reveals answers to nagging questions of what shall we do today. Eschewing the notion that healthcare is changing too fast for down range planning, medical groups need to build themselves to

MedMan has long been a proponent of the 360 annual evaluation process for all our staff. It is not perfect, as pointed out by Dr. Chris Meade, a Boise native, professor and organizational development consultant, “For many leaders, 360s can be a frustrating experience. At best, open-ended comments can be unfocused and unhelpful. At worst, they’re a way to anonymously take a jab at a colleague. And ultimately, they can even derail the learning process”. Then I am reminded of one of my colleague’s favorite sayings, "done beats perfect”, which is certainly the case in a world that depends on execution. We get this done for our clients and our professional staff, and yet we are still left with th

Most of us have experienced workplace drama firsthand and understand how it can drag a practice down or at least make the working environment very unpleasant. Workplace drama can be spread by employee(s) who bully, backstab, gossip and might have concerns on job security, stress, and burnout, but can be summed up as any human obstacle to the medical practice’s peace and prosperity. Sometimes the drama is subtle and difficult to identify until the damage is done, and other times it’s spilled on the floor causing a huge problem with productivity loss and possibly turnover. As practice leaders we can actively discourage and reduce workplace drama which is usually due to lack of clarity, a relat