Tuesday, October 23, 2018

Personal Rebranding for the Healthcare Practice Executive

Even successful executives sometimes take stock of their situations and decide they want to strike out in a new direction, pursue different opportunities, or advance within their own industry or company. They’ve worked hard to build a sound reputation, but sometimes that very reputation becomes a liability for trying something new. They are prevented from pursuing something new by people who can’t picture them in the new situation. This post focuses on individuals in healthcare leadership who want to—or find themselves forced to—change direction. If you find yourself in a such a predicament, it’s time to “rebrand” yourself. 

In a medical group practice, we face change and resistance almost every day. Physicians, of course, have been trained and socialized to avoid risk; and while that may be good medicine, it’s not always good business. A group administrator with years of experience in a cardiology practice might want to pursue an opportunity with an orthopedic surgery group. The orthopedists might see her CV and think, “Pretty impressive, but this person has never dealt with orthopedics’ unique issues,” and move on to the next résumé in the stack.

Others might want to change their roles within their organization. Maybe a billing supervisor would like to take on broader administrative responsibilities when the office manager position opens up. The doctors have been pleased with her work, so moving her out of the present position makes them nervous. Besides, they just can’t quite “picture” her running the whole business operation.

Physicians aspiring to leadership roles within their groups may face some of the same challenges, too. The strategic steps outlined below can help you rebrand yourself—that is, guide people to change how they perceive you and your abilities. If you can alter that perception, they might take a chance on you. Changing your reputation and what others expect of you requires a five-step strategy in support of your vision:

1. Define your destination. Start by determining where you really want to invest your energy; assess your current skills and those you need to acquire. Use personal research, find a mentor, or go back to school to get what you need.

2. Leverage your points of difference. The background and experience you bring to your new endeavor makes you unique. Figure out how to make your differences work for you, not against you.

3. Develop a narrative. Create a convincing story that explains how your past fits into your present. Don’t explain the transition in personal terms—such as, “I was bored; I needed a change”—rather focus on the value your prior experience brings. It’s not about inventing a new persona—it’s a shift in emphasis that should prompt others to say, “I can see you doing that.”

4. Reintroduce yourself. Establishing and developing new contacts will prove to be the easy part. The harder task is reintroducing yourself to your existing network. Most people don’t pay close enough attention to the details of their friends’ and contacts’ lives and careers. That means strategically re-educating people who know you or are acquainted with you. If you have some serious negative baggage to address, you will find it necessary to discipline yourself to stick strictly to the new image you want to project.

5. Prove your worth. Unless you can show evidence of your skills through past successes, you will have a hard time getting someone to trust you enough to employ your new abilities. Proving your worth is not a one-time endeavor—you’ll have to show your success over and over again.

Even in our personal lives, we will experience resistance from friends and family when we want to make changes—even changes that improve our situations. There’s something frightening about the unknown: “Better the devil you know than the one you don’t” sums up the tendency for people to tolerate even a devilish situation with which they’re familiar rather than strike out in search of something better.

www.greenbranch.com   The Journal of Medical Practice Management   Fast Practice www.fastpractice.com (800) 933-3711 or info@greenbranch.com 

Friday, October 12, 2018

Announcing: "Tweets, Likes, and Liabilities: Online and Electronic Risks to the Healthcare Professional," by Michael Sacopulos and Susan Gay

