Neva, Inc.

Great Medical Practice Administrators

noreply@blogger.com (Unknown) — Fri, 25 Nov 2011 21:31:00 +0000

All Rights Reserved.
Many medical practices struggle when they need to recruit a new administrator (CEO or Executive Director). Usually a job listing for an administrator position can produce tens if not hundreds of resumes. Some candidates have the potential to evolve to a great administrator, a few are great administrators, and the remaining are good or mediocre administrators. The recruiting medical practice should determine who they want to hire. A potential administrator? A mediocre administrator? A good Administrator? Or, a great Administrator? If the choice is one of the first three types, then you may find MGMA’s (Medical Group Management Association) job description for practice administrators helpful in assessing the job applicants. However, if your practice selects to find and hire a great medical practice administrator, then this article is for you.

Key points to consider in search of a great medical practice administrator are:

• Great medical practice administrators embody a paradoxical mix of personal humility and professional will. They are ambitious, but ambitious first and foremost for the company, not themselves.

• They set up their successors for greater success.

• Great medical practice administrators display a compelling modesty, are self-effacing and understated.

• They are fanatically driven, infected with an incurable need to produce sustained results.

• Great medical practice administrators display a workman like diligence – more plow horse than show horse.

• They attribute success to others rather than themselves. When things go poorly, however, they blame themselves.

• Great medical practice administrators have ferocious resolve, an almost stoic determination to do whatever needs to be done to make the medical practice great.

If you are not looking for great medical practice administrators, you may not find them.

Should Medical Practice Administrators be on the Board?

noreply@blogger.com (Unknown) — Tue, 22 Nov 2011 21:15:00 +0000

By direction of the board, a medical practice’s top executive staff person (titled Administrator or CEO) manages all aspects of the organization. Administrators typically oversee the practice’s money, time and human resources and act as a liaison between the board and staff. Rather than keeping the Administrator in a strictly managerial position, some boards award them a role in governance as well, offering the Administrator full membership—and in some cases, voting rights—on the board.

Administrators who sit on the board hold a position of great privilege but also great responsibility. With an equal voice at the board table, Administrators can enjoy more stature and influence among board members. Yet, at times, they may feel conflicted between the two roles—caught in a constant balancing act between day-to-day operations and big-picture decision making. In a similar debate, some boards believe the Administrator should be on the board to help inform their decisions; others think it gives the Administrator too much power.

This board briefing will help your board consider three main questions: what are the advantages and limitations of Administrators on boards? If the Administrator is on the board, should he or she have full voting rights? How do your colleagues approach this decision?

Administrator has higher credibility and authority

Board membership adds authority to an Administrator’s position, giving that Administrator more credibility in the organization. For example, physician partners will perceive an Administrator/board member as a peer rather than simply “paid staff.” This perception can improve relations between the partners and the administrator, which, in turn, helps the practice raise its organizational stature. An Administrator on the board changes that dynamic.

What is the Role of the Administrator?

While job descriptions will vary among different medical practices, typically the Administrator or top staff is responsible for the following:

• Understanding the goals of the board

• Determining the costs of practice

• Planning and coordinating meetings of the board

• Initiating the board’s strategic planning process

• Securing board approval for the overall administrative costs

• Serving as staff liaison to the board and its committees

• Overseeing the practice’s operations in accordance with the board’s directives

Medical Practice Magement Consultants - New York

noreply@blogger.com (Unknown) — Mon, 15 Aug 2011 02:39:00 +0000

Medical Practice Magement Consultants - New York

New Address:

909 3rd Ave.
F.D.R. Station No. 7410
New York, NY 10150
(917) 477-2361

Employee Handbook for Medical Practices

noreply@blogger.com (Unknown) — Tue, 07 Jun 2011 17:43:00 +0000

Why would a medical practice need to maintain and provide its employees with an handbook?

Many small businesses, including medical practices, fail to communicate formal and consistent expectations, guidance and rules of their businesses to their employees, yet they expect those employees to meet and to exceed expectations. How realistic is that expectation?

Most employees complain that their supervisors or the business owners do not communicate clear and consistent expectations. The failure to communicate effectively with employees can be the seed of many issues that can lead to low morale, inefficient operations and unsatisfactory services to customers/patients.

While there is no single approach to resolve issues relating to communicating business expectations to employees, the starting point would be developing rules, responsibilities, operating policies and procedures and forming an employee handbook. Then, each employee should receive a copy of the handbook upon hire, followed by a thorough training. A knowledge test of the company's employee handbook as well as the employee's job description is highly recommended.

Once a business provides its employees with a comprehensive and effective employee handbook, training, and counseling, the employees would have difficulty showing that their employee failed to communicate expectations.

It is very important to communicate reasonably and legally permissible expectations to employees so that you can hold them accountable if they fail to delivered results to your satisfaction.

Advise for Managers and Leaders

noreply@blogger.com (Unknown) — Sun, 27 Mar 2011 04:22:00 +0000

LEADERSHIP

Leadership is the ability to decide what is to be done and then get others to do it.
Dwight D. Eisenhower 1890-1969, general and thirty-fourth President of the United States

Management is doing things right; leadership is doing the right things.
Peter F. Drucker, American Management Guru

Anyone can hold the helm when the sea is calm.
Publilius Syrus ~100 BC

Leadership has a harder job to do than just choose sides. It must bring sides together.
Jesse Jackson 1941-, Civil rights leader with an exceptional drive and empathy for the oppressed

Great minds have purposes; others have wishes.
Washington Irving 1783-1859, American author

I don't want any "yes-men" around me. I want everybody to tell me the truth even if it costs them their jobs.
Samuel Goldwyn 1882-1974, American (Polish-born) movie producer

I can no longer obey; I have tasted command, and I cannot give it up.
Napoleon Bonaparte 1769-1821, Emperor of France, One of the greatest military leaders and a risk taking gambler

CHANGE

It must be considered that there is nothing more difficult to carry out nor more doubtful of success nor more dangerous to handle than to initiate a new order of things.
Machiavelli 1446-1507, Italian statesman and philosopher

Tell me and I`ll forget, show me and I may remember, involve me and I`ll understand.
Chinese Proverb

Chaos often breeds life, when order breeds habit.
Henry Brooks Adams 1838-1919, American writer and historian

Change alone is eternal, perpetual, immortal.
Arthur Schopenhauer 1788-1860, German philosopher and notorious pessimist

Change begets change. Nothing propagates so fast.
Charles Dickens 1812-1870, English novelist

