Running a medical practice today means juggling competing demands: keeping up with payer requirements, managing staff, adopting new technology, and meeting the ever-rising expectations of patients. For many practices, one …

We do not fear artificial intelligence—nor do we revere it. What we feel toward the rise of intelligent systems in medicine is something quieter: a tempered trust, a measured hope. …

Large corporations throughout America have redirected their marketing efforts from customer retention to new customer development. As physicians, we often concentrate too much on marketing outside the office. As a …

At its core, improving patient engagement is about involving the patient in their own care, and as a result, enhancing outcomes. EHRs are often blamed for a decline in patient …

Medical practices run on people, not just physicians. Yet support staff—front‑desk schedulers, billers, medical assistants, nurses—often shoulder the first wave of patient frustration and the last wave of administrative overload. …

Medical practices are undeniably busy places. Physicians have incredibly limited time, and administrative staff often juggle multiple roles. Despite this, attracting new patients, enhancing the experience for current patients, and …

Most of us didn’t go into medicine thinking about branding or strategy. We went into it to care for people. That was always the goal. If we want to reach …

Attitudes about work among Generation Z (those born roughly between 1997 and 2012) diverge from previous generations—namely Baby Boomers (1946–1964), Generation X (1965–1980) and millennials (1981–1996)—in several noteworthy ways. These differences can …

Language is a powerful internal influencer. You use language to communicate with yourself, just as you do with others. Language is the byproduct of what you think and helps create, …

In contemporary health care, patients may turn to Dr. Google to find out what’s ailing them. But nothing can replace the human touch in medicine. So, when patients begin looking …