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
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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
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Agenda
Explore: Residencies & Internships Lucien W. Roberts, FACMPE
Prepare: Mentoring Norma J. Plante, FACMPE
Assess: Understand Thy Style Ann C. McFarland, FACMPE
Launch: Interviewing for Offers Peter A. Rabinowitz
Q&A
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Residencies & Internships
Lucien W. Roberts, III, MHA, FACMPEVCU Department of Health Administration Faculty and
MGMA-ACMPE Student Chapter Advisor
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Learning Objective
▫To provide insights into how administrative residencies and internships can create job opportunities
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Residencies & Internships are…
a) A chance to test and apply your coursework
b) An opportunity to meet potential mentors
c) A time for self-study: knowing what to look for makes it easier to find
d) An extended job audition
e) All of the above
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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
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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
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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
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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
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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
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The LoopRelations
hips
Job Opportunities
JobsExperiences
Networking
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Mentoring
Norma J. Plante, MHSA, FACMPE, FACHEScripps Health
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Learning Objective
▫How mentoring can leverage your career development
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Mentoring
•What is mentoring?•Why is it important?•Benefits to mentor/mentee•Mentor/mentee relationships•Mentor selection•Resources
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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
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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
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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
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What is Motivation/Benefit to Mentor?
•Increased leadership/mentoring skills
•Professional recognition/prestige
•Personally benefitted from mentoring
•Fresh enthusiasm for their own career
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Where to Find a Mentor
•MGMA•Alumni Association•LinkedIn•Networking•Referrals•Employer
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Selecting Your Mentor
•Experienced/track record•Compatible/chemistry•Accessible/responsive•Considerate/diplomatic•Supportive/respectful•Baby boomers•Inspirational
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Mentor/Mentee Relationships•Donald Trump/apprentice style•Short/long term•Long distance/local•Occasional/frequent•Clone/younger version of themselves•Formal/informal•Internal/external
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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
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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.
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Understand Thy StyleAnn C. McFarland, FACMPE
SOUTHWIND, A Division of the Advisory Board Company
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Learning Objective
▫Explore various practice settings, and assess your individual management style and focus suitable to those settings
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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)
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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?
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Big Picture Thinker
Embraces Change
Innovative
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FOCUS: STRATEGIC STYLE: INTERVENTIONIST
FOCUS: STRATEGIC STYLE: MAINTAINER
Team Builder and Developer
Organizational Stability
Detailed and Focused
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FOCUS: OPERATIONAL/PROCESS STYLE: INTERVENTIONIST
Directive
Continuous PI Agent
Perfectionist
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FOCUS: OPERATIONAL/PROCESSSTYLE: MAINTAINER
Maintains Status Quo
Develops from Within
Consensus Builder
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Understand Physician Leadership Style
Committee Rule
Dominator Rule
Board Rule
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Exploring the Possibilities…
What Can You Do?
▫Gain Experience▫Understand performance risk▫Match expectations to market reality▫Understand how style affects success
and satisfaction
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Interviewing for Offers Peter A. Rabinowitz
P•A•R• Associates Inc.
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Objective
•Develop effective interviewing skills and techniques that will lead to an offer
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Background Tools and Techniques
Resumes▫What are they, what are they not?
▫Tips on writing resumes▫What makes a good one/bad one?
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Job Hunting is About Selling Yourself•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
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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
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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.
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Post-Interview To-Do’s
•Thank you letters•Improving the impression you left
•Post interview critical analysis
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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
▫
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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
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Summary
•Mentoring….Why it is important to your career development▫Provides greater satisfaction,
recognition, career commitment and career mobility/opportunity
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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
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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
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Contact InformationAnn C. McFarland, FACMPEDirector, Executive Interim ManagementSouthwind, A Division of the Advisory Board [email protected]
Norma J. Plante, FACMPE, FACHESr. Administrative DirectorScripps [email protected]
Peter RabinowitzPresidentP•A•R• Associates [email protected]
Lucien W. Roberts, III, FACMPEAdjunct FacultyVirginia Commonwealth University Department of Health [email protected]
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