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man.
George Bernard Shaw 1856-1950, Irish playwright and critic

If we want things to stay as they are, things will have to change.
Giuseppe di Lampedusa 1896-1957, Italian writer in The Leopard

The real problem is what to do with problem solvers after the problem is solved.
Gay Talese 1932-, American (Italian-born) journalist

"Bury me on my face," said Diogenes; and when he was asked why, he replied, "Because in a little while everything will be turned upside down."
Diogenes 412BC-323BC, Greek philosopher

Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
Peter F. Drucker 1909-, American management guru

STRATEGY

Consider the little mouse, how sagacious an animal it is which never entrusts its life to one hole only.
Plautus 254BC-184 BC, Roman playwright

A wise man also fears a weak enemy.
Publilius Syrus ~100 BC

Perception is strong and sight weak. In strategy it is important to see distant things as if they were close and to take a distanced view of close things.
Miyamoto Musashi 1584-1645, legendary Japanese swordsman

Thinking is more interesting than knowing, but less interesting than looking.
Johann Wolfgang von Goethe 1749-1832, German poet, dramatist and scientist

The future influences the present just as much as the past.
Friedrich Nietzsche 1844-1900, German poet and philosopher

For every complex problem there is a simple solution that is wrong.
George Bernard Shaw 1856-1950; Irish playwright and critic

However beautiful the strategy, you should occasionally look at the results.
Sir Winston Churchill 1874-1965, English statesman

Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.
Sun Tzŭ c. 490 BC, Chinese military strategist

What`s the use of running if you are not on the right road.
German proverb

Who asks whether the enemy was defeated by strategy or valor?
Publius Virgilius Maro Vergil 70 BC-19 BC, Roman epic, didactic and idyllic poet

COMMUNICATION

The genius of communication is the ability to be both totally honest and totally kind at the same time.
John Powell

Think like a wise man but communicate in the language of the people.
William Butler Yeats 1865 - 1939

Those who know, do not speak, those who speak, do not know.
Lao Tse, 6th century BC, Chinese philosopher

The most important thing in communication is hearing what isn`t said.
Peter F. Drucker 1909-, American management guru

Good communication is just as stimulating as black coffee, and just as hard to sleep after.
Anne Morrow Lindbergh

I believe in the discipline of silence, and could talk for hours about it.
G.B. Shaw 1856-1950, Irish critic and poet

Half the money I spend on advertising is wasted, and the problem is I do not know which half.
Lord Leverhulme 1851-1925, British industrialist and philantropist

It is an odd thing that though we all disagree with each other, we are all of us in the right.
Logan P. Smith

Argument is the worst sort of conversation.
Jonathan Swift

I wish people who have trouble communicating would just shut up.
Tom Lehrer 1928-, American songwriter, satirist, pianist, mathematician and singer

How to tell if the job interview is going well?

noreply@blogger.com (Unknown) — Sun, 26 Dec 2010 04:50:00 +0000

Most hiring managers make the hiring decision within the first 5 to 10 minutes. The rest of the interview usually is spent by the hiring manager to find reasons justifying whatever decision they already have made. In most case, the hiring decision is a subjective practice. If you do possess the basic qualifications you can have the job if the hiring manager ends up liking you. If you’re not liked by the interviewer then your qualifications, experience, education and references don’t mean a thing.
Hiring and getting hired is very much similar to falling in love in most instances. Most people who fall in love, usually don’t care about minor or even major issues the one whom they have fallen in love with. In a similar manner, if not an identical way, most hiring managers who hire a new employee do so because they liked the employee. Of course, there are exceptions. For instance, if the prospective employee possesses a very rare skill and there are no other alternatives, then the hiring manager hires this individual despite his/her negative feelings.

So, how can you tell what decision the hiring manager has made within the first 5 minutes of the interview? Actually, if is very simple to tell, if you set aside excitement of being interviewed and determine what type of questions the interviewer is asking of you. If the questions have a negative tone and/or rude undertone then the interviewer is digging to find something to justify why you shouldn’t be hired. On the other hand, if the interviewer seems to complement you or ask questions that even a two year old can answer with triumph, then the decision to hire is likely made.

Examples:

If you are being interviewed for CEO/Practice Administrator position and the interviewer is asking you how fast you can type, or what is your level of experience with excel, or are you going to have any problems standing up for extended time, I would say that from that point on you are wasting your time entertaining the interviewer’s question.

If the interviewer is asking questions that sound like tested your knowledge over and over, you are likely not going to get the job. Thank the interviewer and move on.

nevainc.com

Medical Insurance Costs Increased

noreply@blogger.com (Unknown) — Fri, 10 Dec 2010 02:44:00 +0000

By S. Kohan, JD, MBA, CMPE http://nevainc.com/MedicalInsuranceCostsIncreased.aspx

Despite legislation recently passed to bring costs in line, providing medical insurance continues to grow increasingly expensive for healthcare employers across the country. The newly released 2010 Compensation Data Healthcare survey results show healthcare organizations had an average premium increase of 9.4 percent. More than 65 percent of survey respondents report paying more than $9,600 annually for an employee plus family plan.
Employee plus spouse plans cost employers more than $7,200, annually. Healthcare organizations pay an annual rate of more than $2,400 for employee only coverage, with employees paying more than $900 per year for the same coverage. Although employees have become responsible for paying a larger portion of their medical insurance premiums over the last few years, employers still cover more than 70 percent of the total cost.

"Employers have been feeling the financial pinch of increasing medical costs for several years now," said Amy Kaminski, director of marketing for Compdata Surveys, the nation's leading pay and benefits survey data provider. "The economic downturn of the last couple of years has only amplified financial concerns, causing organizations to increase their efforts to find ways to mitigate some of the costs of providing medical coverage for their employees."
To reduce costs, healthcare organizations employed a variety of methods. Increasing the employee portion of the premium was most prevalent at 64.1 percent, with an increase in deductible levels following at 45.5 percent. The results showed that 30.2 percent of organizations increased employee co-insurance levels. Offering a choice of deductible levels was utilized by 21.7 percent of survey respondents.

Cost containment measures are also a popular option as 83.8 percent of organizations surveyed use coordination of benefits to bring costs in line. More than half of healthcare organizations employ utilization review, disease management and pharmacy benefit management to contain costs.

Phone v. Email

noreply@blogger.com (Unknown) — Sat, 09 Oct 2010 04:07:00 +0000

To phone or to email?

