Advanced Medical Practice Business and Marketing Ezine        Sep. 2015 

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Are you losing your private medical practice because you 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!
  “They” taught you how to practice medicine, but not how to run a medical practice business, let alone a profitable one.

We are talking here about your need for implementing OFFENSIVE financial business weapons to earn what you want whenever
you want.

You learn these proven and effective business
 weapons and how to use them on this site!

Article #69 -  Sept. 2015

"Who to Fire and Who to Hire
In Medical Practice Offices"

Physicians should be the person responsible to hire and fire employees... there are substantial
reasons why.

Nearly all private medical practice physicians typically avoid
the task of hiring and firing their employees. An obvious reason is because of the lack of a formal business education. Physicians have never been prepared for personally taking responsibility
of 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 your medical practice success.

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 advantage of.  

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
not uncommon.  

In such cases the physician will likely never know about it.
Other medical office staff will never tell the doctor because of
"gang loyalty".

You will never know when a patient's medical records are transferred to another doctor because you don't require, or
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
less educational 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 and change.
 

Maximum success and income depends entirely
on the physician owner taking responsibility
for hiring/firing 

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 feeble uneducated
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
need 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 work in.  

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 good employee. 

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 decision.  

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" or actually has worked with that person them self ... often never checking their backgrounds or previous work environments.
Did the person get fired ... and for what reason?

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
who recommended that applicant, but it's rare.
 

Whom do you hire first for your new practice?  

Should you happen to get lucky and find an experienced
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 salary offer.

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 office processes.  

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 them.

To be on the safe side you may prefer to hire all your office
staff on a six-month temporary basis. The number of
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...
you decide.  

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
medical environment you likely will need two back office
helpers and a separate person to handle all of the insurance issues and validations.
 

How to 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
make cheap choices... at least for a while.  

Highly successful office recruiting organizations use four of the most effective hiring techniques...  

1. Candidates need to describe specific examples
    of their skills

2. Always do a search and screening of the resume

3. Actual assessments are made to predict a
    candidates motivations for certain jobs, for
    supporting your practice, and your ways of
    doing things

4. Discussion as a way to evaluate specific
    job-related skills, abilities, and capabilities
 

According to a DOl/ERE (Electronic Recruiting Exchange)
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.
 

The Small Business Hiring Guide offers many guidelines
for hiring that in most doctor offices have never been heard of, such as...

1. Prepare questions in advance-it enables you
    to get the right information needed for the
    job applied for.  

2. Choose the right interviewer-the supervisor
    of the job being considered is the best one to
    do the interview... that's you, doctor!

3. Listen more than you talk-start out making
    the 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.

4. 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.

Three questions to always ask...  

1. Tell me about a time you needed to
    learn a new skill.

2. Describe the worst job you ever had.  

3. How do you motivate someone who
    isn't doing his or her job?

Another two most effective questions...  

4. Very helpful to ask a candidate what they
    would do in a certain work situation.  

5. Ask about the roadblocks they had in
    their last project.

 
Three questions to always avoid asking...  

1. Where do you want to be in five years?  

2. What are your strengths and weaknesses?

3. Why are you leaving your present position?

 
Lastly-explain your office/company benefits

1. Explain company physical benefits candidate
    receives

2. Explain emotional benefits  

3. 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
    has become  

4. Watch the clock-don't give a poor candidate
    your time in personal discussions

5. 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 were
the reason for failure, not technical skills. Interpersonal skills lacking were...  

1. 26% could not accept feedback  

2. 230/0 unable to understand and manage
    their emotions  

3. 17% lacked all motivation to excel  

4. 15% wrong temperament for the job  

5. 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
confidence in 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
remarkably improved.

In healthcare especially, hiring a nurse that alienates
physicians, 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
people hate performance reviews in most businesses, whether
a reviewer or employee, they are counterproductive. Keith
Lee (Newsletter; 3D Mail Results) explains why the
performance reviews are being converted into what's called a Personal Development Interview.  

The whole performance review system has been changed from
a 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 because
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 www.howtocontrolyourbusiness.com 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...


"Hire Slow, Fire Fast"
 

Hiring 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
time employees remain with a doctor's office staff is five years.  

Assuming that you replace all 5 of your office employees
during that time at a replacement cost of $20,000
each (the
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 getting worse.  

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 those excited 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 no excuse.

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
medical school.

Now students don't even try to do such things. Young students have been given the idea that their educational loans will
likely 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
greater turnover of medical office staff.  

It's a matter of having to fire more employees for
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 culture, so
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
is 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  

4 . The Victims


Victims are employees who see problems as occasions for persecution rather than a challenge to overcome. We all feel
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, and circumstances
regarding each issue where an employee has disrupted the
office business.  

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
employee about all the activities that could get them fired.  

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, she
said
" issues ... all verbal.

The employee’s opinion will most often be 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 case.  
 

2. The Non-believers  
 
"If you think you can or think you can't, you are right"
   ;  ---Henry Ford

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
are assigned work seemingly impossible to do, can be done.
It's called entrepreneurship. 

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 staff.
 

3. The Know-it-alls  

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
their jobs.  

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.
 

Other reasons to fire medical office employees

During my personal season in private medical practice many problems occurred that sent me spinning.  

1. Employee Comradery  

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
for years... unless the doctor witnesses the problems or
stumbles into it accidentally.  

Your office staff members will hide from the boss every
untoward event 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
that response.
 

2. Office theft  

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
if minimal.  

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 what
your monthly bank or CPA profit-and-loss statement is
telling you.
 

Comments

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 better.

handwritten signature Dr. Graham

 

"Professional Probe" photo of mans shoe squashing a man's head against floor

No 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.

Employment 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.

The 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.

