PUBLICATION EXCLUSIVE: A few books, a mentor and a clear sense of purpose can help forge a practice’s path to success

Most ophthalmologists focus on the sciences during their 4 to 5 years of college education and then are immersed in a very challenging medical school environment for 4 more years, with minimal to no formal training in business or practice management. This is repeated during their 1 year of internship and 3 years of residency. Those who perform a fellowship in a well-managed private practice environment have the opportunity to learn some business and practice management skills, but enhancing clinical and surgical skills remains the top priority.Fortunately, most young ophthalmologists today join one or another group practice, so great depth in business and practice management is not initially required and can be developed over the years for those interested in pursuing leadership positions in their chosen organizations. Every organization providing medical care or producing medical products in today’s complex health care environment demands input from MDs with business, practice management and leadership skills to prosper. A great way to develop these skills today is to pursue an MBA, as discussed in the accompanying cover story, but many of us who completed training 30 or 40 years ago were forced to learn how to manage and lead a practice the hard way — in the so-called “school of hard knocks,” in the trenches. Such was the case for me, and not every young ophthalmologist of today who aspires to a leadership position in ophthalmology has the time or the temperament to pursue an MBA after completing 12 to 14 years of post-high school education. So, some thoughts from a grizzled veteran.