What a blessing online communication has been. I am sure one can name a number of benefits to texting and emaling. But, what are the disadvantages?

Recently, I did send emails to a client who entirely misunderstood me. It does happen during a phone call too, but one can detect if the other party is not receiving the intended message and then try to do a better job explaining. However, once an email is sent, if the recepient misunderstands you then the chances are that he/she may not give you an opportunity to clarify your point or intent.

So, I am going back to using the phone more than sending emails.

http://nevainc.com/

Hiring a Medical Practice Administrator or an Ambulatory Surgery Center Administrator.

noreply@blogger.com (Unknown) — Fri, 08 Oct 2010 01:04:00 +0000

A word of caution: if you are not familiar with labor and privacy laws and are not a qualified human resources professional, do yourself and your company a great service by getting professional assistance or support. If you think that you cannot afford professional assistance then take note that a bad hire will cost you whole lot more. The following is intended to describe an established norm in hiring senior or executive staff such as a practice administrator for those employers who resist paying for professional assistance

1. You need to figure out and put together a comprehensive job description for your administrator position. It will help clarify your expectations and it will help your future administrator understand his/her responsibilities. Many clinicians consider creating paperwork annoying and a waste of time and job descriptions may appear to be an additional paper added to the already piling bundle of administrative folders that they rather not to deal with. Sorry, you need to have good job description for all of your employees.

2. Many physicians misunderstand a practice administrator to be an administrative assistant or an office manager, or a biller, or a nurse manager, or some other type of professional. It is essential to understand that a practice administrator is a distinct position with distinct set of qualifications. I always describe a practice administrator as a “facilitator”. This facilitator’s job is to create a team of billers, nurses, accountants, physicians, receptionists and others together and help maintain a sustainable organization. However, it is important for the administrator to be educated, experienced and knowledge.

3. Create an ad. Write a brief description of the position, benefits and your practice.

4. Post your ad on several website such mgma.com careers, Careerbuilder.com and others.

5. You will receive a lot of resumes, hopefully. Chances are that most of these resumes are send by under qualified or unqualified individuals. Wait for 2 to 5 days after posting the ad and then screen all the resumes. Set aside those resume that are well prepared and seem to match the position requirements.

6. It is very common for practice administrators to relocate for a job in another state or part of the country. So, don’t be surprised if your applicants are not local. But definitely consider them, if they seem to be qualified for the job.

7. Email a copy of your standard employment application with all necessary requests for waivers to do background check to each job applicant that you think might be qualified for the job. Ask the job applicants to fill out the forms and send them to you as soon as possible and provide them with a few days and times to choose for a phone interview.

8. Prior to conducting phone interviews, prepare a list of questions that will help you determine suitability of the applicant for the position. It is important to maintain objectivity during the interview. Stay away from subjective, personal, and anything thing that might be illegal to ask of a job applicant. For instance: “I notice a Southern accent. Where are your from?” Questions like this may potentially expose you to lawsuits. So, do your research about questions you want to ask during the interview. Also, exhibiting professional, respectful, and interested tone toward the applicant may attract the qualified applicant to work for you.

9. Select those candidates who you determined may be qualified and conduct a background check on them. The background check should include: credit report, criminal clearance (both state and federal), reference check, and education verification. Prior to conducting background check, you should understand and comply with the state and federal laws. Background check compliance and privacy issues can be tricky for those unfamiliar with that process. It is wise to seek professional support.

10. Those applicants who pass a background check should be invited for an initial interview. If the applicant is not local, it is common to pay for the applicant’s travel expenses. Arrange to take to applicant out to lunch or dinner. It will help you observe the applicant in a more relaxed environment. Also, introduce the applicant to your supervisors, managers and directors. Allow for your staff to interview the applicant without you or other physicians. After the interview, advise each applicant to expect a response from you.

11. After meeting and interviewing all selected applicants you are likely to have selected one or two as the finalists. It is time to make an offer. It is fine to negotiate or allow the applicant to negotiate, too.

12. You should have an attorney prepare an employment agreement. If the selected applicant accepts your offer, you should immediately provide him with the agreement and the job description to sign and send back to you immediately.

13. Upon receiving the signed agreement contact your new administrator to arrange the start date.

CONCLUSION
You are again advised to consult a qualified professional if you are not a qualified professional. Describing the process of hiring might be simple, but conduct it requires expertise and experience. So, the above stated process may not be sufficient to replace a professional human resource expert.

http://nevainc.com

Independent Healthcare Sales Representative

noreply@blogger.com (Unknown) — Sat, 14 Aug 2010 01:12:00 +0000

Job Title: Independent Healthcare Sales Representative
Location: Nationwide
Company: Neva, Inc. (http://nevainc.com/)
Firm Service: Consulting Services, Medical Practice Management, Interim Management
Type of Position: Independent - Contractor (i.e. 1099 employment status),
Purpose
Develop new business by identifying and qualifying potential accounts; initiating, developing, and closing sales.
Responsibilities
- Identify potential accounts by developing leads; analyzing and qualifying opportunities.
- Initiate call process and schedule appointments.
- Schedule and conduct appointments with physicians, clinical staff and office managers/administrators to evaluate practice consulting and management outsourcing needs.
- Close sales by overcoming objections; preparing contracts; forwarding, tracking, and expediting orders.
- Improve products by analyzing and relaying customer reactions; monitoring competitive products; recommending new features to product development.
- Build and maintain client relationships.
Required Skills
- Establish Relationships
- Meeting Sales Goals
- Motivation for Sales
- Prospecting Skills
- Territory Management
- Closing Skills
- Product Knowledge
- Customer Focus
- Self-Confidence
- Negotiation Skills
Qualifications
- 3 years minimum work experience in medical practice field required.
- Ideal candidate has a proven sales record with experience conducting organizational needs assessment, conceptual sales processes, C-Level calls to large hospitals and physician groups.
- Candidates with IT, Clinical System, EMR, experience are preferred.
- Strong ability to nurture and manage professional relationships.
- Capable of working independently.
- Qualified candidate must be able to pass a background check.
- Bachelor degree or equivalent
- Computer literate - Microsoft Office: Word, Excel, Outlook, Powerpoint, Publisher
Salary
- Commission (Our commitment is to recruit only the most dedicated sales professionals who desire to develop a profitable, long-term career.)
- Successful independent contractors will have the ability to earn a position as a full-time employee and be eligible for a salary, Health, Dental, President’s Club Awards, and paid vacations.
Please reply with cover letter, resume, and 3 professional references.

