By Carolina Clavijo

1. -The required Leadership for an
Effective Ophthalmic Practice-

2. OUTLINE
Organizational Culture change “the first step”
reassessing the roadmap for the future.
The main areas of managing an ophthalmic
practice.
Hiring techniques
Tailoring Continue Education programs for
employees.
 Leadership styles in theory and in practice,
what really works?

3. Organizational Culture
Values
 Beliefs
 Attitudes
 Behaviors
……shared by a group of people.
Culture comprises the collective assumptions
and “the way we do things around here”
People copy, coach and correct each other to
fit into this collective Culture and be part of the
group.

4. Every organization big or small has its own
culture.. YES even a small business has a
culture….
Every business must take the right steps to
cultivate the culture it desires. The culture is the
single greatest force that affects your employees.

5. Why work with Culture?
 The way we do things around here”
determines:
 Behavior, and thus:
 Performance and Turnover,
 Customer Satisfaction and Reputation,
 Market share and Competitiveness
 Employee Retention, etc.

6. What is the culture of your organization?
How to make an assessment of it?

7. Tools: OCAI
www.ocai-online.com
•Organizational Culture Assessment Instrument
•Developed by professors Cameron & Quinn
•Based on the Competing Values Framework
•Researched and Validated
Gives you a quick diagnosis with a visual profile,
insight on current and preferred culture, a clear
format to change, that you customize to your
situation.

8. 8
4 Culture Types

9. 9

11. OUR VISION
“A WORLD CLASS ophthalmology practice
providing unique eye care that integrates
3 elements: the latest technology,
efficiency, and a loving touch”

12. MISSION STATEMENT
Being at the forefront of technology.
Having a trained and caring professional staff
that is concerned about all aspects of patient’s
well being and not just their eyes.
Implementing highly efficient systems and
procedures to enhance the patient’s experience.
Contributing to the effort to eliminate blindness
by leading surgical missions to people in need
around the world through our Visionary
Foundation.

13. OUR CORE VALUES
KINDNESS
EXCELLENCE
EFFICIENCY
PASSION
RESPECT
TEAMWORK

14. Classification of Managerial Skills
Technical Skills
Human Skill
Conceptual Skills: This consists of the
manager's ability to coordinate all
organizational activities and varied interests
involved in it. It involves viewing the
organization in its totality and understanding
the inter-dependence of its individual parts.

15. The main areas of managing an
ophthalmic practice

17. The 8 Deadly sins of a PA
–John Pinto-
a.Lack of numeracy skills.
b.Not knowing the services and products you sell
c. Ignoring the needy greedy details of patient
accounts management.
d. Orbiting the wrong sun.
e. Insufficient time commitment
f. Not building a strong middle management team
g. Not enough delegation.
h. Failing to network with peers.
From the article “ Eight deadly sins some administrators ignore at their peril- by John pinto
Published in the summer edition 2012 of Administrative Eye Care

18. Hiring and keeping the right people. How difficult
can it get? E-MYTH
 Hiring decisions are some of the most
consequential decisions you can make for
your business.
 You want your hiring decisions to come from
your head and your heart.
 Your hiring process has one main task—to
help you find the right players for your “game.”
A systemized, orchestrated hiring process will
free you to really see the candidates before
you.

19. What to Look for in a Good Receptionist
Attitude. You should look for a person with
a positive disposition.
Skill. Good clerical and computer skills are
a must to enable the person to multitask.
Resourcefulness. A good receptionist
should be able to think fast, help patients find
solutions to problems.

20. Tailoring Continue Education and
training programs for employees.
Employee as an
investment, not as
an expense
principle.

21. Picture Styles give you
great looking “frames”
in a single click.

23. New program by BSM
CONSULTING…
http://www.bsmconsulting.com/BSMConnection/O
DR. TECHS

24. TRAINING JCAHPO/ ACTION
ED
https://action.jcahpo.org/ACTION/Default.aspx?hkey

25.
Leadership styles in theory and in
practice, what really works?
 Leadership is less about your needs, and more
about the needs of the people and the
organization you are leading.
 Leadership styles should be adapted to the
particular demands of the situation and
organization.
 “Primal Leadership,” Daniel Goleman,
describes six different styles of leadership. The
most effective leaders can move among these
styles, adopting the one that meets the needs of
the moment.

26.
6 styles of Leadership by Goldman
Visionary
Coaching
Affiliative
Democratic
 Pacesetting
Commanding

27.
Ophthalmic Leadership by John Pinto
The dyad’s effectiveness begins with a clear
understanding of three well-recognized
leadership skills:
• Humility with resolve
• Emotional intelligence
• Inspiring others to find their voice

28. THANKS FOR YOUR TIME AND
ATTENTION!