 Article #69-A

Photo of Dan S. Kennedy, marketing expert

"ARE YOU WORKING 10X’S HARDER THAN YOU NEED TO? IF YOU AREN’T DOING THIS, YOU ARE."
 
BY:   DAN KENNEDY  
ON:
  DECEMBER 27TH, 2014  


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 their product
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 for free.

But they keep these people locked away and out of
sight.

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 patients.

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 customer.

This has not only been my experience (and my clients’ experience) but has also been confirmed in studies,
such as the one Darcy Juarez mentions in her article
Is Your Business Leaking Profits?

When I lived in Phoenix, I bought cars from a top Ford salesman who knew the value of utilizing his
customers’ emotions.

The walls of his cubicle were filled with photographs—each showing a customer or a customer with their
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 brother’s
photo was there with his pickup truck. My father’s
photo was there with his Mercury Marquis. And so on.

Some families have many more photos there from the series of vehicles they purchased over the years.

It doesn’t take long to accept the pictures as proof that this guy treats his customers right—otherwise, how
could he have so many photos of them?

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
performed service.  

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
braces off.

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 with.

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  
brought  to you.

Not just told about you. Not just referred to you. 
Brought 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 this experience; 
they will drag their friends along to the restaurant just
so 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 pain.”

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
every year.”

What others say about you and your product, service,
or business is at least 1,000 times more convincing
than what you say, even if you are 2,000 times
more eloquent.

So let your customers help you. And help them do it more often by putting a referral system in place.

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   bringing  business
to you then  this 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   here.

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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 medicine whether you are employed or in private practice.

My New  Book


"The Wounded Physician Project"

photo of the cover graphic for the wounded physician project
 Click on the image... for details

Do you really know
the core cause of the medical profession crisis we are in today?

No, it's not the
government. 

 What are you willing to do to save your private medical practice?

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 business education.

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 medical practice.

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
business education.

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
business ignorance.

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 experiencing today.

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 physicians to gain business knowledge, but also to get a very clear understanding about how fragile their medical career is to present day economic, political, and social threats.

The ultimate goal of all medical 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 force 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 healthcare system.

  Order the book 
  today 
 

Available through your local bookstore's order desk or at these online bookstores...

Amazon .com

   Barnesandnoble.com

  Xlibris.com
or by phone
1-888-795-4274 x 7879


I guarantee that the content will stick to your mind for as long as you practice medicine.

Show the world what you are capabable of doing... not what you were expected to do.

 

Words of Conscience


"Bless the Lord who heals
all thy diseases"
---Psalm 103:3

"Let patience have her perfect work, that ye may be perfect and entire, wanting nothing."
---James 1:4-5
 

Borderless Humor


"Marketless doctors have intellectually disabled kids."
         

Inspiration Time


"The greatest discovery of any generation is that human beings can alter their lives by altering their attitude of mind."

---William James
      

Views I Only Share With
My Friends--


What my medical career
taught me...


Click Here ... 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.

2. For every extra kilogram carried on a space flight, 530 Kg of excess fuel are needed to
lift-off.

 Important Notices


Protect your private medical practice income using the strategies in this eBook, which  contains the keys to your medical practice survival.

  Click on the image below for more details

B uy yourself the most extraordinary experience of your medical career.

eBook,How to propel your medical practice income, cover graphic
"How To Rapidly Propel Your Medical Practice Income To Unlimited
Levels In 6 Months"

 
Click Here When you need expert help and advice, and when...

red arrow pointing to rightyou 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 revenue and growth.

red arrow pointing to right you want to improve your medical practice income dramatically in a short period of time.

red arrow pointing to right you prefer to find the means to reach your highest level of practice income
and productivity.

red arrow pointing to right you demand effective and reliable means for preventing the financial collapse of your
medical practice.

red arrow pointing to right you are determined to find ways to combat govt. fee restrictions that continue to increase.

red arrow pointing to right you recognize that what you are missing in your medical business are implementation of business principles and marketing strategies.

red arrow pointing to right you want to do it yourself and save a bunch of money.

red arrow pointing to right you are sick and tired of putting up with what you are being forced into doing with your practice to stay afloat.

red arrow pointing to right you 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 you started.

red arrow pointing to right you understand the severity of being in a business without ever being taught the business knowledge to run it profitably.

red arrow pointing to right you insist on having a blueprint for your medical practice business that provides every key to your practice success at the
highest level. 
 

References For
Maximizing Your
Practice Income


 Read every article published on my website (over 75 medical business articles)
blue arrow pointing down

HERE

www.marketingamedical
practice.com
/article archives

My Other Medical Websites


www.marketingamedical
practice.com

www.healthcaresecrets
revealed-finally.com 

www.hushed-upweight
losssecrets.com

www.howtopropelyour
medicalpractice
income.com 

www.medicalstudenttips.com  

www.healthcare-toolbox.com

www.thewoundedphysician
project.com

www.medicalpractice
coaching.com(pending)
 

Paraprosdokian Ideas


"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."
 

 

bird on its back---I give up!

 

 

 

 Thank you for 
 
  subscribing 
and reading.

 

 

 

 

 photo of Dr. Graham and his two corpsmen in Vietnam 1965    photo of Dr. Graham early in medical practice    photo of Dr. Graham and his wife Linda     photo of Dr. Graham later in medical practice        photo of Dr. Graham with his medical practice associates

Marine Flight Surgeon Vietnam
1964-65    

1973 Private Practice

 Wife Linda 1985

1994 My office

My Medical Practice Group ...
Graham, Mayo, Kaplan, Seibert,
DelValle, Chuba

masonic symbolAmerican flag Curt Graham, M.D.
2404 Mason Ave.  Las Vegas, NV 89102
E-mail = cgmdrx(at)gmail.com
      © 2004-2015  Curtis Graham, M.D.,  All Rights Reserved.