AAAHC AAAASF JCAHO Accreditation Consulting

noreply@blogger.com (Unknown) — Fri, 13 Aug 2010 04:06:00 +0000

Neva's legal professionals specialize in accrediting ambulatory surgery centers (ASC) and office based surgical facilities (OBSF). We provide ASC and/or OBSFs full service accreditation with the Accreditation Association for Ambulatory Health Care (AAAHC), American Association for Accreditation of Surgery Facilities (AAAASF) and the Joint Commission on the Accreditation of Healthcare Organizations (JCAHO).

http://nevainc.com/

"How to Reduce Medical Practice Overhead?"

noreply@blogger.com (Unknown) — Wed, 04 Aug 2010 04:38:00 +0000

By S. Kohan, JD, MBA, LLM
Medical Practice Management Consultant
nevainc.com

Nowadays, more than ever, the most common question physicians ask of me is how to reduce their practice's overhead. Well, I am an expert in medical practice management and the question points to an area that is within my area of specialty. Also, I have noticed anticipation for a brief and simple cure or solution from me so that the inquirer can say “AHAH, so that is what we need to do to save hundreds of thousands of dollars.”
(To read the rest click here)

Small Medical Practice Marketing Elements

noreply@blogger.com (Unknown) — Wed, 28 Jul 2010 15:53:00 +0000

S. Kohan, J.D., MBA, Medical Practice Management Consultant
http://nevainc.com/

If you own a small medical practice and don't have a marketing plan, your marketing efforts are doomed to fail. And I'm not necessarily talking about a business plan with all the financial data and other things.

You will not even go to the supermarket without some sort of a plan. How do you run a successful business without one? In reading each of these tips, you'll realize that your success on the small medical practice market depends on the existence of a marketing plan. Five essential elements of a marketing plan for small medical practices are:
1) Vision - It is important that you create a vision statement for your medical practice. Something that can always be there for you to know what your medical practice is all about and where you want to go. Here's an example from Microsoft: "a personal computer in every home running Microsoft software."

2) Your Patients - Your business plan should also include marketing the little ones who are your ideal patients. These people you want to open their wallets and give you their money. If you can determine the demographics, income, habits, likes and dislikes of your ideal patients, you will be way ahead when it comes to developing marketing strategies.

3) Competition - Just as it is important to know who you are selling your services, it is also important to know who is already selling similar service(s). Once you narrow down who your competitors, you can determine what they are doing that works and what they do who do crafts and your own campaigns accordingly.

4) Objectives - As you must have a vision, you've also got goals. Set an achievable goal for the next year. This will help you decide what action. Your goal may be financial or in terms of patients or market share or all of the above. Remember to set a challenging objective, but attainable and realistic enough to stay focused.

5) Strategy - Once you have found all the elements above, it is time to form strategies. What are the marketing actions that you will take during the coming year to help you achieve your goals? Want to make radio ads? print ads? Marketing on the Web? A combination of the three? There are many tactics you can use. If you can not decide where to go, you can always hire a marketing consultant to help you. They are not always as expensive as you think.

If you can follow these five essential elements of a marketing plan for small medical practices, you'll be well on your way to success in small businesses.

Data Backup is a Must for all Medical Practices

noreply@blogger.com (Unknown) — Wed, 28 Jul 2010 15:25:00 +0000

S. Kohan, JD, MBA, Medical Practice Management Consultant
http://nevainc.com/

Do not waste your time trying to find your data, just because your computer's hard drive is blown. Instead, back up your data regularly so that it does not even come to a catastrophe.

Make regular backups of all important (and unimportant) data.

Specially, if you mainly work with portable devices, you should back up your data regularly. Hard drives in laptops usually have a shorter lifespan than hard drives in desktop devices.

Set an external hard drive to store a copy of your most important data, preferably all of your data. When you save your data regularly to your external hard drive you can retrive them in case your internal hard drive is destroyed. In addition, you can save to another hard disk backups using the backup function of your computer.

Management of vulnerable employees

noreply@blogger.com (Unknown) — Sun, 25 Jul 2010 23:15:00 +0000

S. Kohan, MBA, Medical Practice Management Consultant, skohan@nevainc.com

Performance of a team is the sum of employee performance within it. Like all members can influence the general climate of the team, favorably or not, it is important to be attentive to the fragility of each.

Often employees do not openly show their difficulties. They often experience turmoil in their private life (divorce, separation, bereavement, illness, etc..), Making them less available in their work. These difficulties may also lead them to experience some mental health disorders such as depression, adjustment disorders and burnout that have a direct impact on their way to be. Early intervention can greatly assist the manager these individuals and, thereby, the entire team.

How to identify vulnerable individuals?

Some warning signs to detect individuals at risk. It is essential to be alert to detect, at an employee, an abnormal discrepancy between their current behavior and behavioral patterns. A good knowledge of the individual is an important factor to be able to observe a difference in him. This requires the manager to invest the time to know his employees.

Signs of a shift toward risky behavior can be classified into two categories, depending on the personality and depending on the attitude to work.

Behavioral changes to watch in terms of personality are, among others:

• increased self-centeredness;
• High anxiety, fear, and aggression;
• confused thoughts;
• signs of severe and prolonged depression or apathy;
• evidence of abuse of alcohol, drugs or medicines;
• Denial of obvious problems and a refusal of aid.

Changes in behavior to be monitored according to the attitude at work include:

• repeated absences or punctuality problems common;
• Lack of cooperation or inability to work with colleagues;
• problems with concentration and memory problems;
• difficulty making decisions;
• a reduction in interest or diligence;
• reduced productivity;
• difficulty in meeting deadlines or do quality work;
• irritability, and hyper-vigilance. It is important to keep in mind that these tracks and not indicative of criteria for a diagnosis. For example, a new relationship may also lead to problems of timeliness of an employee without the latter is weakened as a result!

How can we help?

When you notice some significant behavioral changes in employees or if you notice warning signs like those presented above, it is essential to avoid drawing any conclusions based solely on your perceptions. We must therefore make your comments to the employee in question as part of a formal meeting or informal, depending on your culture and your relationship with the employee in question. This is not a disciplinary meeting here to put the individual at the consequences of his actions on the job. In fact, the goal is essentially to check your perceptions and provide the individual help and support she needed. In this perspective, the meeting may be conducted by a trusted person (assistant coordinator, etc..) With whom the employee maintains a relationship of confidence, and to help achieve the objectives.

