Wisdom. Applied.

Knowing how to develop emotion-based strategies and how to implement them are simply among the "combined arms" tools that medical groups must develop in order to thrive.

A magic show is about misdirection: that which is seen and that which isn’t seen.

In the U.S., it seems that lots of people expect a tip, from the person who simply hands you your coffee at Starbucks to, I’d expect, hospital administrators (but only at for-profit facilities). Okay, just kidding, but you get the idea.

Anita Roddick, the late founder of the highly successful natural cosmetics chain, The Body Shop, which she sold to the cosmetic giant L'Oréal for $1.1 billion, was a tremendously driven entrepreneur and an extreme social and political activist.

If you were going to sell your house, you’d make sure that it’s put into decent or even prime shape before listing it, right?

Let other physicians worry about surviving the down economy:  Take these steps now in order to thrive.

Let other physicians worry about surviving the down economy:  Take these steps now in order to thrive.

I see a tremendous amount of tension, especially when it comes to the relationship between administration and hospital based groups.

In many medical specialties, both hospital and office based, national groups have become significant competitors.

Did you think the goal of negotiation is to be liked? Try galvanizing respect.

Let’s say you are the leader of a medical group. It could be a small group of a handful of physicians. Or, you could be the President and CEO of a 600 or 6,000 provider group. It does not make any difference.

Be honest: Do you own your practice or does it own you?

Hospitals are employing more physicians.  So why don't they want them to become really successful?

Strategic advantage is gained by being able to process information and take action faster than one's opponent.

Hospitals are focusing their hard and few-earned dollars exactly where it counts, spending big bucks on the physician executives who will surely rescue them from nosocomial existential syndrome: chief officers of this or that trendy trend.

If you're selling medical services but collecting only peanuts (or even hot dogs) let me know. You need a better agent.

Although I’ve been told that the quantum mechanics principle known as quantum superposition suggests that particles can exist in two separate locations at the same time, it tells us nothing about physicians being able to be in two places at once.

Why are physicians working much harder for less money? Why is it proper that there are so many regulatory burdens interfering with physicians’ abilities to own and refer to facilities?

Price is what you pay. Value is what you get.

Here, courtesy of Tenet Healthcare and two terminated cardiologists is a lesson about firing physicians . . . and, when not to.

In any negotiation, be the party to deliver the first draft and control the deal.

The layers of bureaucracy that were supposedly meant to insulate the doctors from the “hassles of running a medical practice” out hassled the actual “hassles of running a medical practice.” Go figure.

Obviously, there's balance to be had. Some customer service is expected. Other customer service delights. Some, which is probably not really customer service at all but, rather, is following a checklist to absurdity, is actually an inconvenience.

An outsider with no knowledge of any single fraudulent claim brings a False Claims Act suit. Listen now to find out what you must know.

A recent U.S. District Court ruling serves as a reminder that more than fair market value is needed to remove an arrangement from scrutiny under the federal Anti-Kickback Statute (“AKS”).