AE March/April 2018 Vol 27 No 2 - 40

ASOA PROFESSIONAL // MAKING
GAMECHANGER
THE CASE

"

If the story
ultimately
ends with
a satisfied
employee,
better
patient
care, and
an improved
practice,
everyone
goes home
happy.

40

is not built for career pathing, it is still possible to motivate and retain outstanding staff with career opportunities via meaningful continuing education, increased
responsibilities, raises, and recognition. If your practice
can support a career pathing initiative, the next step is
to lay the groundwork.
Obtain leadership buy-in. The practice leadership team must be supportive. Management should
understand career pathing takes time, resources, and
commitment. There must be ongoing, enthusiastic, and
supportive top-down involvement and commitment.
Make it a core value. Go all in. Make career pathing an
enduring part of your practice foundation/core values/beliefs. As you do with basic onboarding, continuing education, and training, make career growth and advancement a
priority. Put it in your mission and vision statements.
Assign a champion. Nothing gets done if no one is
in charge. Assign a champion/leader who believes in
this initiative. Give the responsibility of making this
program work to a trusted staff member who enjoys
teaching and mentoring. Allocate to this person the
time and resources needed to be successful.
Construct the program. Career pathing is complex,
involving multiple people who still have their regular
work responsibilities to meet. Carefully build the process
from the ground up. Make sure every step is clear to all
parties. Define the process by setting rules, regulations,
expectations, and commitment requirments. While individuals are unique and practice circumstances will morph
occasionally, resist the urge to cut corners or, worse, scrap
the program. Anticipate challenges/problems and have
answers and solutions ready in advance. If you have a
thoughtful process, it will work.
Reaffirm the commitment. Once you fully develop
the process/program, go back and explain it in detail
to the leadership team. Doing so will give management
the knowledge and confidence it needs to completely
embrace the project. Ultimately, your goal is to make
sure your team sees obvious and enthusiastic support
from the top down.
Launch the program. While you're not exactly premiering a major Hollywood movie, do make a splash
when you unveil the program to your team. Don't just
send out a routine email or post a generic flyer in the
lunchroom. This is a big deal, and you should treat it
as such. Build a professional presentation and compose
a "fact sheet" handout that accurately summarizes
the program. Of course, you, as the leader, will have
a more detailed, robust manual to follow, but you

AE // Mar/Apr 18

KEY COMPONENTS/
REQUIREMENTS
For an individual to enter a career pathing
program, the following requirements generally
should be met:
1. There must be an identifiable
company need that can be met
through participation.
2. Potential participants must conduct an
honest self-evaluation to determine if
they are qualified and committed.
3. Participants must clearly understand
that career pathing requires strict,
near-constant collaboration and communication with management.
4. Participants and management must
identify realistic opportunities.
5. Jointly, participants and management
should create a detailed personal development plan (PDP) that might extend
several years.
6. All parties must understand that flexibility and adaptability are essential.
7. All parties will submit to regular tracking, reporting, and meetings.
8. Participants will actively own their PDP
and career path.

want to make sure your team has enough information
to understand the program and its potential impact.
Expect questions. Consider allocating time for an
extensive question-and-answer session when premiering
the program.



