Practice Management

Prescription drug costs are a pressing concern for both physicians and patients

Working with an accountant, knowing the numbers can create order in office

Improving workflow can improve employee efficiency, boost revenue

The margin between top-tier practices and smaller counterparts can vary

Educators must connect their own behavior to message of what is important

Meet bias headfirst by developing winning hiring, interviewing strategies

Like polishing glass, there are different ways to make your practice shine

Differentiating across categories instrumental to establishing accurate value

Medication compliance and regular exams are important to maintaining healthy vision. Turn your patients into a loyal ‘fan base’ with these consumer-friendly tips.

If you find yourself waffling back and forth on private equity, Ruth D. Williams, MD, has some guidance tips to make the decision easier. 

Analytics may help EyeMDs to provide appropriate access, quality, cost of care

Implementing new innovations is a critical part of successful facility management

Supportive leadership creates a culture that benefits your whole team.

Take control of your practice's finances using these three easy tips

You don’t need to change your brand. Change how you interpret feedback.

Time is everything. How are you spending yours? 

Are you wondering if other practices are charging for adding pupillary distance (PD) to prescriptions and adjusting glasses purchased online for free? If so, how does this fit into your mission statement and strategic goals?

Here's how your practice can utilize Facebook to reach out and spread the word about how you can help people with glaucoma.

Julie Gough-Nelson shares the three important things worth remembering in an era of online reviews for best-practice management.

Adopting new technologies across multiple practices using a single ambulatory surgery center can be challenging. A systematic approach leverages technology champions, employs consistent communications, and provides administrative support to secure reimbursement.

When Martin Luther King said, “I have a dream,” he had a vision for people, not a program. Visionary leaders have the ability to communicate values and ideas in a way that connects. In your practice, they bring certainty into the uncertain world of reimbursement rates and rapid change. What is your capacity to bring vision and direction into times of uncertainty?