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EW SHOW DAILY 6 ASCRS News Today Tuesday, May 9, 2017 by Stefanie Petrou Binder, MD, EyeWorld Contributing Writer your practice unique and defines your "brand." She distinguished between being a boss, by driving people, using authority, inspiring fear, blaming, and ordering, and being a leader, by coaching, show- ing good will, inspiring enthusiasm, fixing problems, and going at the job as a team. Academia can bring along a whole other set of challenges and expectations. Sumit "Sam" Garg, MD, Irvine, California, thinks that young doctors should know that success is a multi-faceted goal that includes creating friendships and being a team player; seeking and finding the right mentor; being a mentor to less experienced col- leagues; seeing what is required of your track—clinical, research, or teaching—and pursuing it; joining professional organizations, industry, and local initiatives; and taking part in charity work and personally ful- filling pursuits. Physicians interested in a career in academia have to be confident and available. "If you say no too many times, you will stop being asked to do things," he said. Being part of a team, compromising when necessary, and being patient may best define an early career in ac- ademia, as the time climbing up the career path is paved in hard work. "The dynamics of a big institution can be complicated. Reflect on how your actions reflect on the depart- ment," he said. Dr. Garg noted that decreased revenues and increased costs were changing academics, and that young physicians should be aware and stay motivated. EW Editors' note: The speakers have no relevant financial interests. doing their jobs. For instance, she said that the administration knows to expect a new physician's produc- tivity to be somewhere up to 60% of a practice's usual productivity in his/her first year. Benchmarks can also show if an office is run efficient- ly and help the physician decide whether he/she wants to invest in it or not. Soft skills are crucial for admin- istrators in managing staff and phy- sicians, and good management can help differentiate your practice from the competition, according to ASOA board member and consultant Kar- en Spencer, Norfolk, Virginia. Ms. Spencer highlighted the relevance of creating a "work culture:" that combination of values, traditions, behaviors, and attitudes that make can expect to do legwork and take on after-hours responsibilities. An understanding of what is expected does not preclude being proactive about setting goals, however, and like everyone else at the workplace, physicians need to stay humble and realize that there is always some- thing to learn, and there are many ways to do the same thing the right way. Maureen Waddle, Incline Vil- lage, Nevada, who worked in prac- tice administration before becoming a management consultant, agreed. She thinks that benchmarks are important to help young physicians adjust their expectations and un- derstand what they are getting into. Benchmarks can also help gauge how physicians and employees are A panel of administrators and physicians met at an ASCRS symposium on Monday morning, jointly sponsored by the Young Eye Surgeons (YES) Clinical Com- mittee and ASOA, for an informative and well-balanced exchange on expectations of young physicians starting out at a new workplace. A good interplay between young physicians and the adminis- tration in their new practice might be the most important balance to strike, but it may also feel a little like growing pains, with good and bad lessons learned along the way. Knowing what to look out for and learning how to approach problems can make a big difference. One thing that both sides need to define is their expectations. "Young doctors often have over- ly high expectations at the start of their working career, expecting high patient numbers, interesting cases, spacious offices, and an easy work flow, but not anticipating the reality of paperwork, credentialing, and in- surances," said Claudia Perez-Stra- ziota, MD, Gainesville, Georgia. Physicians need to understand four key points: defining expectations, communicating efficiently and effectively with staff and coworkers, reflecting on the job they're doing, and acting upon their reflections. "Reflect on what sort of a practice you want, busy, academic, or both, and also understand what is ex- pected of you," she advised. Young physicians need to define them- selves before entering a new practice in terms of their long-term patient volume expectations, resource avail- ability, or as team or independent practice players. Junior physicians Learning how to work together Ms. Spencer speaks to administrators and young physicians about work culture and creating your "brand." www.ASCRS.org/MacraHotline

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