AE July/August 2018 Vol 27 No 4 - 5

ON DECK // JULY/AUG 18

AE

ADMINISTRATIVE EYECARE
Vol. 27 No. 4 * July/Aug 2018

The official publication of the American
Society of Ophthalmic Administrators,
an affiliate of the American Society of
Cataract and Refractive Surgery
Publisher /
Executive Editor

Laureen Rowland, CAE

Managing Editor

Joanne M. Lozar Glenn

Production
Assistants
Contributing
Editors

Creative Director
Art Director

Susan King, Susan Younker
Regina Boore, RN, BSN, MS, CASC
Keith Casebolt
Mark E. Kropiewnicki, JD, LLM
John B. Pinto
Steve Robinson, COE, FASOA
E. Ann Rose , FASOA
Maureen Waddle, MBA
Allan Walker
Serena L. Spiezio,
The YGS Group
Megan Meckley Hacker,
The YGS Group

2018-2019 ASOA GOVERNING
BOARD OF DIRECTORS
Karen Bachman, COE, CCRC, COMT, President
Janna Mullaney, COE, OCS, OSC, President Elect
Deborah Davis, COE, Vice President
William T. Koch, COA, COE, CPC, Immediate
Past President
Patti Barkey, COE, Member at Large
Hayley Boling, MBA, Member at Large
Thomas Brown, JD, COE, Member at Large
Trish Daniels, RN, CCP, CPC, Member at Large
Joe Theine, MBA, COE, Member at Large
Zachary Smith, MHA, COE, ABC Liaison
Sondra Hoffman, COE, CPC, CMPE, LHRM,
NBCOE President
Don Bell, ASCRS Liaison
Laureen Rowland, CAE, Executive Director

ASOA EDITORIAL ADVISORY BOARD 2018
Gordon Massey, MBA, CRA (2017-2018) (Chair, 2018)
Cindy Delaney, COE, OCS (2017-2018)
Monique Robinson Clark, MBA, CAPPM (2017-2018)
Sandra Barrett, COE, CPSS (2017-2018)
Mark King, COE (2017-2018)
Allison Gilmore, MBA, COE (2018-2019)
Zachary Smith, MHA, COE (2018-2019)
David Miller, MHA, COE, COA (2018-2019)
James Smith, J.D. (2018-2019)

CHANGE IS ALWAYS GOOD, RIGHT?

A

ll of us have heard this
phrase at some point.
And most of the time
this is true.
So if change is good,
then why do we experience so much resistance
from employees? How do we get
them excited about organizational changes so that they won't
be roadblocks?
Here's what's helped me.
1. Be up front with staff and
communicate the changes to
them. When employees hear
about changes through the
grapevine, rumors fly. If rumors are not quelled quickly, employee attitude and morale can drop. Always actively communicate the reason
for change (including vision, mission, and goals), the timing, and
how change will be managed. Hold frequent staff meetings to update
employees. Follow with email updates to keep them informed and
involved rather than leaving them in the dark, where resentment, fear,
and uncertainty fester. The sooner staff are aware of the changes, the
more likely they will get on board.
2. Show your excitement! If the management team does not appear on
board the employees will sense this and hesitate to accept the change
themselves. Change can be stressful for all involved and impacted.
Our enthusiasm can motivate staff to be enthusiastic also.
3. Involve the staff. Delegate duties so they feel part of the changes. Follow up to get their input and to let them share concerns they
have or roadblocks they are encountering.
As administrator, you must make sure the planned changes are
successful for your practice. Your strong communication, and the steps
listed above, can make this happen.
Karen Bachman, COE, CCRC, COMT
ASOA President, 2018-2019
Richens Eye Center
St. George, Utah

www.asoa.org // AE

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http://www.asoa.org

Table of Contents for the Digital Edition of AE July/August 2018 Vol 27 No 4

AE July/August 2018 Vol 27 No 4 - Cover1
AE July/August 2018 Vol 27 No 4 - Cover2
AE July/August 2018 Vol 27 No 4 - 1
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AE July/August 2018 Vol 27 No 4 - Cover3
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