Are you losing your private medical practice
can’t earn enough to keep it open?
It’s because you were
never told you needed a formal business education
to reach your peak performance!
to practice medicine, but not how
a medical practice business,
let alone a
We are talking here about your need for implementing
financial business weapons to earn what
you want whenever
You learn these proven and effective business
to use them on
Article #69 - Sept. 2015
"Who to Fire and Who to Hire
In Medical Practice Offices"
Physicians should be the person responsible to hire and
employees... there are substantial
Nearly all private medical practice
physicians typically avoid
the task of hiring and firing
their employees. An obvious reason is because of the
of a formal business education. Physicians have never
been prepared for personally taking responsibility
selecting those they hire.
Physicians interview medical patients
every day and think nothing about it. When they fear,
hate, detest, ignore, and
deny any responsibility for
hiring and firing employees, it's a whole different
world of incompetence that they are exposing... yet is
a real and necessary part of running a business. One
more level of business weakness is stacked up against
Job interviews should determine the
competence of the people doctors hire. Doctors don't
know how to do job interviews, ask the right questions,
reveal the right business background info, nor judge the
long term qualities and skills that the applicant may
have and doctors can use... or take
Bad employees under these circumstances
may become a continuous headache for the physician,
create chaos in the
office staff, and run your medical
practice business into the ground quickly. Losing
medical patients because of one single abrasive incident
towards a patient one day, one time, is
In such cases the physician will likely
never know about it.
Other medical office staff will
never tell the doctor because of
will never know when a patient's medical records are
transferred to another doctor because you don't require,
keep track of, patients who leave your practice... or
at least notify you about it. Very often you will never
notice that a
good patient you wondered about has never
returned to see
you over the last 3 years.
With those weaknesses in mind, how can
any private practice physician ever manage to obtain the
right person for the right job... let alone let an
available employee with considerably
and interviewing capabilities than yourself do the
hiring and firing with any hope of hiring the right
employee for the job?
The consequences of shoving that job onto
your office staff (as most physicians do) leads to an
office environment most
doctors wish they could go back
Maximum success and
income depends entirely
on the physician owner taking
When starting a new medical practice the
first time as a young physician, you are totally focused
on one thing ... taking care
of patients. There is no
significant attention paid to hiring and firing, nor the
potential disasters that result. "Just get some
employees in here to help us, if they still
have a pulse."
Not having the knowledge and experience
to run a medical practice business, or any kind of
business for that matter, the standard modus operandi is
to learn the wrinkles of how to run their business while
practicing medicine. It's called working "in" your
practice, not "on" it. Of course, what each doctor
learns about running a business is barely enough to keep
some income pouring in... not how much... just some!
As time moves along doctors learn their
business mistakes and try some other business tactics
using no strategies, no management consideration, and no
business goals in mind.
They learn what other doctors
are doing in their own medical businesses and find an
office setup that they can copy.
What they are really copying are the
business processes and procedures that
were setup by another doctor who had no significant
business education either. At
least it gives them a
place to start.
There are many ways to find employee
candidates which many
of you reading this already
recognize, or used yourself. Many times when the word
gets out that a new doctor is starting practice down the
street, employees in the other established doctor's
offices will send other medical office workers who
a job to apply.
Some are unemployed or have already made
up their mind to quit the medical office they are now
working in. Office conflicts with other employees or
with the doctor they work for incites
the need for a
different office to
It's not unusual to contact an employment
agency to find applicants. The agencies screen the
potential applicants to
match what kind of and
qualifications of employee the doctor
told them he
wanted. That saves a lot of time finding a reasonably
Someone at the agency has already gone
over the backgrounds and work experiences of the
candidates. But employment agencies never know what the
doctor really needs in his office. Potential employees
get to you screened, but not qualified...
you make that
The first difficulty often begins when
another doctor refers a candidate to you based on his
knowledge about the person.
You have to be careful how
you handle this situation. You will have no idea if the
other doctor sent a "friend" or "relative"
has worked with that person them self ... often never
checking their backgrounds or previous work
Did the person get fired ... and for what
If the applicant turns out to be someone
you believe would not live up to what you are expecting
from them, you may tear up their application, never tell
them you won’t hire them, or let it ride. The situation
has the possibility of offending the doctor
recommended that applicant, but it's rare.
you hire first for your new practice?
