Coaching CEO Doctors

There is no question that practices have developed and grown in sophistication over the past 26 years. In that time, my own capability to guide growth, development and succession planning has increased. Today, what it takes to guide growth (growth that is many times greater than what was realized with practices I worked with at the end of the 70’s and early 80’s) and plan for less stressful practice days is dramatic. But one aspect seems constant. Established, confident and intelligent doctors often fail to realize that the success that is behind them is no predictor of future success. As the practice entity changes to a larger and more sophisticated environment, the old systems, the old decision making process and the old planning by the seat of the pants becomes ever less effective. Here is what is important for doctor CEO’s and their practices on a going forward basis: interject a repeating process to critique CEO leadership, plan for the evolution of practice administration and nail succession planning, all a part of annual practice performance reviews. Check this service out http://BerningAffiliates.com/doctorceo.htm