Managers & Administrators

As the New Year approaches, it is best to re-verify patients' insurance benefits to avoid a poor customer experience.

Waste of supplies and time is the biggest threat to net income in any practice. Put your staff's knowledge about how things really work to your advantage.

Let's face it, medicine is a business. If your new physician isn't productive, your practice will suffer. Here are some strategies to speed things up.

For medical practices with clinical laboratories, compliance with formal proficiency testing must be a priority.

An accurate, useful budget can help physician owners and medical practice administrators make sound, strategic, and disciplined choices.

In order to thrive in the new healthcare environment, medical practices must take a proactive approach. Here are six key action items I recommend.

Many physicians and managers are asking more of their staff members than in the past. Here are three ways to help you through that process.

CDI will be important with ICD-10 to ensure your practice is staying on top of the clinical documentation and accurate coding. Here's what you need to know.

Patient growth is a priority for many practices and managing online reviews is a key driver.

Adding ancillary services may seem like a good idea. Before you commit, consider the fit with your practice and the total costs.

The end of the year is a good time to a handle performance reviews. They are a key part of the process to encourage continued success and stellar performance.

Our practice does internal chart reviews on our physicians for coding accuracy. What do you feel is an appropriate passing score?

If your practice is beginning its first social media foray, consider starting with Facebook. Once you learn the ropes, then you can join the Twitter-verse.

Accumulating too many items can lead to disorganization and stress. To take control, follow these three principles.

Social media platforms are highly targeted methods for reaching prospective patients; ones your practice can't afford to ignore.

The holiday season presents recurring non-malpractice risks for doctors and their practices that can have serious legal consequences.

Trusting relationships are key to medical practice success, and at the root of trusting relationships is strong communication. Here's how to make improvements.

Don't rest on your laurels when it comes to community outreach. Be creative and reach out to patients in ways that are fun and meaningful.

Whether you are hoping to solve a problem at your practice or simply trying to improve a process, the easy-to-follow OODA Loop method can help.

The confidentiality and integrity of protected health information should be a primary goal for all who handle it.

Holding staff accountable is crucial to your practice's success. Doing so will make sure that everyone is committed to both the practice and patients.

Dealing with difficult personalities and the resulting conflicts that arise can be an everyday occurrence at many practices. Here's how to address such issues more effectively.

Here are four common difficult personality types you may have as employees at your medical practice and how to deal with them.

Practice managers often fall in to common office habits, but going against conventional practice may result in a better office culture and cost savings.

You may talk about growth at your medical practice, but are you walking the walk? Here are three ways to boost both personal and professional growth.

"Better-performing medical practices" excel in four performance categories, according to the MGMA. How does your practice stack up?

Communication, support, and education - especially on finances - are key areas for physicians and practice managers to work together in a team environment.

If your medical practice staff members aren't doing these eight things, it's time to make teamwork a bigger priority.

Experts may recommend allotting a percentage of revenue for marketing efforts. But customizing a marketing plan may be a better fit for most practices.

Frustration goes way down when expectations are explicit and achievable. Frustration with staff provides a good example of the theory.