Debra Oselett has been working as the practice administrator at a private medical practice in Rochester Hills, Michigan since 2008. She was born in Detroit, Michigan but grew up in Madison Heights, a suburb of Detroit. Debra Oselett took accounting classes at Oakland Community College and later founded her own accounting firm to help small businesses balance their accounts. After managing her accounting business for ten years, she joined a private medical firm as the practice administrator. Here are three skills every practice administrator should have.
Transformer and Change Advocate
A practice administrator has to have a dynamic set of analytical and investigative skills to be able to bring about the kind of transformation the medical practice needs in a fast-changing environment. Practice administrators should watch out for “analysis paralysis”, a condition where you could get stuck and not move forward just because of the high quantity of analysis that gets in the way of making a decision. Practice administrators will have to make foundational, compositional, and structural changes if they want to see the practice become successful.
Tune in with Business Culture
As healthcare organizations network and affiliate with each other, the difference in their culture will present a challenge and opportunity for practice administrators to understand cultural gaps and develop their management skills to bridge the gaps. They will need to master the ability to listen, observe and analyze their findings.
Adapt to Accountability Changes
Accountability is an important skill that practice administrators will need to develop. To whom you are accountable, and who is accountable for what will take on a completely new meaning. Unlike the traditional administration system, administrators will most probably report to the vice-president instead of to the board or executive committee.
Debra Oselett is the practice administrator for a private medical practice since 2008.