Hire to Your Strategy

    Posted by Marc D. Halley, MBA on Mar 12, 2019 1:53:19 PM


    Employee turnover is costly – especially when that employee is your senior medical practice group executive. There are the direct costs of recruiting someone new. There are also the fairly well-documented indirect costs including lost organizational history and experience, lost relationships, lost investment in training, and the lost productivity that accompanies organizational change. Even more significant is the strategic disruption that will occur if a new executive comes into the organization with his or her own strategy, based on past successes in other settings. So often, we have witnessed a change in strategic direction in a medical practice group with a perfectly sound strategy simply because “there’s a new sheriff in town.” There are times when infusing a medical practice with “new blood” and a fresh perspective can be valuable. Nevertheless, change for the sake of change can damage physician trust and engagement, dampen productivity, increase costs, and lead to further turnover.        

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    Topics: Operational Governance, Interim Management, Physician Practice Management, Medical Group Consulting

    Why the Right Interim Manager is Worth Every Penny

    Posted by Katrina Slavey on Dec 15, 2016 1:13:47 PM

    Healthcare organization decision-makers often struggle with the question of whether or not to bring in an interim executive (often referred to in more general terms as an interim manager). One of the major barriers to this decision is cost.

    This concern about cost makes sense, particularly if management views an interim as nothing more than a warm body to serve as a placeholder during the search for a permanent executive.

    However, if you bring in the right interim manager—a seasoned executive with a proven record of improving performance and driving change—the benefits of engaging an interim manager can far outweigh the costs involved. In fact, the right interim executive can provide a return on investment that exceeds the associated fees and expenses several times over.


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    Topics: Interim Management, Physician Practice Management

    Purpose-Driven Interim Management: What the Best Interim Managers Know and Do

    Posted by Luanne Yeley on Feb 18, 2016 3:22:55 PM

    On my last day of a recent interim management engagement, my client team members escorted me to a wall in their office where they’d posted reminders of the work we had accomplished together. During the course of my interim assignment, this team and I had spent many hours developing strategy, designing workflows, and creating policy—in other words, implementing change. My team expressed their appreciation for my influence and vowed to return to this wall often to consider the question “What would Luanne do?” Although I would no longer be with them, they wanted to remember and sustain the change we had effected.

    Organizations increasingly acknowledge that recruiting an interim manager is one of the most flexible, immediate, and effective resourcing solutions for access to top talent while they search for permanent leadership. An interim manager is an experienced executive resource who is engaged on a temporary basis and may be called on to assist an organization with building infrastructure, implementing change necessary for improved performance, restructuring an organization, or overseeing a critical project.

    However, not all interim managers are considered equal. For healthcare organizations and medical networks, here are a few things you should expect from the best interim managers—those executives who have a proven track record of improving performance and driving positive, lasting change for their clients.

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    Topics: Interim Management

    Hospital-Owned Medical Practices: Managing for Performance

    Posted by Marc D. Halley, MBA on Dec 15, 2015 8:30:00 AM

    This post originally appeared on the MedCity News website on December 6, 2015.

    On a recent assignment, we encountered a hospital client who had built up a bureaucratic maze of medical directors and executives tasked with steering both the business and clinical sides of the hospital’s owned medical practice network. Unfortunately, rather than facilitating smooth operations, the additional layers of management slowed the decision-making process, created confusion for providers and support staff, and produced inconsistent operating performance from clinic to clinic.

    At the client’s request, we provided training on operational governance and introduced our council model to the physician network. As they began to implement our training, the physicians and other providers became engaged as peers and as partners, providing the positive peer pressure and clinical direction necessary for day-to-day operations within each individual practice and across the entire medical group.

    In implementing this new system of operational governance, our hospital client noted that many of their traditional medical director roles had become superfluous. As a consequence, they asked for our help in creating a streamlined and effective implementation management infrastructure that would support the new operational governance model and perhaps even allow for the elimination of these unnecessary director roles.

    Such a request is not uncommon; we have interim managers out in the field who are seeing similar situations on a regular basis. What we’ve learned from being on the ground is that, as we mentioned in the previous article, hospital-owned physician networks can benefit greatly from studying successful independent practices and applying what they learn to their own infrastructure.

    Let’s take a look at some of the principles of management that work well for independent practices and examine how those principles can apply in a medical practice network setting.

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    Topics: Operational Governance, Interim Management, Physician Practice Management, Engaging Employed Physicians

    Engaging Employed Physicians in Your Hospital's Success - Part I

    Posted by Marc D. Halley, MBA on Sep 21, 2015 10:00:00 AM

    A few years ago, a client engaged us to conduct an evaluation of their multi-specialty, multi-site group practice, which was organized as an integrated component of a local health system. This multi-site network suffered from high physician turnover and annual financial losses in the millions. As we began to delve into the everyday workings of the practices, we found that the physician CEO who managed this network had an autocratic leadership style, and the providers had little input into decisions that affected their daily lives. The practice management team gave inadequate attention to clinical or service quality. Performance expectations were unclear. Provider productivity varied dramatically, and no one was held accountable for performance improvement. As a consequence, the individual providers felt no concern for practice or enterprise performance.

    We’d seen this scenario many times, and we quickly zeroed in on the fact that the providers’ indifference to the success of the organization was hindering performance improvement for the entire network.

    In fact, this lack of physician engagement had become one of the most critical barriers keeping the practices from reaching individual, network, and organizational goals.
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    Topics: Operational Governance, Interim Management, Physician Practice Management, Engaging Employed Physicians

    Are You Maximizing the Value of Your Physician Network?

    Posted by Marie Debs and Luanne Yeley on Aug 3, 2015 10:00:00 AM

    In this post, Marie Debs and Luanne Yeley, consulting executives with Halley Consulting Group, offer insight on effective approaches to optimize revenue cycle management for physician networks.
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    Topics: Interim Management, Physician Practice Management, Revenue Cycle

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    Industry Insights from Leaders at Halley Consulting Group

    Halley Consulting Group has a proven track record of building high performing medical practices. We can show you how to continue to benefit from the downstream revenue provided by your owned physician network, while at the same time, diminishing the losses. If this type of measurable performance improvement would be of interest to you, please contact us! We would be delighted to visit with you. 

    Check our blog regularly for industry insights on many topics, such as:

    • Enhancing physician-hospital relationships
    • Improving performance through operational governance
    • Managing medical groups
    • Evaluating revenue cycle
    • Planning physician compensation
    • Facing changes in the healthcare industry

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