Table of Contents for the Digital Edition of AE March/April 2018 Vol 27 No 2

How We Can Successfully Lead
Advanced Administration: Administrator Success Factors—Needing a Tune-Up Is Expected
Advice for New Administrators: Introducing the Administrator Beginners Circle—The Go-To Resource for New Administrators
Business Operations: Some Things to Know About Professional Liability Insurance
Customer Care: Making a Diffi cult Journey A Little Easier
Fast Practice: Breaking Down Practice Cliques
Human Resources: Recruiting Strategies for Ophthalmology—Where to Search for New Physicians
InfoTech: Cloud Computing— Storms or Blue Skies?
Reimbursement: Embracing Change to Thrive in an Evolving Reimbursement World
Technicians: Creating a “Feeder Program” to Staff Your Clinic
Washington Watch: MIPS in 2018—Key Changes for Ophthalmic Practices
Taking Your Practice to the Top
Use Podcasts to Increase Practice Visibility—and Thrive
Trailblazing— How to Implement Career Pathing in Your Practice
Ocular Surface Disease: Reimbursement Considerations for the Evaluation and Management of Dry Eye
Retina: Should Retinal Specialists Be Integrated Into a Multispecialty Practice?
Asked and Answered
ASOA News
Bookshelf: Off Balance On Purpose: Embrace Uncertainty and Create a Life You Love
COE Corner: Preparing for the COE Exam – Keep Your Eye on the Prize
Focus on a Practice: Ohio Valley Eye Physicians & Surgeons, PLLC, on Operating a Practice in Two States
Gamechanger: Karen Bachman, COE, COMT, OCS, ROUB
Advertisers’ Index
Peer to Peer: What’s Your Favorite Technique for Holding a Productive Staff Meeting?
AE March/April 2018 Vol 27 No 2 - Cover1
AE March/April 2018 Vol 27 No 2 - Cover2
AE March/April 2018 Vol 27 No 2 - 1
AE March/April 2018 Vol 27 No 2 - 2
AE March/April 2018 Vol 27 No 2 - 3
AE March/April 2018 Vol 27 No 2 - 4
AE March/April 2018 Vol 27 No 2 - How We Can Successfully Lead
AE March/April 2018 Vol 27 No 2 - Advanced Administration: Administrator Success Factors—Needing a Tune-Up Is Expected
AE March/April 2018 Vol 27 No 2 - 7
AE March/April 2018 Vol 27 No 2 - Advice for New Administrators: Introducing the Administrator Beginners Circle—The Go-To Resource for New Administrators
AE March/April 2018 Vol 27 No 2 - 9
AE March/April 2018 Vol 27 No 2 - Business Operations: Some Things to Know About Professional Liability Insurance
AE March/April 2018 Vol 27 No 2 - 11
AE March/April 2018 Vol 27 No 2 - Customer Care: Making a Diffi cult Journey A Little Easier
AE March/April 2018 Vol 27 No 2 - 13
AE March/April 2018 Vol 27 No 2 - Fast Practice: Breaking Down Practice Cliques
AE March/April 2018 Vol 27 No 2 - 15
AE March/April 2018 Vol 27 No 2 - Human Resources: Recruiting Strategies for Ophthalmology—Where to Search for New Physicians
AE March/April 2018 Vol 27 No 2 - 17
AE March/April 2018 Vol 27 No 2 - InfoTech: Cloud Computing— Storms or Blue Skies?
AE March/April 2018 Vol 27 No 2 - 19
AE March/April 2018 Vol 27 No 2 - Reimbursement: Embracing Change to Thrive in an Evolving Reimbursement World
AE March/April 2018 Vol 27 No 2 - 21
AE March/April 2018 Vol 27 No 2 - Technicians: Creating a “Feeder Program” to Staff Your Clinic
AE March/April 2018 Vol 27 No 2 - 23
AE March/April 2018 Vol 27 No 2 - Washington Watch: MIPS in 2018—Key Changes for Ophthalmic Practices
AE March/April 2018 Vol 27 No 2 - 25
AE March/April 2018 Vol 27 No 2 - Taking Your Practice to the Top
AE March/April 2018 Vol 27 No 2 - 27
AE March/April 2018 Vol 27 No 2 - 28
AE March/April 2018 Vol 27 No 2 - 29
AE March/April 2018 Vol 27 No 2 - 30
AE March/April 2018 Vol 27 No 2 - 31
AE March/April 2018 Vol 27 No 2 - 32
AE March/April 2018 Vol 27 No 2 - 33
AE March/April 2018 Vol 27 No 2 - Use Podcasts to Increase Practice Visibility—and Thrive
AE March/April 2018 Vol 27 No 2 - 35
AE March/April 2018 Vol 27 No 2 - 36
AE March/April 2018 Vol 27 No 2 - 37
AE March/April 2018 Vol 27 No 2 - Trailblazing— How to Implement Career Pathing in Your Practice
AE March/April 2018 Vol 27 No 2 - 39
AE March/April 2018 Vol 27 No 2 - 40
AE March/April 2018 Vol 27 No 2 - 41
AE March/April 2018 Vol 27 No 2 - Ocular Surface Disease: Reimbursement Considerations for the Evaluation and Management of Dry Eye
AE March/April 2018 Vol 27 No 2 - 43
AE March/April 2018 Vol 27 No 2 - Retina: Should Retinal Specialists Be Integrated Into a Multispecialty Practice?
AE March/April 2018 Vol 27 No 2 - 45
AE March/April 2018 Vol 27 No 2 - Asked and Answered
AE March/April 2018 Vol 27 No 2 - 47
AE March/April 2018 Vol 27 No 2 - ASOA News
AE March/April 2018 Vol 27 No 2 - 49
AE March/April 2018 Vol 27 No 2 - Bookshelf: Off Balance On Purpose: Embrace Uncertainty and Create a Life You Love
AE March/April 2018 Vol 27 No 2 - 51
AE March/April 2018 Vol 27 No 2 - COE Corner: Preparing for the COE Exam – Keep Your Eye on the Prize
AE March/April 2018 Vol 27 No 2 - 53
AE March/April 2018 Vol 27 No 2 - Focus on a Practice: Ohio Valley Eye Physicians & Surgeons, PLLC, on Operating a Practice in Two States
AE March/April 2018 Vol 27 No 2 - 55
AE March/April 2018 Vol 27 No 2 - Gamechanger: Karen Bachman, COE, COMT, OCS, ROUB
AE March/April 2018 Vol 27 No 2 - 57
AE March/April 2018 Vol 27 No 2 - Advertisers’ Index
AE March/April 2018 Vol 27 No 2 - 59
AE March/April 2018 Vol 27 No 2 - Peer to Peer: What’s Your Favorite Technique for Holding a Productive Staff Meeting?
AE March/April 2018 Vol 27 No 2 - Cover3
AE March/April 2018 Vol 27 No 2 - Cover4
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