Launching Your Career in Medical Practice Management: Essentials for Students

1. Launching Your Career in Medical Practice Management: Essentials for Students MGMA13 Annual Conference Breakout Sessions G7-H8 • Ann C. McFarland, FACMPE SOUTHWIND, A Division of The Advisory Board Company • Norma J. Plante, FACMPE, FACHE Scripps Health • Peter Rabinowitz P.A.R. Associates • Lucien W. Roberts, MHA, FACMPE Adjunct Faculty, Virginia Commonwealth University Department of Health Administration

2. Learning Objectives The profession of medical practice management offers diverse career options – a range of choices that can seem daunting to those new to the field. This session will prepare and launch the new professional by: • Providing insights into how administrative residencies and internships can create job opportunities • How mentoring can leverage your career development • Exploring various practice settings, and assessing your individual management style and focus suitable to those settings • Examining key elements in interviewing for offers

3. Agenda Explore:Residencies & Internships Lucien W. Roberts, FACMPE Prepare: MentoringNorma J. Plante, FACMPE Assess:Understand Thy Style Ann C. McFarland, FACMPE Launch:Interviewing for OffersPeter A. Rabinowitz Q&A

4. Residencies & Internships Lucien W. Roberts, III, MHA, FACMPE VCU Department of Health Administration Faculty and MGMA-ACMPE Student Chapter Advisor

5. Learning Objective • To provide insights into how administrative residencies and internships can create job opportunities

6. Residencies & Internships are… • A chance to test and apply your coursework • An opportunity to meet potential mentors • A time for self-study: knowing what to look for makes it easier to find • An extended job audition • All of the above

7. Residency/Job Correlation Virginia Commonwealth University Department of Health Administration: • More than 80% of recent MHA residents obtained a position within the organization* where they completed residencies

8. Internship Insights • An unpaid internship in an area of interest is a better career investment than many paid internships • Let your career, not short-term $, be your compass • Internships is plural • Explore career options • Expand your network • If an internship does not exist, create it

9. Health System Residencies • Visit Multiple Medical Practices • Spend time with more than just doctors • Learn the workflows: patients, clinical data, $$ • Study differences in culture, governance, patient care • Get demos of PM/EHR

10. Health System Residencies • Medical Practices Acquisitions • Study what has worked/not worked with prior acquisitions • Be the student - ask the ‘acquired’ for their insights • Review the finances, pre- and post-acquisition • Identify cultural fits and misfits • Identify key transition success and failure metrics • Add value to current/future acquisitions

11. One Student’s Sage Advice • Take time to go through files • Knowing where/how to find information is big • Most files cannot be found by Googling! • You will add value more quickly • A positive personal ROI creates job opportunities • Deliver on EVERY assignment from day one • Nurture mentor relationships • Thank them • Share that you are benefiting from their guidance

12. The Loop

13. Mentoring Norma J. Plante, MHSA, FACMPE, FACHE Scripps Health

14. Learning Objective • How mentoring can leverage your career development

15. Mentoring • What is mentoring? • Why is it important? • Benefits to mentor/mentee • Mentor/mentee relationships • Mentor selection • Resources

16. What is Mentoring? • Relationship between individual with advanced knowledge/experience and less experienced person for purpose of professional development and advancing career • Advice, Counseling, Guidance, Training and Encouragement

17. Why is Mentoring Important? • Greater career satisfaction, recognition, career commitment and career mobility/opportunity • More positive job attitudes than non mentored individuals • Up close and personal interaction with senior personnel • One on one feedback, other than annual evaluation by manager

18. What is Motivation/Benefit to Mentor? • Giving back/making contribution to future generation • Knowledge transfer both ways/new technical knowledge • Networking • Mentee may be good choice for job openings • Desire to see mentee succeed

19. What is Motivation/Benefit to Mentor? • Increased leadership/mentoring skills • Professional recognition/prestige • Personally benefitted from mentoring • Fresh enthusiasm for their own career

20. Where to Find a Mentor • MGMA • Alumni Association • LinkedIn • Networking • Referrals • Employer

21. Selecting Your Mentor • Experienced/track record • Compatible/chemistry • Accessible/responsive • Considerate/diplomatic • Supportive/respectful • Baby boomers • Inspirational

22. Mentor/Mentee Relationships • Donald Trump/apprentice style • Short/long term • Long distance/local • Occasional/frequent • Clone/younger version of themselves • Formal/informal • Internal/external

23. Developing Good Mentor/Mentee Relationships • Use mentors wisely • Say thanks and acknowledge them • Show respect • Ask for suggestions/advice • Keep commitments • Keep confidence • Listen • Build trust • Develop goals

24. Resources • Hudson, D. ( 2010, April 10) Find a Mentor – Be a Mentor. (ACMPE paper, Medical Group Management Association.) • Phillips-Jones, L. (2003) The Mentee’s Guide: How to Have a Successful Relationship with a Mentor. CCC/The Mentoring Group, Grass Valley, CA. • DeRosier, A. (2003) Mentoring and its Value to the Health Care Administrator. (ACMPE paper, Medical Group Management Association.) • Schrum, Bill, (2009, September) Mentors are Not Fads. MGMA Connexion.

