Member You - Business

Is Your Business Phone Number Honest?
Your business is listed in the Yellow Pages whether you buy an ad or not. Your business is listed in the Yellow Book and the other phone books, too, no purchase necessary. Yup, free listings in the yellow pages. Provided, you have a business line, in the name of your business, at the phone company. Advertising your home number as a "business" can only lead to confusion and a problem when the phone company finds out.It's as

e of their associates. The employees of the group need to understand that the owner of the property deserves to be paid regardless of who the landlord is.

In most cases, it is not the Group that owns the building but rather one or two of the partners that own it directly either personally or through a corporate entity. If the medical Group owned the building then this scenario would be different, and it would be a good idea to address this point fu

Get Your Business Logic Right With Integration
Software integration isn’t just a buzzword for online businesses, it’s an absolute must. Having your entire business automated is the ultimate goal in efficiency, and if you’re still wondering if it’s right for you let me offer a few reasons I believe every online business needs to explore their software options. Available integrated solutions vary greatly depending upon the size of your company and other business requirements, so

BEFORE JOINING A MEDICAL GROUP, YOU MUST LEARN THE ANSWERS TO THE FOLLOWING QUESTIONS
1. Who owns the property where your office is located?
2. If one or more partners own the property, do they charge your Group rent for the space it occupies? To understand this, let’s say that your Group has three doctors. Dr. Senior Citizen bought the building 15 years ago, where your office is located. He’s now the landlord. Dr. Middle Aged, and Dr. Young Un’ are employees of the Group. Your Group then pays rent, as it always did to the landlord. But now, the landlord just happens to be the senior partner of the Group. In reality, he’s paying himself money from his practice for rent. Believe it or not, this is totally legitimate. He’s using pre-tax dollars to pay his office rent. He’s then receiving rent from the Group to pay any mortgage or other expenses he has on the building, like maintenance and upgrades. I’ll bet you anything that he’s making a profit on his investment. It’s a strange situation and gives the appearance that there’s something wrong with this set-up, but most times there’s nothing wrong with doing this. The senior partner could just as easily have bought a building down the street. But shouldn’t Dr. Senior Citizen at least give his Group a discount on the rent? From Dr. Citizen’s point of view, why should he? From the Groups’ perspective it seems greedy that Dr. Senior Citizen won’t reduce the rent, thereby leaving more money in the Group to pay the employees a bonus at the end of the year.
This has happened in a number of Groups and the employees wind up paying their partners for the benefit of renting space the Group or a member of the Group already owns! This tends to generate animosity because the Partners are clearly benefiting from owning the property at the expense of their associates. The employees of the group need to understand that the owner of the property deserves to be paid regardless of who the landlord is.
In most cases, it is not the Group that owns the building but rather one or two of the partners that own it directly either personally or through a corporate entity. If the medical Group owned the building then this scenario would be different, and it would be a good idea to address this point fur
Career Killers to Avoid
Many professionals and managers are so involved in day-to-day crises and fighting fires that they forget about a key leadership characteristic: self-management. Effective leaders are first of all effective in managing themselves – their time, their focus, their emotions and their careers. It’s too late to figure out what’s next for you once your company has merged, had lay offs, changed strategy or whatever. Here are the bigges
Young Un’ are employees of the Group. Your Group then pays rent, as it always did to the landlord. But now, the landlord just happens to be the senior partner of the Group. In reality, he’s paying himself money from his practice for rent. Believe it or not, this is totally legitimate. He’s using pre-tax dollars to pay his office rent. He’s then receiving rent from the Group to pay any mortgage or other expenses he has on the building, like maintenance and upgrades. I’ll bet you anything that he’s making a profit on his investment. It’s a strange situation and gives the appearance that there’s something wrong with this set-up, but most times there’s nothing wrong with doing this. The senior partner could just as easily have bought a building down the street. But shouldn’t Dr. Senior Citizen at least give his Group a discount on the rent? From Dr. Citizen’s point of view, why should he? From the Groups’ perspective it seems greedy that Dr. Senior Citizen won’t reduce the rent, thereby leaving more money in the Group to pay the employees a bonus at the end of the year.
This has happened in a number of Groups and the employees wind up paying their partners for the benefit of renting space the Group or a member of the Group already owns! This tends to generate animosity because the Partners are clearly benefiting from owning the property at the expense of their associates. The employees of the group need to understand that the owner of the property deserves to be paid regardless of who the landlord is.