Should you happen to get lucky and find
medical assistant or nurse with years of
medical office experience, hire them on the spot. If you
delay they will be
gone quick to another doctor. They
are few and far between
and worth the attention and
They have a mountain of office business
knowledge that can
help you find other capable employees
as well as help you a great deal in setting up your
If you are not so lucky, then hire one or
two people with
medical office experience on a 6-month
trial basis. It doesn't
take long for someone to show
their true colors. It's not a problem then to let them
go at the end of six months... you
don't have to fire
To be on the safe side you may prefer to hire all your
staff on a six-month temporary basis. The number
employees you want depends on the practice style you
prefer, but 4 to 6 employees can handle most of what
you'll need as
a solo practitioner.
If you're a psychiatrist, you may not
need any employees because you can handle everything on
your cell phone.
Expecting a high volume of patient
flow, like in other
specialties-maybe see 100 patients a
day-then you'll need
more help as your patient load
increases... how many...
Starting out with a receptionist, a
billing person, a back office person, and a medical
office staff coordinator to keep it all running as
smooth as possible, is bare bones. In today's
environment you likely will need two back office
and a separate person to handle all of the insurance
issues and validations.
hire the right people... employees
You will sensibly hire your medical staff
to match the job
position they will hold. It means that
their interests, skills, and knowledge match their job
position. You don't have time to
hire cheap or
inexperienced staff and try to teach them everything. If
you don't have the money, then you have to
choices... at least for a while.
successful office recruiting organizations use four of
the most effective
Candidates need to describe specific examples
of their skills
Always do a search and screening of the resume
Actual assessments are made to predict a
candidates motivations for certain jobs, for
supporting your practice, and your ways of
Discussion as a way to evaluate specific
job-related skills, abilities, and capabilities
According to a DOl/ERE (Electronic
survey, "behavior based
interviews", as above, most accurately predict future
performance and are used by 40% of
organizations in the
survey. Resumes posted online are
making it much easier
to screen potential employees.
Assessments of candidates by use of
multiple-choice testing filters out those who can't read
or understand instructions, tolerate criticism, or have
other hidden personality problems.
Small Business Hiring Guide offers many guidelines
hiring that in most doctor offices have never been heard
of, such as...
Prepare questions in advance-it enables you
the right information needed for the
job applied for.
Choose the right interviewer-the supervisor
job being considered is the best one to
do the interview... that's you, doctor!
Listen more than you talk-start out making
candidate feel comfortable with general
questions-save the "how you want to run your
practice business" until last, because the
candidates will be compelled to say what
you want to hear if you reveal it first.
Avoid the tried and true-ask unexpected
questions to get to what the candidate expects
about their future life and goals. Otherwise,
most candidates have a well-rehearsed
response everybody uses when asked
about where they want to be in 5 years.
questions to always ask...
Tell me about a time you needed to
learn a new skill.
Describe the worst job you ever had.
How do you motivate someone who
isn't doing his or her job?
Another two most
Very helpful to ask a candidate what they
would do in a certain work situation.
Ask about the roadblocks they had in
their last project.
Three questions to always
Where do you want to be in five years?
What are your strengths and weaknesses?
Why are you leaving your present position?
Lastly-explain your office/company
Explain company physical benefits candidate
Explain emotional benefits
Have a loyal employee tell the candidate why
it's so good to word for this doctor, instead of
you bragging about how great your practice
Watch the clock-don't give a poor candidate
your time in personal discussions
A second interview is a good idea for
questionable candidates you can't get a good
grasp on their caliber the first time.
Why new-hires fail...
Mark Murphy, CEO of Leadership IQ,
reports on their study of
newly-hired employees... 46% will fail within 18 months,
19% achieve unequivocal success. interpersonal skills
the reason for failure, not technical skills.
Interpersonal skills lacking were...
26% could not accept feedback
230/0 unable to understand and manage
17% lacked all motivation to excel
15% wrong temperament for the job
11% lacked technical skills
The survey studied 5,247 hiring managers in business and
healthcare organizations. Distressing as that is, 82% of
managers in hindsight admitted that most of the clues
pertaining to problems in personality and relationships
were missed during the job interviews.
The reasons that
the clues were missed are related to being
in a hurry,
over focused on the job itself, and lacked
their interviewing abilities.
Coachability, emotional intelligence,
motivation and temperament, however, are much more
predictive of a
new-hires success or failure. The
interviewer that spends
more time or focuses on these
four areas in the interview
their success in landing
great employees is
especially, hiring a nurse that alienates
other nurses, and pharmacists can lead to medical
patient injury or worse.
