Carol Stryker

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

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

The most effective response to a promising innovation is a combination of active monitoring, healthy skepticism, and an open mind.

The most common concern raised about medical practice staffing is cost. I would argue that other factors should be looked at first.

When staff members are overloaded, look for simple ways to maximize their productivity. You don't always need to add staff.

Sleuthing out root problems in your practice operations may begin with simply asking "Why?"

Thinking about outsourcing? Here are five situations where it is not a good idea.

Do your staff members go to the bank each night, to make a cash deposit? Do you worry about their safety? Here's how to make that chore a thing of the past.

There are a variety of financial products of particular relevance to medical practices. Make sure to get the guidance you need to use them wisely.

Increasing revenue and decreasing practice expenses are often misguided goals. Each is a proxy for the more effective goal of increasing net income.

Many physicians are women, but the male physician stereotype persists. When a reader requested a more gender neutral example of work-life challenges, here's what we said.

Patient surveys almost always sound like a good idea, but most of the time poorly thought-out objectives and questions make them a waste of time and money.

Next time you feel like your sense of balance is spiraling out of control, remember these seven principles.

When medical staff members do not perform tasks properly, it drives down productivity and profits. Here's how to gauge the size of the problem and resolve it.

Give up on trying to motivate your medical practice staff. Here's what to do instead.

A physician's life is complicated. Success and happiness require productive adaptation.

The life of a physician is a complex system. The challenge is to make it a complex adaptive system to survive and thrive.

Physicians can survive and thrive, professionally and financially, if they will leave the smooth operation of their practice to business professionals.

Physicians don't always get along. The good news is that there are specific tactics to repair the damage and restore the relationship.

A great partnership between physician practices can quickly fall apart if productive relationships are not maintained and nurtured.

Meaningful use can be confusing. Here are some of the key things practices should know about attesting for Stage 1 of the EHR incentive program.

There is a lot of confusion about the meaningful use incentives. The most significant relates to the government's objectives in offering them.

Physicians can play many roles in medical practices, but that doesn't mean they should take them all on.

Physicians must find new ways to ensure they are informed and knowledgeable about healthcare changes and how those changes will affect their medical practices.

Simple calculations to help your medical practice determine if the investment in a medical scribe would pay off.

Medical scribes are not just a band-aid to help physicians properly use EHRs; they boost physician satisfaction, patient satisfaction, and profitability.

Last week I had my first patient experience with a medical scribe. Here's what I observed and what I learned.

Common sources of tension between physician partners often stem from a lack of role clarity and organizational boundaries.

Clear and well-respected boundaries between medical practice managers and physicians are essential. Here's how to better define them.

All of the complaints voiced by physicians are valid and real, but taking on the role of victim makes matters worse.