Here are some tips that can help you at such a meeting ...

Validate Perceptions made to the employee share your comments, but also your concerns to the observed changes. Share your comments with him and on his own perceptions.

Be open and empathetic: the meeting may be time for the employee to open up its difficulties or problems they experience. The emotional charge of the latter may be important, so he'll appreciate your hospitality and your empathy.

Give him some support, your company may have already developed ways to help employees in need (flexible hours, part-time temporary leave to support a family member, unpaid leave, etc..). It may be interesting to use this meeting to remind the employee with him and see if any of these measures may be appropriate. You might also consider some adjustments as appropriate point raised by the employee.

Provide Resources: Take advantage of this meeting to offer your employees competent resources to accompany and support him in his search for solutions, such as the Employee Assistance Program (EAP), the CLSC, support groups the region or even a doctor.

Remain available: as it is possible that your man is not ready to talk with you about their problems, let them know that you remain available to him. It will certainly appreciate this gesture and will feel more comfortable to come back to you when ready.

Take preventive action, by identifying at-risk employees quickly and then offering them the timely support they need, can avoid a situation difficult to crystallize. The time you spend with your employees in difficulty will often be a valuable investment for him first, but for your whole team and the health of your business.

Management of organizations in the twenty-first century

noreply@blogger.com (Unknown) — Sun, 25 Jul 2010 22:25:00 +0000

By, S. Kohan, MBA
Medical Practice Management Consultant
http://nevainc.com/

Management of a company or any of its functions always happens in contexts specific systemic and is influenced by situational variables of the internal and external environment. The recent history of management reflects this influence. The telecommunications revolution, technological innovation and market globalization have transformed the business of systemic twenty-first century. On the industrial mode of production largely influenced by the strategies of cost leadership, the landscape of modern business has slowly transformed. The importance of production systems has replaced the importance of processes and strategies for market penetration. In a niche local economy, exploiting the proximity and abundance of natural resources, we switched to an economy of brains, without geographical boundaries, and where everyone is competing globally. To be competitive, a company can no longer rely solely on the refinement of production methods, because the speed and fluidity of markets may make obsolete a popular output within a few months. These are not only products which are marketed, but many ideas, services, processes generating process. The modern enterprise is more abstract, more virtual, more intelligent, hence the importance that it must give its human capital and its teams.

In discussing skills such as leadership and emotional intelligence and highlighting the importance of environmental factors such as the emergence of women at work, this series of three articles is a reflection on the transformation of the manager's job in modern enterprise of the twenty-first century.

What do you think of the following statement: "All managers should be leaders, but all leaders should not be managers?"
Leadership is a key concept of management. Not a week goes by without the newspapers mentioning the importance, placing the emphasis on dramatic urgency to develop leaders. A web query on "leadership" returns more than 3.7 million results in U.S. only. What exactly is the difference between management and leadership?

Management is the result of planning, organizing, directing and controlling the efficient operations of an organization. The manager administers one or more business functions. It maximizes efficiency by ensuring the smooth running of operations. His authority comes directly from the organization that requires the subordination of members of a team to accomplish a specific mission. The manager ensures that employees do work they do, and they achieve the objectives assigned to them while respecting the policies of the organization.

The essence of leadership is the ability to positively influence others. A leader receives its authority from a group of individuals who freely choose to be in relationship with him to accomplish a specific mission. The leader can come from all levels of the organization, because its power is not necessarily associated with its title. His power is to have a vision (often transformative) that communicates and shares inspiring and motivating those around him.

While the manager's job is to do things, would question the leader to do the right thing. The manager systematized management of an organization while the leader uses his influence to inspire thinking and organization. According to Appelbaum, "real leaders are those who manage to ensure that employees meet specific goals without giving them continuous guidance, and this, by inspiring, trusting them and developing their autonomy. These leaders are not managers, but rather coaches, mentors ". The human and relational leadership are essential qualities that the manager does not necessarily possess.

There is a fundamental difference between a leader's intentions and objectives of the manager: the manager's objectives are specific and measurable so that the transformative vision that a leader communicates with his environment does not necessarily guarantee the success of its intentions. The company Enron, for example, was nominated for six consecutive years by Fortune magazine as the leader of innovation in the U.S. before becoming the symbol of institutional management scandalous fraudulent and corrupt. Closer to home, Roch Denis, former Rector of UQAM, received an honorary doctorate for his entire career in 2005 before making the headlines of every newspaper because of bad management at the financial scandal at his institution 2007. In this sense we can say that leadership is not necessarily synonymous with good management or that all leaders should not be managers.

Leadership and management are not located on the same level. Leadership is an essential quality of the manager while the ability for management is not one of the essential qualities of a leader. If, for example, a worker brings together all employees of a working group to rise against the malpractices of a manager, he will never dream of saying that the employee has (or not) skills management. In contrast, the manager of this working group will not fail to be singled out for lack of leadership from its management.

In exercising its power, the manager may use more than one style. The main styles of management are:

structuring the tasks or the maintenance of interpersonal relationships;
autocracy directive or participatory democracy;
a transformative approach, transactional or laissez-faire.
Some management styles contribute to the cohesion of the working group while other styles affect its synergy. The manager's job is to analyze and understand the systems of the company, its strategic directions and its environment variables to determine the most efficient styles to be implemented to ensure the success of a particular situation. Using a management style suited to a particular context product leadership, that is to say, the ability to positively influence others and motivate them. This explains the fact that the same style of management can be very successful in a particular environment and completely disastrous in another context.

In the industrial model of vertical business that has long dominated the power of influence and coercion is the chief decision-making authority of managers is often limited to the implementation of ways to operate the system. In this context, the style of the manager is more of autocratic control and structuring the tasks of participatory power of a working group.

Saying that all managers should be leaders is a thoroughly modern concept. It is true that nowadays, a good leader can no longer rely solely on coercive power conferred by his position and it is better to implement ways to promote active participation and synergy of its employees. However, we must not forget that in some situations, they are more authoritarian styles of management and structural that will produce the desired effect. It is preferable, for example, mentoring a young university graduate and proceed step by step, before giving him a greater power of decision-making autonomy, or self-use decisions carefully to ensure the cohesion, efficacy and the safety of a group of soldiers in enemy territory. They are not only people-oriented methods that produce the galvanizing power of leadership, but also the structuring of work tasks or the clever mixture of both styles.

