training Archives - Capko & Morgan

Specialty associations for administrators and managers: are you in the loop?

Does your specialty have an association just for practice administrators and managers? Specialty practice management associations like the AOA (for ENT administrators), ADAM (for dermatology managers), and others are some of the most lively and valuable networking and education groups around. If you haven't looked into whether your specialty has a practice management association, it's definitely worth your while to investigate. Not only do these groups offer the chance to network with other managers in your specialty (who understands your world better than someone else in the same role?), they often have other benefits to help you succeed in your career, such as: Benchmarking and compensation surveys Discounts on products and services Specialty focused coding help Annual conferences and regional meetings Online education, webinars, and certification programs for skill-building Job boards To save you the time of investigating, here are some of the specialty focused administrator and manager groups that we're aware of. (If you're a member or representative of a specialty practice management group we've omitted here, please contact us so we can add your group to our list.) Specialty Association Website Dermatology ADAM (Association of Dermatology Administrators & Managers ada-m.org Emergency Department EDPMA (Emergency Dept Practice Managers Association) edpma.org ENT AOA (Association of Otolaryngology Administrators) aoanow.org Neurosurgery NERVES (Neurosurgery Executives Resource Value & Education Society nervesadmin.org Oncology AOPM (Association for Oncology Practice Management) oncpracticemanagement.com Ophthalmology ASOA (American Society for Ophthalmic Management) asoa.org Orthopedic AAOE (American Association of Orthopedic Executives) aaoe.net Pain Medicine SPPM (Society for Pain Practice Management) sppm.org Podiatry AAPPM (American Association of Podiatric Practice Managers) aappm.org Radiology RBMA (Radiation Business Management Association) rbma.org Reproductive Medicine ARM (Association of Reproductive Managers) asrm.org/arm Rheumatology NORM (National Organization of Rheumatology Managers) normgroup.org Urology AUAPMN (AUA Practice Managers' Network) auanet.org

By Morgan|2022-01-01T22:51:55-08:00November 1st, 2016|

Everyone needs continuing ed — not just clinicians

When I was in business school, the idea of continuing ed for MBAs was occasionally bandied about. It just seemed odd that other professions like law and medicine made ongoing education and improvement a priority while ours didn't. Of course, the most obvious response to this is that the competitive nature of the business world makes mandating continuing ed unnecessary for MBAs and other business professionals. If you're not constantly learning and adapting, your skills can quickly become outdated -- and it's almost impossible to hide that in a typical business setting. That's why companies invest in corporate training and conferences, and why ambitious managers read (or at least skim) all those hot business books and why they network so much more regularly than physicians. In business, everyone takes charge of their own continuing ed -- and if they don't do so, someone else who is more in step with new ideas will come along and, as the saying goes, eat their lunch. In medical practices, though, we sometimes find physicians don't appreciate the need for ongoing business education for their managers. I've personally even encountered physicians who describe their managers as "fully trained." Perhaps it's because continuing education for managers isn't a regulatory requirement that physicians don't understand how important it is. Whatever the reason, if you're a physician who is not encouraging (and funding) ongoing education for your manager(s), you're making a mistake. No field has as much constant change as medicine. Medical practice managers, billing managers, and other practice business leaders need to not only stay on top of normal business evolution (e.g., technology change, marketing and communications change), they have to keep up with medicine-specific changes (e.g., regulation, research, clinical standards, insurance). Investing in continuing education for your managers is frankly cheap in comparison to the risk and costs associated with falling behind. So when your manager asks for budget for a conference, book or online education program, think twice before saying no. And if your manager never asks for these things, think about whether you've unintentionally discouraged a behavior that is essential to your practice's

By Morgan|2022-01-01T22:52:06-08:00October 3rd, 2014|

Conference attendance is so important for practice managers
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Conference attendance is so important for practice managers

career skills, continuing education, medical practice business, productivity, training

Conference attendance is so important for practice managers

Just back from speaking at the wonderful Association of Otolaryngology Administrators (AOA) annual conference -- what a valuable event. It's such a great experience as a speaker to participate in such a well-attended, well-run event. In both of my sessions, attendees were so attentive, taking notes, asking great questions, and making great comments and sharing anecdotes about their own practices. The attendees were helping each other as well as benefiting from content from all of us speakers. I have no doubt all attendees will go home with dozens of ideas to improve their practices' profitability. I was just one of dozens of qualified presenters -- what a download of information for the attendees. And they were clearly so motivated to soak up as much information as possible. (For example, I tried to sneak into the talk before mine -- which started at 7:30 AM! -- on the Affordable Care Act. Standing room only, despite the early hour.) Physicians may sometimes doubt the value of sending a manager off to a conference like this. The cost may be in the neighborhood of $2,000 when travel and downtime are figured in, so it's not a trivial expense. But just one coding tip that brings more revenue or marketing tip that brings more patients -- or compliance tip that avoids an audit -- would pay for that expense many times over. And the network that attendees can form is absolutely priceless. This is especially true when your specialty has a dedicated practice administrators association like the AOA -- but, even at the larger/general practice management events like MGMA, medical office managers will meet like-minded professionals they can bounce ideas off of and gain advice from in the future. In tight times, cutting out conference attendance may seem like an easy choice. However, you may be unknowingly hurting your practice's chances to grow new revenues, stay ahead of regulatory issues, or nip costly problems in the bud. It's useful to be picky about attending events -- make sure they'll have a variety of relevant subject matter that is important to your practice. But don't

By Morgan|2022-01-01T22:52:13-08:00October 26th, 2013|

Teaching your medical practice employees vs. coaching them
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Teaching your medical practice employees vs. coaching them

human resources, leadership and inspiration, managing people, medical practice business, morale, practice management, productivity, staff, team support, training

Teaching your medical practice employees vs. coaching them

Today's Harvard Business Review features a wonderful tip for medical office managers: Know when to coach versus when to teach. Teaching -- i.e., demonstrating or instructing an employee on exactly what to do -- is key for bringing new employees up to speed (aka, training). It can also be useful when corrective action is needed -- e.g., "Emily, please be mindful of HIPAA when speaking with patients about private information -- ask them to step out of the reception area, like so." Teaching can backfire, though, with competent and motivated employees who just need a little help with problem-solving. Coaching -- supporting and gently helping staff find the right solution -- is the right approach in that case. For example, let's say one of your receptionists is having trouble collecting co-pays -- but, she's a quick learner who's eager to try new things. Giving her ideas and asking questions about what she's already tried could help her develop an effective style she's comfortable with -- and that she'll be able to use routinely. By coaching employees with ideas and, most important, asking questions, you help your employees feel competent and trusted. What's more, even though it might take a little longer to solve today's problem, your coaching might lead to your employee finding a better solution that will pay off over the long run. For example, if your instinct would have been to pick up the phone to get urgent payer feedback, but your encouragement leads a biller to find an important source of information via the payer's portal, that could save a lot of time for you and your biller down the road.

By Morgan|2022-01-01T22:52:15-08:00October 8th, 2013|