Three seasoned practice management experts — Adrienne Lloyd, MHA, FACHE; Shawntea “Taya” Gordon, MBA, FACMPE, CMOM; and Katie Lawrence, MHA, CMPE, all part of the MGMA Consulting team — formed an expert panel for a recent MGMA member-exclusive webinar, sharing their expertise on improving leadership skills, enhancing patient access, increasing revenues and boosting patient satisfaction in medical practices.  

The discussion provided valuable insights into strategic planning, process improvement and the importance of a patient-centered approach.  

Leadership skills: Iteration and time management 

Medical practice leadership requires more than just technical knowledge; it demands strategic foresight and adaptability. Lawrence emphasized the importance of iteration as a crucial leadership skill.  

"Try something, anything, is better than not trying at all," Lawrence said, highlighting the need for leaders to experiment with new strategies, evaluate their effectiveness and be willing to make adjustments as needed. This iterative approach allows leaders to continually refine their methods and ensure their practices remain responsive to changing circumstances. 

Lawrence also spoke about the significance of community in leadership. "Community matters," she said, encouraging leaders to engage with peers and other professionals through platforms like LinkedIn and MGMA. By connecting with others, leaders can learn from their experiences and apply those lessons to their own practices. 

Gordon focused on the critical role of time management in leadership. She advocated for time blocking as a non-negotiable strategy for effective leadership.  

"Block time into your calendar on a consistent basis and do not allow that time to be cancelled for any reason," Gordon advised. This dedicated time should be reserved for strategic planning and process improvement, ensuring that these critical tasks receive the attention they deserve. By protecting this time, leaders can focus on their organization’s long-term success rather than being sidetracked by day-to-day emergencies. 

Enhancing patient access: Simplification and Inclusivity 

Improving patient access to medical services is a priority for any healthcare practice. During the webinar, Lloyd and the other consultants discussed practical ways to make healthcare more accessible and convenient for patients. 

One key strategy mentioned was simplifying of processes. Gordon shared an anecdote about a patient who was so pleased with the ease of a new billing process that they became an advocate for the practice, spreading the word about their positive experience.  

"I was so elated... I probably told 15 or 20 people, 'Look what they did,'" the patient said. This story underscores the power of simplifying patient interactions with the healthcare system. Whether it's paying a bill online or scheduling an appointment, making these processes intuitive can significantly enhance patient satisfaction. 

Gordon also recommended a practical method for testing the accessibility of a practice's website and services. She recommended involving people from different age groups and backgrounds to see how they navigate the site. For example, she had her grandmother and teenage daughter try to find specific information on the website and observed where they encountered difficulties.  

"Ask your neighbor, ask your librarian, ask the hairdresser... because you'll get a lot of feedback that will help kind of drive how you can reach out to the patients better," she advised. This inclusive approach ensures that the practice's digital tools are user-friendly for all patients, not just those who are tech-savvy. 

Increasing revenues: Strategic and iterative approaches 

Revenue generation is a critical aspect of sustaining any medical practice, and the consultants provided several strategies to optimize this area. Lawrence emphasized the importance of using data to make informed decisions, particularly regarding appointment scheduling. She suggested slightly overbooking to compensate for no-shows, a common issue in many practices.  

"If we're worried about overbooking, well, can we look at maybe we have a 10% no show, right? So, we're going to overbook by 5%," she proposed. This iterative approach allows practices to maximize their appointment slots without overwhelming their providers. 

Lloyd echoed the need for continuous evaluation and adaptation to improve revenue cycles. She recommended a quarterly review process where leaders assess what's working well, what's not and what needs to be adjusted.  

"I like to do a quarterly process where I really evaluate, you know, not only what's working with my team, the organization, or just my own life, but really that like what's working well, what's not working, and like what do I want to create?" Lloyd explained. This regular reflection helps ensure that the practice's financial strategies remain aligned with its goals. 

Improving patient satisfaction: Communication and consistency 

Patient satisfaction is closely tied to the quality of care and their overall experience with the practice. The consultants highlighted the importance of clear communication and consistent processes in achieving high patient satisfaction. 

Lloyd stressed the importance of understanding the why behind changes and ensuring that all team members are on board.  

"The more that we can get back to the why ... the more that we can connect it into the core of why we're doing it," she said. By clearly communicating the reasons for changes, such as improving patient care or optimizing revenue, leaders can reduce resistance and foster a more collaborative environment. 

Lloyd also pointed out that leaders don't need to solve all problems alone. Instead, they should involve their teams in the process, empowering them to take ownership of solutions.  

"The more that you can let others into that vision and have them begin to be bigger pieces of the change, the easier it's going to be for all of you to keep things moving forward," she advised. This collaborative approach not only eases the burden on leaders but also helps build a stronger, more unified team. 

Conclusion: A holistic approach to practice management 

By focusing on iterative improvement, effective time management, simplifying patient access and collaborative problem-solving, medical group practice leaders can drive sustainable growth, enhance patient satisfaction and improve their bottom line, all while ensuring that their teams remain engaged and motivated.