Medical Practice Strategic Leadership

noreply@blogger.com (Unknown) — Sun, 11 Jul 2010 18:39:00 +0000

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S. Kohan, MBA, Medical Practice Management Consultant

We are not going to provide information about technological trends, economical predictions or medical practice field analyses. We will lay out five principle insights into how and why any medical practice in the country today should practise Strategic Leadership internally in the practice.

Both strategy and leadership are today a matter of course. How come, then, that so very few medical practices do actually practice Strategic Leadership? The reasons are many. Top administrators want to keep all ways open, not being bound to follow previously decided paths. They want to keep flexibility. Sometimes they have hidden agendas that would surface if strategy was overtly formulated. In some cases middle management hides from strategy and leadership because they want to have the liberty to side with the top one day, the bottom the other - even on the same topic. Leadership is dangerous, many administrators seem to feel. One sticks one's neck out, and it might be cut off. Strategic decisions might be unpopular. Or, one's incompetence as strategic leader might become evident. Sometimes processes as those presented here are avoided simply because they take time. There are so many good reasons - and many of them are respectable and sensible.

No-strategy and no-leadership may be OK on a dreamy pacific island. However, in an environment with ever faster changing technology, markets and politics, and with an ever stronger competition long term survival depends on strategy and leadership. The competitively able medical practices of today and tomorrow are lean, delayered, decentralised, delegated and flexible. Such enterprises have strategy, it is known, owned and practiced by more than a CEO and leadership is practiced at all management levels.

Strategic Leadership is based on five insights into the essence of medical practices. These insights are here formulated as principles:

Within the ecosystem, all components are dependant on other components for their very existence. Individuals and groups within a medical practice are mutually dependant on each other and have superior common interests.

Whenever destructive conflicts appear on the scene, the main reason is that the 'parties' involved are not aware that they are parts of a system on which they all depend. Usually there is a lack of common goals in such situations. Strategy contains the common goals, identity and ethics. Without strategy, the organisation is fragmented into departments, professional groups and working groups without cooperation or synergy.

Individuals and/or groups of people defend their territory against intruders, and hierarchical positions against rivals.

There is no doubt that man is territorial. Without strategy, no common territory is defined. Then individuals and groups define their own territory, which is defended and given superiority, even over the interests of the company. Motivation to perform for the company diminishes, motivation to fight for one's own or one's own group's interests (against other's in the company) increase.

Man is also hierarchical. Without obvious leadership, a lasting struggle to establish the missing hierarchy starts off. This is wrongly often understood as expressions of a power need. This struggle is most often superfluous. A clear-cut hierarchy based on Strategic Leadership is the necessary first step to prevent 'power struggles'.

For all systems and organisations there is a theoretical optimum degree of openness:
- Closed systems and monocultures degenerate and/or die out
- Totally exposed systems loose integrity, identity and focus

Free flow of information, and free discussion between organisational levels and lines is a necessity. No single person can be the informed specialist of everything in today's complex world. Strategic Leadership ensures that this exchange of knowledge and opinion happens. The organisation should be a truly open system internally - and of course externally.

A system that is very open runs the risk of loosing integrity, identity and focus. That is exactly another contribution from Strategic Leadership: a strategy that is owned by all hands implies integrity, identity and focus.

The effect of influences to the ecosystem and upon organisations is dependent on:
- The content of the influence
- The context
- The order in which the influences come
- The stage of development of the system

The fruitful ongoing process of Strategic Leadership should be strictly led and follow certain patterns. Unless this is taken seriously, the situation could turn to the worse. Power struggles, bureaucracy, de-motivation and wasted time could result. Content, context, syntax and the developmental stage of the system must be regarded.

medical practice should be governed by feedback.

The strategically led medical practice depends, as we said, on free flows of information and opinion. The medical practice is a complex, self-organising and self-correcting system. Any breach in feedback loops is a threat to the medical practice. Feedback should be encouraged, and it should be seen as a matter of course, and an obvious duty of any employee. Feedback is encouraged and put to system in Strategic Leadership.

We see then, that Strategic Leadership has a theoretical basis. This will be further detailed throughout this booklet. Empirical knowledge also strongly supports the necessity of Strategic Leadership. The studies of successful enterprises in the eighties and nineties show that values and strategic goals are deeply rooted in the corporate culture of those enterprises, and that their administrators practice more active leadership than mere administrative management.

Medical Practice Star Employee Retention

noreply@blogger.com (Unknown) — Sun, 11 Jul 2010 04:01:00 +0000

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S. Kohan, MBA, Medical Practice Management Consultant

Effectively managing newer employees is key to retaining quality workers.
This can't possibly be intentional. Administrators hire what they expect will be an appropriate addition to their teams. They train this employee, teaching not only the requirements of the job as a function, but also the inner workings of the medical practice itself. They expose the employee to patients, physicians, and co-workers, maybe even key financial relationships. The employee gains tremendous knowledge specific to the practice and how it works, with all the ups and downs of the practice. Years and years, and thousands upon thousands of dollars go by.

One day the employee says to himself or herself, "I've got to get out of here… I'm not growing. My ideas are not being considered. I haven't had a performance review in ages. I'm not recognized or appreciated. I'm not being paid what I know I'm worth. There's no consideration given to the dramatic amount of money I'm saving for the company." And thus the company loses another top performer. Only the mediocre employees stick around. What a waste of money and time! Does this sound familiar?

The problem can be fixed from the top. (It probably also started there.) Many office managers have found themselves in leadership roles quite by accident. They were top performers on a technical level themselves, and either became supervisors by promotion or by ownership. This does not make them inherently good and productive managers of people. Put corrective action in place!

Make sure the organization has a solid set of job descriptions for all roles in the medical practice, including the top positions. Make sure that performance appraisals are performed on a regular scheduled basis, not just when someone begs for a raise. Document performance carefully, both positive and negative. Be creative, fair, and ethical with rewards and punishment. Not all rewards cost money! People measure success in a variety of ways: growth, environment, and satisfaction. Do you know what motivates your people? Indeed, they may measure success in entirely different ways than expected. Be systematic and organized in communicating with your people. Know the parameters of fair compensation in the marketplace.

