A closer look at the articles included in this issue reveals the importance of leadership. In my experience, ophthalmic professionals have access to many educational resources on the technical aspects of their job; however, far fewer resources focus on business and leadership skill development.

Good business decisions require good data to evaluate the cost and associated benefits. The best decisions efficiently engage various team members in a functional process. Effective leadership from the physician and management teams greatly enhances this process.

The quality of leadership often distinguishes better performing teams. This is your opportunity to shine. Be “that person” who brings direction and clarity. Thoughtfully challenge the process by presenting the team a series of questions.

The first question always focuses on the “why.” Why consider this new piece of equipment? Consensus makes the decision process easier. Without it, the team will struggle seeing the wisdom of moving the process forward.

Focus on the “what, who, and how”

Once the team reaches consensus, a leader’s job is to focus the team on the “what, who, and how” of the process. Here are a few questions to present:

1. What options (technology and/or staffing) address the specific need?
2. What are the associated costs and benefits of the decision? Involve finance and accounting staff to insure accountability.
3. What resources are necessary for success? Normally, this involves training, possible physical plant changes, and money.
4. What obstacles or risks are we likely to encounter? Carefully consider unintended consequences of the decision.
5. Who is best suited to lead the project? Here, you need to be clear on the experience, skill set, and temperament necessary to lead.
6. Who should be part of the project team? The team normally includes a physician along with other members of the management and staff.
7. How will we finance the investment? Options can include payment in cash, leasing, or bank financing. Each impacts cash flow and taxes differently.
8. How will we maximize returns? Depending on the opportunity, the decision could very well impact the schedule and associated patient flow.
9. How will this decision impact our patients?

Most important decisions are driven by a need to enhance the patient’s experience. Ultimately, this is how teams are measured. Ophthalmic professionals who learn to lead most effectively will feel the greatest level of job satisfaction when they can see that the outcome of making great practice decisions leads to higher levels of patient satisfaction. OP