The no-man's-land between hiring and firing...
That area is called
Performance Reviews. Not only do
hate performance reviews in most businesses, whether
reviewer or employee, they are counterproductive. Keith
Lee (Newsletter; 3D Mail Results)
explains why the
performance reviews are being converted
called a Personal Development
The whole performance review system has
been changed from
non-motivational, discouraging and, most importantly,
anti-developmental process into a system that encourages
feedback, innovation, and performance.
You can imagine
how many good performers quit jobs
of bad performance reviews.
Keith Lee's book, "How to Control Your
Business and Your Life-Proven Secrets to Creating Highly
Productive teams" explains how to convert to the
Personal Development Interview. Visit
where you can purchase
his book for $2.97 (S&H).
The cost to firing and replacing each
employee has been estimated to be over $20,000 plus the
time and effort
necessary to do it.
The biggest mistake for a small business
is to hire the wrong person for the wrong job. From this comes
the advice of
business experts who advise employers to...
the wrong person causes...
1. Employee Conflict
2. Costly Errors
3. Poor Customer Service
4. Low Productivity
5. Lost Patients & Trust
Grant Robinson's hiring system is now
being used in many large businesses. The system is known
to reduce hiring errors. You can purchase the software
and implement the guidelines
into your medical practice.
This investment can be a profitable investment for you
considering that the average length of
remain with a doctor's office staff is five years.
Assuming that you replace all 5 of your
during that time at a replacement cost
cost of everything associated with
replacement of one
employee determined by survey
information), your cost will possibly be $100,000
every five years dedicated to employee replacement…
something you didn’t want to hear about today.
You take your time to hire a top-quality
of employee for the
job position, follow the advice of
effective job interviews, and hire someone on a trial
basis for a period of time you will
likely save yourself
hours of time correcting the blunders
of a bad employee.
Additionally, you will save your practice considerable
expense that can then be applied to essential medical
equipment, materials, or education that will improve
your bottom line.
Termination of an employee...
Here's a lot of what's wrong that has
created a hammer and sickle environment in business
functions today. Things most
all doctors have to wrestle
with in their private medical
practice businesses are
The most descriptive words that set the
stage for troubles
helps to make us aware and vigilant.
The description about business problems offered by the
well-known business expert Dan Kennedy is…
Way too many people
have their pay
disconnected from accountability, get 'bonuses' that
have nothing to do with successful outcomes, get
raises tied only to number of years of mediocre or
incompetent performance, and many do not have
opportunity to raise their pay by good performance.
The move to convert our entire
society from differential benefits produced by
different choices, behaviors, sacrifices, initiative
and effort into a 'flat system' with everyone
guaranteed the same minimum and limited to the same
maximum, and little space between the two, is
gaining popularity and momentum.
Those huge crowds that have been
turning out for the only openly declared Socialist
ever to run for the U.S. Presidency and the
$2-million-plus hastily raised by him from small
donors (less than $100.00 each) is not just because
people love a freak show. A lot of them actually
think he's right.
For the record, he and
by him, do not just have a difference of opinion
with us. They are anti-American, enemies of this
nation, all it stands for. In most cases, they are
ignorant of history and economics, thus as gullible
as a goat, but that's
They are an enemy, and
ought to be
treated as such. They are all dangerous to us and
should be understood as such. When some moron says
to you, "Well, Bernie has a point", you should not
maintain equanimity. Such a person is at least as
loathsome as a racist, as a drug dealer, as any
other avowed enemy wishing 'death to America."
At least get away from
them and stay
away from them, if you choose not engaging in
battle. Yes, our non-Socialist Constitution
guarantees them their right to hold and express even
their vile, traitorous opinions. (In a Socialist
country, like Cuba, voicing capitalistic opinions
would have them in irons.)
But that does not mean
you have to grant them audience or even tolerance,
anymore than you are required to feed and pet a
skunk as if it were a cute little kitty. Which it
ain't. A skunk is a skunk.
Us older physicians can remember those dynamic
individuals, college classmates, medical school
classmates, that actually
had jobs and earned their way
through college and even
even try to do such things. Young students have been
given the idea that their educational loans will
be forgiven so there is no motivation to go out and earn
the money while a student.
Everything has changed around us so we
must adapt to the changes of fail. The reason physicians
now are having so many difficulties with retaining
office personnel is a result of those drastic changes of
attitudes, mindset, goals, motivation, and
lack of a
futuristic view. You can expect to have a much
turnover of medical office staff.
