Timothy W. Boden, CMPE
Managers inherit unexpected—and often unwanted—projects all the time. A physician-partner may return from a conference with a signed contract in hand for a new bit of technology or a service that promises to solve great operational problems or provide a fresh new stream of revenue. Shrewd managers will keep their personal skepticism under wraps and grab the bull by the horns. Above all, maintain strong and open communication with the doctor who championed the project in the first place, involve him or her in the planning and implementation processes, and exercise diligence in making it work—even if you didn’t agree with the concept in the first place.