The Required Leadership for an Ophthalmic Practice

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By Carolina Clavijo

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  • Since many employees spend 40 or more hours at their workplace, their organization’s culture obviously affects both their work lives as well as their personal lives.
  • Since many employees spend 40 or more hours at their workplace, their organization’s culture obviously affects both their work lives as well as their personal lives.
  • Since many employees spend 40 or more hours at their workplace, their organization’s culture obviously affects both their work lives as well as their personal lives.
  • The Required Leadership for an Ophthalmic Practice

    1. 1. -The required Leadership for an Effective Ophthalmic Practice-
    2. 2. OUTLINEOrganizational Culture change “the first step”reassessing the roadmap for the future.The main areas of managing an ophthalmicpractice.Hiring techniquesTailoring Continue Education programs foremployees. Leadership styles in theory and in practice,what really works?
    3. 3. Organizational CultureValues Beliefs Attitudes Behaviors ……shared by a group of people.Culture comprises the collective assumptionsand “the way we do things around here”People copy, coach and correct each other tofit into this collective Culture and be part of thegroup.
    4. 4. Every organization big or small has its own culture.. YES even a small business has a culture…. Every business must take the right steps to cultivate the culture it desires. The culture is thesingle greatest force that affects your employees.
    5. 5. Why work with Culture? The way we do things around here” determines: Behavior, and thus: Performance and Turnover, Customer Satisfaction and Reputation, Market share and Competitiveness Employee Retention, etc.
    6. 6. What is the culture of your organization? How to make an assessment of it?
    7. 7. Tools: OCAI www.ocai-online.com•Organizational Culture Assessment Instrument•Developed by professors Cameron & Quinn•Based on the Competing Values Framework•Researched and ValidatedGives you a quick diagnosis with a visual profile,insight on current and preferred culture, a clear format to change, that you customize to your situation.
    8. 8. 84 Culture Types
    9. 9. 9
    10. 10. OUR VISION“A WORLD CLASS ophthalmology practice providing unique eye care that integrates 3 elements: the latest technology, efficiency, and a loving touch”
    11. 11. MISSION STATEMENTBeing at the forefront of technology.Having a trained and caring professional staffthat is concerned about all aspects of patient’swell being and not just their eyes.Implementing highly efficient systems andprocedures to enhance the patient’s experience.Contributing to the effort to eliminate blindnessby leading surgical missions to people in needaround the world through our VisionaryFoundation.
    12. 12. OUR CORE VALUESKINDNESSEXCELLENCEEFFICIENCYPASSIONRESPECTTEAMWORK
    13. 13. Classification of Managerial SkillsTechnical SkillsHuman SkillConceptual Skills: This consists of themanagers ability to coordinate allorganizational activities and varied interestsinvolved in it. It involves viewing theorganization in its totality and understandingthe inter-dependence of its individual parts.
    14. 14. The main areas of managing an  ophthalmic practice
    15. 15. The 8 Deadly sins of a PA –John Pinto- a.Lack of numeracy skills. b.Not knowing the services and products you sell c. Ignoring the needy greedy details of patient accounts management. d. Orbiting the wrong sun. e. Insufficient time commitment f. Not building a strong middle management team g. Not enough delegation. h. Failing to network with peers. From the article “ Eight deadly sins some administrators ignore at their peril- by John pinto Published in the summer edition 2012 of Administrative Eye Care
    16. 16. Hiring and keeping the right people. How difficult can it get? E-MYTH Hiring decisions are some of the most consequential decisions you can make for your business. You want your hiring decisions to come from your head and your heart. Your hiring process has one main task—to help you find the right players for your “game.” A systemized, orchestrated hiring process will free you to really see the candidates before you.
    17. 17. What to Look for in a Good ReceptionistAttitude. You should look for a person witha positive disposition.Skill. Good clerical and computer skills area must to enable the person to multitask.Resourcefulness. A good receptionistshould be able to think fast, help patients findsolutions to problems.
    18. 18. Tailoring Continue Education andtraining programs for employees. Employee as aninvestment, not as an expense principle.
    19. 19. Picture Styles give you great looking “frames” in a single click.
    20. 20. New program by BSMCONSULTING…http://www.bsmconsulting.com/BSMConnection/O DR. TECHS 
    21. 21. TRAINING JCAHPO/ ACTION EDhttps://action.jcahpo.org/ACTION/Default.aspx?hkey
    22. 22.   Leadership styles in theory and in practice, what really works? Leadership is less about your needs, and more about the needs of the people and the organization you are leading. Leadership styles should be adapted to the particular demands of the situation and organization. “Primal Leadership,” Daniel Goleman, describes six different styles of leadership. The most effective leaders can move among these styles, adopting the one that meets the needs of the moment.
    23. 23.  6 styles of Leadership by Goldman Visionary Coaching Affiliative Democratic  Pacesetting Commanding
    24. 24.   Ophthalmic Leadership by John Pinto The dyad’s effectiveness begins with a clear  understanding of three well-recognized  leadership skills:• Humility with resolve • Emotional intelligence • Inspiring others to find their voice
    25. 25. THANKS FOR YOUR TIME AND ATTENTION!

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