It's a matter of having to fire more
characteristics that are incompatible with
office business, efficiency, and profitability. Some
types of employees with personality and sociability
problems should be fired quickly.
"I wanted a happy office
I fired all the unhappy employees."
We teach our children to work hard and
never, ever, give up.
We teach them to be grateful,
respectful, positive thinking,
and to see the best in
people. Later it's necessary to teach
them all of the
reasons that will get them fired from a job because
children become influenced by the "herd effect" which
quite the opposite of the way we “seniors” were raised.
And we must teach them how to fire people when their job
position requires it.
Passive-aggressive types of personalities block
innovation and suck the energy out of teammates.
Three categories of employees that are
the most disruptive
in a medical office ("Three Types
of People to Fire
Immediately", article by Michael Maddock and Ralph Viton)…
1. The Victims
2. The Nonbelievers
3. The know-it-alls
are employees who see problems as occasions for
persecution rather than a challenge to overcome. We all
like victims at times. Some make it a way of life.
These latter people seem to enjoy being punished or
persecuted by people, situations, and processes and are
the common focus of disruptive attention. We see them as
angry, often annoyed, and almost always complaining.
Victims are the most likely to feel the
company has maliciously terminated them regardless of
cause. They seek supporters of their issues before and
after their termination.
Remember to always document on paper or
otherwise all of
the incidents, causes of complaints,
regarding each issue where an employee
has disrupted the
You must do this to protect your medical
practice because suits for unlawful termination are not
rare and the employee wins
in court 95% of the time. The
reason that doctor's lose so often is that doctors
cannot prove in court that they told the
all the activities that could get
Doctors can be a winner of these suits if
they have an "Office
Personnel Policies Manual"
that they make the new hires
read at the time
they began work. The problem is that less
than 1% of
doctors ever create or buy such a manual for their
practice. So all evidence in court is based on, "he
said" issues ... all verbal.
The employee’s opinion will most
accepted as fact by
the court. If a physician can show
the judge an office
personnel policy manual they
have in their practice, there
is an assumption that the
employee must have read it or had
the opportunity to
read it… making it possible for the doctor
to win the
you think you can or think you can't, you are right"
The difference between a highly efficient
medical office and
one that degenerates rapidly to
mediocrity, is a strong belief
that there are ways
to solve all problems that arise, or that
work seemingly impossible to do, can be done.
Staffers that believe… things are too
difficult, the boss may change his or her mind about the
project and all my work done
is wasted, or assume that
any good ideas they offer will be rejected by the boss,
work just enough to get by and have no innovative energy
or confidence in them self.
Teamwork is not in their vocabulary and
their cancerous presence will damage the whole office
The best innovators, productive
employees, and employees
eager to learn are the
employees that make a medical office
run like a
well-oiled money making machine.
You rarely can talk a know-it-all person
into following your
exact instructions. Their mindset if
fixed on their own
dominance and personal knowledge.
They won't listen and
learn. They do their assigned job
as they think it should be
done, not like the doctor
wants it done. They often offend
other office staff
members by trying to tell them how to do
This type person rarely can be convinced
to change their attitude. They don't improve over time.
Even if the truth is
laid on them, they will briefly
change their attitude and soon revert back to their old
self. It's another good reason to
avoid hiring back
employees that have previously been let go.
reasons to fire medical office employees
During my personal season in private
medical practice many problems occurred that sent me
It took me several years to discover that
there is such a
powerful relationship that exists in
medical offices and other kinds of business offices as
well. Problem issues arise in a medical office that the
boss, doctor, never will find out about
unless the doctor witnesses the problems or
into it accidentally.
Your office staff members will hide from
the boss every
that happens in your office. It may include arguments or
rude remarks to patients, battles among staff members
about whose job it is to do something, or advantages
taken by employees when there's an opportunity to take
the afternoon off when they are supposed to be working.
I finally discovered one morning when I
came into my office
very early and caught my
receptionist hard at work copying a hundred or so church
bulletins. She had been copying
programs for her church
for a couple years that I had no knowledge about.
