From Physician to Physician/CEO

Iwas born and raised in Trinidad and Tobago, in the eastern Caribbean. I achieved an academic scholarship, which allowed me to attend medical school at the University of the West Indies in Mona, Jamaica.  But medical school did not prepare me for the business side of medicine.  Back then, in 1987, we were trained to be effective clinicians, skilled and knowledgeable in the practice of medicine, professional, and with good bedside manner.

We were not taught how to start and grow an independent medical practice.  When I graduated from medical school in 1992, I took the next opportunity, then the next, without realizing that I would one day become the owner, founder, and CEO of an independent pediatric practice.  The journey was gradual and challenging, but progressive and exciting.  It has been fueled by my love for learning and desire to always do my best in anything that I choose to pursue.  I still remember my father saying, “It doesn’t matter what you’re doing… even when you’re sweeping the floor… you do it the best that you can … or don’t bother to do it at all.”

THE ENTREPRENEURIAL INFLUENCE
I had the opportunity to complete a 3-year pediatric residency program in Brooklyn, New York, under a J1 visa.  This is a non-immigrant visa that allows foreign nationals to enter the United States for educational purposes.  Following the completion of my training, I received a J1 visa waiver and a job offer as an employee at a hospital-based pediatric clinic in a medically underserved area of South Georgia.  I give credit to my cousin, Dr Raymond Noel, for encouraging me to develop an employer versus employee mindset.  He told me that I should not think about being anybody’s employee for long.  That said, I learned everything I could whilst being employed.  When I had fulfilled my 3-year J1 waiver obligation, my cousin helped me write my first business plan to secure a loan for starting my own practice.   There are 2 more things that he said to me … “You must do a great job taking care of your patients, AND you must get paid for it.”  I enjoy taking care of my patients, but a practice is also a business and must be profitable.

BECOMING A CEO
The learning curve was steep, and the degree of effort required to succeed was extremely high.  I signed up for a 5-day Small Business Development Center course, during which I received a copy of a book that significantly altered my perspective on my future as a physician.  It was called “The E-Myth Revisited …Why Most Small Businesses Don’t Work and What to Do About It” by Michael E. Gerber.  Since then, I have done several in-person and online courses with physician entrepreneurs who teach other physicians how to succeed beyond medical school.  I continue to take advantage of these courses several times a year.

THE CEO CHALLENGE
“How to lead the team so that everyone understands the Who… What… How…, engages fully, and is accountable.”
1.     Who we are?
2.     What we do?
3.     How we do it?
Our current micro-mission statement is “Nurturing, engaging, and compassionate healthcare from birth to 19.”  It is recited by the team at every team meeting.  I have chosen 5 core values for the practice’s culture: Teamwork, Compassion, Productivity, Professionalism, and Adaptability.  These are reviewed at every monthly team meeting and are used when employee termination decisions have to be made.  Dwight D. Eisenhower gave a great definition of leadership… “The art of getting someone to do something you want done because he wants to do it.”  It requires connection to people.  My goal is always to infuse warmth and positive energy when interacting with my team members, while also projecting strength and confidence.

DISCUSSIONS & DECISIONS
Ensuring consistency in the quality of care we provide necessitates regular meetings with our skilled providers, nurses, front desk staff, and billing team, as needed, to address any issues.  I meet with the entire team monthly, with the providers on a monthly basis, and with the billing and front-desk teams biweekly. There is a constant effort to fulfill the expectations of our patients that they receive quality healthcare, on time, every time…. exactly as we have promised.  To develop and improve the systems that drive the clinic’s success, I meet with my office manager daily and my lead nurse weekly.  

DATA
Additionally, data is critical for decision-making.  Every day, I review the number of patients we saw and compare it to the same number from the previous week on the same day.  I check the number of patients who didn’t show up for their appointments.  I keep a weekly scorecard that examines 10 data points, which helps inform decision-making for the following week.  Monthly, I review all performance data for the practice, including financial statements.

DELEGATION
I am currently learning the art of delegation.  Choosing the right people in the hiring process is crucial, although it is becoming increasingly difficult.  “Delegation without abdication” is important because I am completely liable for the behavior of those to whom I delegate my tasks.  However, task delegation is necessary to free up time and attention for the visionary work and strategic planning that are my responsibility.

STEWARDSHIP
I am a CEO, but “The earth is the Lord’s and everything in it, the world, and all who live in it” (Psalm 24:1).

Written By:

Charlene Blache, M.D., F.A.A.P.,

board-certified Pediatrician, Owner, Founder and CEO of Southern Pediatric Clinic, Valdosta, GA.  She is married to Dr. Larry Smith, an Internal Medicine physician, and they have an 18-year-old son, Lawrence.  She is a member of the Woodlawn Forrest Church of Christ
charlene.blache@gmail.com