Administrators need to take a hard look at themselves and their practice processes when hoping to retain the best people. The "human capital" is probably one of the most expensive budget items in the operation of the medical Practice. Don't invest in them, only to lose that investment through lack of management disciplines. Don't grow 'em, only to throw 'em, away…

Six Sigma and Medical Practice Management

noreply@blogger.com (Unknown) — Sun, 11 Jul 2010 03:33:00 +0000

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S. Kohan, MBA, Medical Practice Management Consultant

The one ultimate reward that counts for any medical practice is improvement of bottom line profitability and the return of satisfied patients. This end result must justify all the initiatives taken by practice administrator. Practice administrator utilizes should utilize a tool called "cost of poor quality (or "COPQ") as a barometer for evaluating six sigma projects. Apparently, it is the only way to get practice administrator/physician leaders to accept six sigma. The upper echelons of medical practices and hospitals have come to realize the importance of Six Sigma for its tangible economic benefits.

The value of practice administrator and physician leadership support for quality/process improvement top down fully is of paramont importance for success of the program. It is less that promsing when the management does not realize the importance of investing that extra time and money in quality improvement or lacks the commitment. Let's be straight forward, this scenario is not uncommon. Six sigma has such lasting power and broad scope that transcend departments and exposes the need (though not always) for change in medical practice structure. Both of these would be hard battles to fight unless strong management support was present. Resistance of any type could be due to organizational inertia, or it could also be intentional.

Six sigma calls for long haul, complete and in depth implementation, which is definitely not for the faint of heart. It is possible only if your medical practice has 100% commitment from top management. This is why experts place blame on upper management for the failure of six sigma. Only continuous, rock solid support, monitoring and encouragement from the top brass only can prevent the failure of six sigma. Straightforward intentions for implementation should come from a patient centric viewpoint and a desire to produce quality care.

The continuity of the program requires undivided and dedicated monitory support until the end of the project. Upper management identifies the need, sets the ball in motion and provides continuous support (managerial and financial), which is the lifeline for the success of six sigma implementation. If these elements are not present, achieving the stated goals over a long period of time become difficult, if not impossible. One initial green light from management will not suffice; it takes continued commitment and engagement to inspire and motivate the people involved until the end.

Six sigma is a complete quality management and turn around system. As such, it identifies medical practice's organizational shortcomings, wherever there are. With upper management on board, implementation stages can be monitored; midway course corrections can be suggested and any possible roadblocks at various steps of implementation can be overcome. As you can see, six sigma can be successfully implemented with the commitment of complete organizational support.

What upper management needs to understand is that six sigma is a widespread and far- reaching quality improvement program where it has to play a critical role in order to see ultimate business goals succeed. Although the various 'belts' implement six sigma, they are selected, trained and motivated by top management for the implementation of six sigma methodology. The upper management until the very end must support them. Only in this way can six sigma bring about significant and long lasting results to the organization.

Developing Medical Practice Executive Management Skills

noreply@blogger.com (Unknown) — Sun, 11 Jul 2010 02:55:00 +0000

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by: skohan 07/09/2010

Personal Attributes
This article is designed to provide guidance for medical practice administrators, CEOs, and executive directors, who are involved in leading the strategic direction of their medical practices. This article will cover all the main areas of expertise, knowledge, and understanding, that are needed to successfully lead a medical practice in today’s complex and fast-changing world. The first area that we look at is that of Personal Attributes. This is a blend of knowledge, expertise, and competencies, encapsulated in the approach, the behavior, of the administrator. In medical practices of all sizes and in all specialties these characteristics are key to effective medical practice management. The essential personal attributes are as follows.

Behaving Ethically, by: learning about the ethical issues and concerns that impact on your medical practice; adopting a balanced, open-minded approach to the ethical concerns of others; considering the ethical issues and implications of all personal actions and organisational activity; raising and discussing ethical issues before proposing or agreeing to decisions; resisting pressures from the staff or physicians to achieve objectives by unethical means.

Thinking Strategically, by: learning and understanding how the different functions, physical divisions, and layers, of the medical practice should work together: understanding the complexities of, and the changes happening in, the external environment, and considering how the medical practice can best respond the these; understanding the strengths and weaknesses of the medical practice, and the opportunities and threats facing it; understanding how the strategic objectives are influenced by all the current and forecast influences that will impact on the medical practice; understanding that the operational objectives and targets must be in line with and support the strategic objectives of the medical practice; being aware of and responding to the behaviour of current and potential competitors.

Supporting medical practice Goals, by: helping to create and communicate a vision which can be understood and supported by people at all levels; helping others to understand and contribute to the strategic goals; giving visible personal support to the strategic direction and specific goals set by the medical practice.

Communicating Effectively, by: being responsive to messages and signals from the internal and external environments; making effective use of communication channels from and to all levels within the organisation; pro-actively encourage the exchange of information within the medical practice, patients and partners; listening to others, including those with opposing views, carefully and thoughtfully; selecting personal communication styles that are appropriate to the different situations and audiences.

Gathering Information, by: establishing multiple channels and networks which generate a constant flow of information, from within and outside the organisation; regularly and consistently gathering, analysing, challenging, and using the information gathered.

Making Decisions, by: establishing a consistent approach to the analysis of information; drawing on personal experience and knowledge to identify current and potential problems; consider a range of solutions before selecting the final one; ensuring that the selected decision is feasible, achievable, and affordable; considering the impact of the decision on all stakeholders, at all levels, before approving implementation.

Developing Effective Teams, by: appreciating the contribution of others, at all levels in the medical practice; ensuring that individuals and teams are kept informed of plans, developments and issues that will affect them; ensuring that individual and team development schemes are given appropriate priority; providing personal support for the implementation and maintenance of development activities for individuals and teams at all levels.

Behaving Assertively, by: understanding and responding to personal roles and responsibilities; adopting a leading role in initiating action and decision making; taking personal responsibility for decisions and actions; being properly prepared for involvement in activities and events; being confident and professional in dealing with change and challenges; refusing unreasonable demands; defending and protecting individuals and teams from unfair or discriminatory actions; remaining professional in manner at all times.

Concentrating On Results, by: contributing to the establishment of an organisational culture that demands high standards and high levels of performance; focusing on objectives and planned outcomes, at all times; dealing with issues and problems when they arise; planning and scheduling personal work and the work of others in ways which make best use of available resources; delegating appropriately; giving personal attention to the critical issues and events.

Managing Yourself, by: reflecting regularly on personal performance and progress; pro-actively asking for feedback on personal performance; changing personal behaviour in the light of feedback received; being responsible for your own personal development needs.

Presenting a Positive Image, by: adopting a leading role in initiating action and decision making; behaving in a professional manner at all times; being open-minded and responsive to the needs of others; visibly working towards personal and career development goals; adopting an ethical approach to all personal and organisational activity; being supportive to colleagues; demonstrating fairness and integrity at all times.