Another comradery problem that beats them
all was when I terminated one employee, others quit the
same day which
was totally unexpected. I never found out
why. I can honestly say that I never did anything to my
staff that warranted
It's kind of usual and often acceptable
to find the pilfering of small items from the office
supplies, like pens, copy paper, tablets, magazines, and
staplers... not good but tolerable
Theft and embezzlement of office money
takes things one step above tolerable. One receptionist
stole $30,000 from a doctor friend of mine. Another
billing clerk over a period of years
stole $40,000 from
an OBG... discovered only when he sold
his practice and
had to have complete financial auditing done.
It's a good reason to be able to read and understand
your monthly bank or CPA profit-and-loss
These and many other problems in medical
practice can be prevented but only if the physician has
obtained a good
business education. A business education
teaches doctors how
to recognize management and economic
problems before they become irreversible.
Business management ignorance for physicians will always
seriously compromise medical practice income when the
doctor has no real business management knowledge.
Again, I have overstayed my virtual
welcome time ... but I
never apologize when I know the reason
is to make your
lives, practices, incomes and careers
one can force you to take over the job of hiring and
firing employees, but the pain associated with
refusing that responsibility will cripple your
income and career.
interviews are no harder to do than medical patient
interviews. Because you already know how to
interview patients, you already have
a short step
into learning to do employment interviews.
secret to very good results is having prepared for
the interview, have a check off list, and list of
appropriate questions to ask the candidate. Make
your list by using the article inside this ezine.
You are far
better at interviewing than you think. No one can
select an employee that can do it better than you.
"ARE YOU WORKING 10X’S HARDER
THAN YOU NEED TO? IF YOU AREN’T DOING THIS, YOU ARE."
There they are. Business owners,
marketers, and salespeople huffing, puffing, straining
and struggling to convey their marketing message…
…to convince a prospect of the virtues of
or service, while an entire army of more
persuasive, more instantly believable salespeople eager
to do the heavy lifting for them are willing to do it
But they keep these people locked away
and out of
How dumb is that?
Who are these slam-dunk salespeople that
can improve your results ten-fold and are willing to do
the work for you at no charge?
Your customers. Your clients. Your
If you fail to put a system in place that
utilizes the emotional connection
that your customers, clients or patients can provide to
link your company, product, service and deliverables to
your prospects’ feelings,
then you are
not only working ten times harder, but
you are losing
customers and money every single day.
Plus referrals are the best type of
customers you can
get. They spend more both in the short
and long run
and are more loyal than the normal
This has not only been my experience (and
my clients’ experience) but has also been confirmed in
such as the one Darcy Juarez mentions in her
Is Your Business Leaking Profits?
When I lived in Phoenix, I bought cars
from a top Ford salesman who knew the value of utilizing
The walls of his cubicle were filled with
photographs—each showing a customer or a customer with
family, smiling, standing next to their new Ford.
Each photo is dated and has the customer’s name on it.
He was not only my car salesman the
entire ten years
I lived there, but through referrals,
he was my family’s and friends’ car salesman.
My photo was there with my Lincoln. My
photo was there with his pickup truck. My
photo was there with his Mercury Marquis. And
Some families have many more photos there
from the series of vehicles they purchased over the
It doesn’t take long to accept the
pictures as proof that this guy treats his customers
could he have so many photos of
Incidentally, when I went to buy a Ford
from another dealership in another state, I walked in
and paid cash
for a $35,000 SUV.
I was never shown any testimonials. Never
asked for one. And never asked for a referral either.
The next year, in that state, I bought
two cars, neither from the $35,000 SUV salesman.
Using “photo proof” is one thing that
will work in any business to show happy customers with
their newly purchased merchandise or after their newly
A restaurant can have a special menu
item—an outrageous sized burger, ice cream sundae, etc.
(at an inflated price I might add) and post a picture of
customers with it on their wall.
An orthodontist can show patients after
they get their
A florist can photograph happy surprised
recipients of delivered flowers.
In my literature I often include photos
of myself with famous people, actors and actresses I’ve
worked with in infomercials, athletes, coaches, even
former U.S. Presidents I’ve appeared on seminar programs
Using picture proof as part of your
referral system not only can convert prospects to
clients, customers, or patients, with less resistance
and less fee resistance,
but it can result in and be a
part of your referral system to get clients being
Not just told about you. Not just
referred to you.