In most cases, it is not the Group that owns the building but rather one or two of the partners that own it directly either personally or through a corporate entity. If the medical Group owned the building then this scenario would be different, and it would be a good idea to address this point fu
Defining Success Your Way!
In my career advising practice, I often find that my clients are not clear about what success means for them. Our society defines success primarily around three elements: power, money and fame. Many of you reading this may be saying, “wait a minute –those elements are not the most important things to me.” Success is often intangible. It’s certainly unique to each person. Have you considered how you will know when you are succ
d upgrades. I’ll bet you anything that he’s making a profit on his investment. It’s a strange situation and gives the appearance that there’s something wrong with this set-up, but most times there’s nothing wrong with doing this. The senior partner could just as easily have bought a building down the street. But shouldn’t Dr. Senior Citizen at least give his Group a discount on the rent? From Dr. Citizen’s point of view, why should he? From the Groups’ perspective it seems greedy that Dr. Senior Citizen won’t reduce the rent, thereby leaving more money in the Group to pay the employees a bonus at the end of the year.
This has happened in a number of Groups and the employees wind up paying their partners for the benefit of renting space the Group or a member of the Group already owns! This tends to generate animosity because the Partners are clearly benefiting from owning the property at the expense of their associates. The employees of the group need to understand that the owner of the property deserves to be paid regardless of who the landlord is.
In most cases, it is not the Group that owns the building but rather one or two of the partners that own it directly either personally or through a corporate entity. If the medical Group owned the building then this scenario would be different, and it would be a good idea to address this point fu
Communication is the Key to Successful Reverse Auctions
You want to have at least three qualified vendors to participate in any competitive bidding process. The best way to guarantee qualified vendor participation is to make yourself accessible so vendors can ask you questions. Not many eRFXs or reverse auctions are perfect in everyway and answer all the questions that the vendors may have. Always include your desk number, fax number and email in all your communications. This will put
erspective it seems greedy that Dr. Senior Citizen won’t reduce the rent, thereby leaving more money in the Group to pay the employees a bonus at the end of the year.
This has happened in a number of Groups and the employees wind up paying their partners for the benefit of renting space the Group or a member of the Group already owns! This tends to generate animosity because the Partners are clearly benefiting from owning the property at the expense of their associates. The employees of the group need to understand that the owner of the property deserves to be paid regardless of who the landlord is.
In most cases, it is not the Group that owns the building but rather one or two of the partners that own it directly either personally or through a corporate entity. If the medical Group owned the building then this scenario would be different, and it would be a good idea to address this point fu
Direct Mail Fundraising: Use Testimonials To Boost Readability And Response In Your Donation Letters
Sometimes people will say the sweetest things about your non-profit organization, your staff, your volunteers, and the work you do. These compliments usually arrive unsolicited, and remain private. But you can use them to your advantage in your direct mail fundraising appeals in the form of a testimonial.A testimonial is a statement made by someone that either recommends you to others, proves a point you
e of their associates. The employees of the group need to understand that the owner of the property deserves to be paid regardless of who the landlord is.
In most cases, it is not the Group that owns the building but rather one or two of the partners that own it directly either personally or through a corporate entity. If the medical Group owned the building then this scenario would be different, and it would be a good idea to address this point further.
3. How much time is left on your office lease?
4. How many doctors work in the Group? How many are partners? How many full partners? How many partial or non-equity partners? (A non-equity partner is someone who is held out to the public as a ‘partner’ yet does not share in the profits of a true ‘partner’ A non-equity partner will usually be paid a higher salary than when he was simply an employee. The downside is that as a non-equity partner, you have no right to, and cannot claim any portion of the profits.) How many physician employees?
5. How many staff do you employ?
6. Hours of operation?
7. Call schedule? Do partners take equal call? Do associates take same call as the partners?
8. How many days per week are you expected to see patients in the office?
9. How many offices will I need to travel to?
10. Do I rotate through different offices or do I stay in one office?
Even before you start to negotiate your physician employment contract, you need information- lots of it. The only way to get that information is to ask lots of questions. This way, you'll be better informed, and better able to evaluate your options.

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Member You - Ten Things A Doctor Joining a Medical Group Must Know Before Signing Your Employment Contract

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