In Summary: these essential attributes are many, and difficult to maintain consistently, but they are the attributes needed by, and expected of, our practice administrators. The size of the medical practice, the medical specialty, whether hospital-based or private, is of no consequence. The leaders of all medical practices should be role models for others, be visible champions of high standards of professional and ethical behavior, be leaders who others in their medical practices can be proud of, and be administrators that competitors are envious of. Not many of these characteristics are imbued in our administrators by default. They have to be learned, can be learned, and should then be continuously developed and enhanced. With these personal attributes in place, and being demonstrated in behavior and actions, practice administrators will be more effective and more successful.

Medical Practice Management Consultants

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Medical Practice Growth Strategy

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Medical Practice Administrator Employment Contract www.nevainc.com

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Efficently Run Medical Practice Requires Discovering Talent From Within

noreply@blogger.com (Unknown) — Sat, 26 Jun 2010 18:01:00 +0000

By, S Kohan, MBA
June 26, 2010

Increasingly, medical practices are being forced to improve employee productivity while at the same time limiting spending on workforce. How can they accomplish both simultaneously? One approach is to channel time, energy and resources towards positions that make a clear and positive difference in a medical practice's ability to succeed in the marketplace. By identifying these "central jobs" and the talent management practices that support them - medical practices can pinpoint areas that require more attention and more effectively allocate limited resources. Through research, we have developed a fact-based, practical approach for addressing Central jobs, and captured a number of valuable lessons for medical practices looking to better leverage their talent management investments.

In today's fierce economic environment, companies face an especially challenging conundrum. Major cuts in reimbursements, reduced patient spending and general economic uncertainty all constrain a medical practice's ability to invests in its workforce. At the same time, practices must be able to develop a more productive, more innovative workforce that can help differentiate their practices, and position themselves for growth when economic conditions improve. Given these opposing forces, how can companies resolve this dilemma?

One way is to direct attention to a few select jobs that truly influence the business's standing in the marketplace. Rather than simply investing across a broad range of talent programs, medical practices should pay particular attention to positions that have a direct and disproportionate influence on organizational success. We refer to these as "central jobs." By addressing how these responsibilities are designed and structured, and how the medical practice's talent management practices enable effective job performance, physicians can optimize the impact of their limited investments and make a direct contribution to organizational performance.

For many, thinking about central jobs represents a new and different approach to workforce and talent strategies. Traditionally, talent management programs have focused on building the capacities of top management and/or high performers. Yet in many situations, the jobs that are crucial to the success of the organization are not those designed to lead large numbers of individuals in a traditional hierarchy. Rather, they are responsible for managing important relationships, developing or overseeing valuable assets. These roles are not always solely populated by a company's top performers; there is often a range of individual talent associated with these jobs.

Based on our research, we have identified three primary steps associated with more effectively managing talent investments associated with central jobs:

Determine the central jobs based on medical practice strategy.
Identify the talent management practices associated with the central jobs.
Determine opportunities for improvement based on current and future needs.

DETERMINE THE CENTRAL JOBS ON MEDICAL PRACTICE STRATEGY

The first step in determining the central jobs within a medical practice organization is a review of the corporate strategy. Without a detailed understanding of changing trends, patient needs and market opportunities, it can be extremely difficult to confirm which jobs will play a central role in making the strategy viable. Furthermore, central jobs will often differ - not only by specialty, but also by how a medical practice chooses to compete within that specialty.

Once the major trends have been identified, the next step is to articulate a business model that drives the execution of the business strategy. One tool that can particularly valuable when developing a shared view of the organization is a "map" of an organization that includes three parts:

Columns that comprise Business Competencies - workers with commons skills and capabilities
Rows of Accountability Levels that characterize the scope of decision making
Business Components that sit at intersection of Business Competencies and Accountability Level, and represent parts of an enterprise that have the potential to operate autonomously (as a separate company, or as part of another company, for example).

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Medical Practice Management Consultants

noreply@blogger.com (Unknown) — Tue, 22 Jun 2010 15:48:00 +0000

Despite all of the articles and books on the topic, medical practices today are no more effective at delivering on large-scale change initiatives than they were 10 or 20 years ago. In a recent survey, 70% of the practices said their change management initiatives did not deliver the expected results. That success rate was unchanged from similar surveys we conducted in the 1980s and 1990s. And the environment for change is only getting more complex.

At the heart of the problem - failure to realize that change is neither free nor easy. If not properly budgeted and resourced, a change program can grind to a halt. Furthermore, turning breakthrough ideas into action requires difficult decisions, which leadership teams may be unprepared to confront. Finally, the one-size-fits-all approach medical practices often take rarely yields the expected results. To succeed, management improvement efforts must be targeted to only the most valuable strategies and tactics.

But medical practices that under-invest in change management are turning their backs on the impressive rewards that result from stellar execution. Based on our experience, change management done right can yield a remarkably high return on investment.

We have developed a four-step formula for navigating large-scale change. The steps are plan, lead, operate, and track. They sound simple, but they're not.

- Planning requires a robust self-assessment, a review of customers and products, and rigorous analysis of the value, risk and investments associated with the change program.

- Leading starts by finding and directing the right change team, and engaging the broader staff along the way.
- Operating means treating the change itself like a business, with its own plan and decisions.
- Tracking requires finding the two or three key indicators that show change results in increased production, bigger market share or fatter profits.

Tracking requires finding the two or three key indicators that show change results in increased production, bigger market share or fatter profits. This system has increased financial performance by 20% to 200%. Medical pratices are able to sustain improvements, develop new growth opportunities, and identify future leaders of change within the company. We link our change programs to a client's strategy by applying a pragmatic, analytic, data-driven approach. And, we're collaborative, teaming with our clients at every step to help them implement their vision.

Neva, Inc. is a medical group management and business consulting firm. Either we manage the practice for physicians or help top management make the big decisions: on strategy, governance, operations, mergers & acquisitions, technology and organization.

We help physician practice businesses to work smarter and grow profits while providing excellent quality medical care. We consult with our clients to build effective organisations, innovate & grow, reduce costs, manage risk & regulation and leverage talent.

www.NevaInc.com

Neva, Inc. is a medical group management and business consulting firm. Either we manage the practice for physicians or help top management make the big decisions: on strategy, governance, operations, mergers & acquisitions, technology and organization.