Electronic medical records, websites, cellphones, email, and social media have created tricky new legal problems for healthcare practices. The digital world, namely social media, offers healthcare practices a vehicle to attract patients and potential employees but also presents risk to healthcare providers. This book will give practices the knowledge and tools to reduce liabilities and provide a “roadmap” to that world.
Although physicians, practice managers, administrators, and risk managers of practices and health systems know these issues are important, there is a dizzying array of issues (and interpretation) on the Web. Staff member have difficulty in identifying areas of potential risk, lack of a strategy to address electronic risks, and lack of tools to address electronic risks.
This essential book will give you peace of mind by flagging areas of risk – and then provide guidance and templates to address the risk.
Find out what’s important, and what’s not, in this easy-to-use guide. Selected topics include:
  • No more guessing: a Social Media Policy for Your Employees
  • Reviewing the social media profiles of employment candidates? We'll give you state by state guidelines.
  • Train Your Employees on Cyber Security Basics
  • Don't Let Your Website Turn Into a Law Suit
  • The only Mobile Device Policy you'll need
  • How you can be hacked through your website, “Contact Us” feature.
  • I know the perfect guy for you. He put together the website for our church.” How to select a website designer
  • The skinny on SSL Certificates and why you need one
  • Who Owns the Content in our website?
  • Patient photos on your site
  • Astroturfing – Fake Reviews, Real Consequences
  • Are generic HIPAA training models enough?
  • Focus on the Biggest Cyber Risks First – we'll give you the roadmap
  • BONUS! Templates for your mobile device policy, social media policy, business associate agreement, photo and video release, plus others!
Table of Contents
Section I
Introduction: Patients, Physicians, and Social Media: The State of the State
  • Social Media and the Hiring Process
  • Social Media Use and Policies in the Healthcare Practice
  • Cybersecurity
  • Your Practice Website
  • Online Reviews and Ratings
Section II
Social Media and the Ghost of Employees, Present and Future
  • Equal Employment Opportunity Commission and Federal Antidiscrimination Laws
  • State Laws on Social Media Policy in the Hiring Context
  • Best Practice Advice for Using Social Media When Hiring
  • Best Practices for Employers When Conducting Online Social Media Searches
  • Social Media Policies for Employees: The Illusion of Control
Section III
The Content You Create – Internal Risks and Management
1. Liability.com: Don't Let Your Website Turn Into a Law Suit
  • How to Minimize Risk and Improve Compliance
  • Hacking is Not Limited to Networks
  • Cents and Sensibility
  • Where Oh Where Can I Find a Good Web Developer?
  • Conduct a Risk Assessment with Vendors
  • Contract Terms
  • The Business Associate Agreement (BAA)
  • Disclosures, Consents, and Terms...Oh My
  • Website Content and the Role of the Federation of State Medical Boards
  • Site Security, HIPAA Compliance, and You
  • Specialty Vendors Requesting Access to Your Website
  • Accessibility for All
  • Risk Assessment Questions for Web Developers
  • Liability.com Checklist
2. Licensing Boards: Ethical Duties in the Cyber World
  • HIPAA Considerations and Best Practices to Avoid Breaches
  • Case Studies: Misguided Mistakes and Egregious Errors
  • Overview of the Federation of State Medical Boards’ Model Guidelines for the Appropriate Use of Social Media and Social Networking in Medical Practice
3. Practical Cybersecurity for Physicians: How to Develop Policies, Procedures, and Effective Training
  • Why Preparedness is Worth the Effort
  • Focus on the Biggest Risks First
  • Develop/Update Policies
  • Security Policy
  • Social Media Policy
  • Mobile Device Policy
  • Written Procedures Are a Must
  • Design an Effective Training Program
  • Ongoing Training and Monitoring are Critical
Section IV
Patient Satisfaction and Online Reviews—Managing Risk and Your Online Presence
  • Patient Satisfaction is a Vital Metric
  • Taking Charge of Your Online Presence
  • Embracing Online Ratings
  • Monitor Yes. Respond? Maybe, Maybe Not
  • Economics of Good Reviews
  • Correlation with Clinical Outcomes
  • Patient Satisfaction Tips
Section V
Template Gallery/Resources
1. Business Associate Agreement
2. Pop-Up Notice on Website Prior to a Patient Communicating with Your Office
3. Terms of Use for Your Website
4. Healthcare Practice Security Policy
5. Photograph and Video Release
6. Social Media Policy for the Healthcare Practice
7. Mobile Device Policy
8. Data and Electronic Sanitation and Disposal Policy

(800) 933-3711 

Authors Mike Sacopolus and Susan Gay