25. Understand Thy Style Ann C. McFarland, FACMPE SOUTHWIND, A Division of the Advisory Board Company

26. Learning Objective • Explore various practice settings, and assess your individual management style and focus suitable to those settings

27. Exploring the Possibilities… • Multi-Specialty Group Practice • Single Specialty Solo or Group Practice • Academic Faculty Practice • Hospital/Health System Physician Affiliated Practices • Physician Affiliated Model—non employment (MSO, ACO, PHO) • Physician Enterprise Model—Physician Led; Professionally Managed group practice governance model • Hospital Based Employment Model • Management Consulting Group • Managed Care Organization (IPA, ACO, Health Plan)

28. Know Thy Self---The Fitness Test Understand Management FOCUS and STYLE and recognize your own • Is Your Management FOCUS • Strategic or Operational/Process? • Is Your Management STYLE • Interventionist or Maintainer?

29. FOCUS: STRATEGICSTYLE: INTERVENTIONIST Big Picture Thinker Embraces Change Innovative

30. FOCUS: STRATEGICSTYLE: MAINTAINER Team Builder and Developer Organizational Stability Detailed and Focused

31. FOCUS: OPERATIONAL/PROCESSSTYLE: INTERVENTIONIST Directive Continuous PI Agent Perfectionist

32. FOCUS: OPERATIONAL/PROCESSSTYLE: MAINTAINER Maintains Status Quo Develops from Within Consensus Builder

33. Understand Physician LeadershipStyle Committee Rule Dominator Rule Board Rule

34. Exploring the Possibilities… • What Can You Do? • Gain Experience • Understand performance risk • Match expectations to market reality • Understand how style affects success and satisfaction

35. Interviewing for Offers Peter A. Rabinowitz P•A•R• Associates Inc.

36. Objective • Develop effective interviewing skills and techniques that will lead to an offer

37. Background Tools and Techniques Resumes • What are they, what are they not? • Tips on writing resumes • What makes a good one/bad one?

38. Job Hunting is About SellingYourself • How to improve your selling skills • Specific techniques • Burn with a clear blue flame • Live outside the land of “not” • Learn to manage the “conflict of rights” • Present yourself in terms of ROI • Dealing with rejection

39. Preparing for Interviews • Researching the company • Researching the interviewer(s) • What about my references…how do I use them and when? • Practice listening and interviewing

40. The Interview and How to Make it Work for You • Introductions….we’ve just met, now what? • Discussion of work experience in terms of P/A/R = Problems/Actions/Results • Tough questions ahead: • What kinds of questions might you expect from Human Resources? • What questions might you expect from the hiring manager? • What questions might you have for either or both of them? • How do I deal with • “what are your strengths/weaknesses?” • Specific interviewing tips.

41. Post-Interview To-Do’s • Thank you letters • Improving the impression you left • Post interview critical analysis

42. Summary • Residencies & Internships • Loop long and prosper • Don’t drop balls • If you want to work in medical practice management, spend time in medical practices • Internships and residencies are extended job auditions

43. Summary • Networking… • Medical practice management is a profession that cannot be done well from a void • A great vehicle for education, experience, exposure, and job opportunities • The best fringe benefit of being a practice administrator

44. Summary • Mentoring….Why it is important to your career development • Provides greater satisfaction, recognition, career commitment and career mobility/opportunity

45. Summary • Interviewing for Offers… • Burn with a clear blue flame • Act “as if” • Strive to preserve choices • Live outside the Land of “Not” • Focus on P/A/R: Problems/Actions/Results • Remember: Short answers are STRONG; long answers are WEAK

46. APPENDIX • Good Luck – Bad Luck • Interviewing is Selling Yourself • Questions from Hiring Managers • Questions to Hiring Managers • Questions from Human Resources and Recruiters • Post-Interview Analysis • Interviewing for Offers Bibliography

47. Contact Information Ann C. McFarland, FACMPE Director, Executive Interim Management Southwind, A Division of the Advisory Board Company McFarlaA@advisory.com Norma J. Plante, FACMPE, FACHE Sr. Administrative Director Scripps Health plante.norma@scrippshealth.org Peter Rabinowitz President P•A•R• Associates Inc. peter@parassoc.com www.parassoc.com Lucien W. Roberts, III, FACMPE Adjunct Faculty Virginia Commonwealth University Department of Health Administration Lucien.roberts@yahoo.com