For example, in the restaurant example
above, those who order the monster-sized dessert,
hamburger, etc. will not only tell their friends about
will drag their friends along to the restaurant just
they can show them their picture on the wall
Simply put, customers can and will say
things that you can’t; “You’ve got to see my
chiropractor, he’s a genius at getting rid of back
Or because your customers can make an
emotional connection much, much faster and easier; “I’ve
been going to his events for 10 years. I never miss one
–they make me on average $80,000 to $100,000 extra
What others say about you and your
or business is at least 1,000 times
than what you say, even if you are 2,000
So let your customers help you. And help
them do it more often by putting a referral system in
By the way, if you want even more ways to
quickly multiply your customer base with people
predisposed to do business with you…
Or if you’ve ever been afraid to ask for
referrals, don’t know how (or your customers don’t know
how), or you want a constant stream of referrals
to you then
message from me will
give you the answers for which you’ve been searching.
Discover how you can create a referral
system at little
or no cost that generates an endless
flow of your ideal customers, clients, and patients who
are already predisposed to do business with you
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In Every Issue...
My desire is to always offer
you the business and
marketing strategies that you will need if you ever wish
to reach your maximum potential in the practice of
you are employed or in
My New Book
"The Wounded Physician
the image... for details
Do you really know
the core cause of the medical profession crisis we
No, it's not the
What are you
do to save your private
The average medical doctor in the
US practices medicine
for 12,617 days and leaves a million dollars on the table
during that time.
They never are able recognize that it was available to them during all those
years because they lack a
This book is unique because no other
author has ever
written about the primary cause and solution to today's increasing attrition
of physicians and the demise of private
Once the reader becomes exposed to the extreme and relentless series of
strategic moves organized and implemented by our government to control
healthcare, the reader will understand why all physicians must be provided
with an academic
Secondly, the reader will discover the critical
importance and practical value of a business education for practicing
physicians. Today, most physicians struggle
financially while running their medical practice business because of their
reliability on their own
The contents discuss all the benefits and advantages of business knowledge,
how to get it and use it, and quickly reverse the money crunch you are
You probably won't get much benefit from
an MBA degree
because it's not oriented to medical practice business that demands special
knowledge, implementation, and decisions.
The success principles of all businesses are the same, but the management
of those business strategies have to match the passions, objectives, and
diligence capabilities of each physician.
The content is meant not only to inspire
gain business knowledge, but also to get a very clear understanding about
how fragile their medical career is to present day economic, political, and
The ultimate goal of
doctors should be to use their business knowledge as a offensive weapon
against predators, both economic and governmental, to survive and grow using
the business tools I continue to throw at you. It's the only offensive
that physicians have to use to remain in private practice.
I truly believe this is
the one and
only solution for maintaining solo medical practice. This is especially
critical to the most popular option---cash only practice---for practicing
medicine outside the government
Order the book
Available through your local bookstore's
order desk or at these online bookstores...
1-888-795-4274 x 7879
I guarantee that the content will stick to
your mind for as long as you practice
the world what you are capabable of doing... not what you were
expected to do.
"Bless the Lord who heals
all thy diseases"
patience have her perfect work, that ye may be perfect
and entire, wanting nothing."
"Marketless doctors have intellectually disabled kids."
discovery of any generation is that human beings can
alter their lives by altering their attitude of mind."
Views I Only Share With
What my medical career
and how it can help you manage your medical practice
business at the highest level of expertise.
Facts And Stats
1. Everything weighs
one percent less at the equator.
For every extra kilogram carried on a space flight, 530
Kg of excess fuel are needed to
your private medical practice
income using the strategies in this
the keys to your
medical practice survival.
on the image below for more details
yourself the most extraordinary experience of your
"How To Rapidly Propel Your Medical Practice Income To
Levels In 6 Months"
When you need expert help and advice, and
just don't know where to turn
to get honest and reliable help with your battle to
fight the external forces that compromise your practice
want to improve your medical
practice income dramatically in a short period
prefer to find the means to reach your
highest level of practice income
demand effective and reliable
means for preventing the financial collapse of
are determined to find ways to
combat govt. fee restrictions that continue
recognize that what you are
missing in your medical business are
implementation of business principles and
want to do it yourself and
save a bunch of money.
are sick and tired of putting up with what you are
being forced into doing
with your practice to stay afloat.
are aware that no other physician
author is making any effort to tell you what to do and
how to do it effectively to reach your
expectations you had for your medical career when
understand the severity of being in a business
without ever being taught the
business knowledge to run
insist on having a blueprint for
your medical practice business that provides
every key to your practice success at the
Read every article published on my
website (over 75 medical business articles)
My Other Medical Websites
"Women will never be equal to men until they can walk
down the street... with a bald head and a beer gut, and
still think they are sexy."