Just as in sports, many medical group leaders are motivated by "winning isn't everything -- it's the only thing" thinking.

You protect your patients every day. You need to spend some time protecting the integrity of your group, as well.

Over the course of the past decade or so, carriers have ratcheted down payment and have begun a concerted shift away from compensating independent professionals to employing them directly at greatly reduced levels.

There's little question that most, if not all, medical groups should be led by practicing physicians.

Many physician group leaders look at events and circumstances impacting their practice as something that is happening to their group.

Time travel.A joke? Or can you do the equivalent right now?

What does your ideal future look like? Feel silly thinking about this? It's normal.

Is there a disconnect between the physician and the hospital?

Hospitals are employing more physicians. So why don't they want them to become really successful?

If you are a hospital-based physician, you can be certain that there are one or more so-called national groups targeting your facility. That is, they want to put you out of business.

The marketplace for hospital based services is becoming increasingly commoditized.

The healthcare tide is strong: pushing forward hospital-centric healthcare, accountable care organizations, and governmental meddling.

Like it or not, the practice of medicine is also a business.

Technological revolution enables the coordination of care across locations, providers, and facilities.

What story are you telling about your practice?

What the patient expects is of paramount importance.

Does your group have a current strategic plan? Has it ever had one?

The hospital approaches you and says that they are building an ACO -- won't you join with them and become an employee of their sponsored foundation or medical group?

Trust is a rare commodity.

Are limiting beliefs holding you or your group back in your career and business success?

If collaboration really is the real thing, let the hospital design the deal, but the physicians control it.

Do you know the secrets of using fear of loss as a tactic in hospital negotiations?

Do you know the secrets of using fear of loss as a tactic in hospital negotiations?

To succeed, groups must strategize for their own desired future and that involves telling the truth about the current state of affairs.

For the most part, physicians are stuck in a Marxian world of reimbursement.

The is no real security in depending upon a pseudo-parent employer.

Stacking the satisfaction odds in your favor.

Hospital administrators are involved in ACO formation, but physicians are being asked to fully commit.

We're not talking Teddy Roosevelt, we're talking intimidation.

Your contract's real term is how quickly it can be terminated.

Paying your "fair share".

Robert Collier, one of the fathers of direct mail advertising, famously advised copywriters to enter the conversation already going on within the customer's mind.

Money. Power. Status. Popularity. The four human interest motivators.

As much actual tension as there is between physician groups and ACOs, they share a common weakness.

The sky is falling--I know, I heard it on the news today.

Are physicians going each day to a factory . . . a factory of a different kind?

Set aside time each week to strategize your long time goal.

The same relationship of predator and prey plays out daily between your hospital based group, hospital administration and physicians with adverse interests.

What is your back up plan in the event that your preventive action fails?

There's nothing glorious in financial failure.

What's a medical group worth? A question that sooner or later will be asked.

We change vendors like we change underwear.

Any communication with an administrator is part of the negotiation process.

Physician groups can profit from their compliance efforts.

Too many physician groups have no strategic plan.

There are many reasons why contracts are usually contracted.

Letting each partner write his or her terms of partnership is not a long term strategy for success.

Medical groups have two problems: They move too slow and do what everyone else does.

Let others bemoan the bad economy. Use your time to take advantage of the opportunities.

I'm fascinated by the role that luck plays in success.

Take the time to work on your business, not just in it.

Too often medical group leaders think they have to pay physicians the same amount.

Every touchpoint with a patient is an opportunity to build the relationship.

Will there be a physician bailout anytime soon?

A vaccine for office based physicians thinking of entering into an office sharing deal or a practice merger deal, with one or more other physicians.

The three most important things to do for your medical group to thrive in this economy.

Mark discusses the risks that hospitals often ignore in terminating the contract of a local hospital-based group.

Mark discusses the three major "tight integration" models for hospital acquisitions of physician groups.

Mark uses an analogy to show why even the best group can be destroyed by a relatively small mistake.

Is that carve out from your exclusive contract really a kickback to referring physicians?

Is The Traditional Hospital-Based Service Model Dead? Can the traditional hospital-based group service model survive?

Who's Driving Your Practice's Bus? II - There is no question that the healthcare market is changing rapidly. This means that groups must have the ability to make business decisions rapidly.

Who's Driving Your Practice's Bus?

There is no question that the healthcare market is changing rapidly. This means that groups must have the ability to make business decisions rapidly.

Why Let Your Competitors Control Your Future?

You, not your competitors, control your future - why would you think otherwise?

Yin and Yang. Contract Term And Termination.

Your contract's real term is how quickly it can be terminated.

Escape From Commodity Status Or Become Dependent On The ACO

Medical groups face a tough choice in an ACO-centric world: Escape from commodity status or give up a significant portion of your gross to the ACO.

Resolving Healthcare Market Pressure

For many physicians, the winds of change are of hurricane force. Consider how they can be harnessed.

The Promise-Delivery Gap

National groups often over-promise and under-delivery. Take advantage of it.

Being The Best Group . . . In A Bad Location

Being the best isn't enough to save a hospital-based group at a dying hospital. Groups that want to survive must have a greater strategic outlook.

Did You Miss This Common Hospital-Group Contracting Issue

Medical groups often put their entire hospital contract negotiating focus on the obligations to and from the group, and in doing so, they miss an essential issue.

Avoid The Most Common Mistake Concerning Competition

Medical group leaders focus outward when protecting their group against competition. But often, the enemy is lurking within.

Medical Staffs Gone Wild

With more medical staffs dancing on the strings of hospital administration, physicians must become more aware of the medical staff's real role and its limitations.

The Myth of Physician Alignment

Mark demonstrates that even hospitals don't believe that physician alignment is anything other than a tool to control physicians.

Not All Business is Business Worth Having

Mark explains that for your medical group in this quickly changing market for healthcare services, not all business is business worth having.

Medical practice IS becoming more commoditized: Do you comply or do you thrive?

Mark discusses the fact that just because medical practice is becoming more commoditized doesn’t mean you have to be a commodity.

Surviving The Changing Market For Hospital-Based Services

Mark discusses the changing market for hospital-based physician services and the steps local groups must take to survive.

Profiting From Hospital Compliance

Mark talks about how medical groups can profit from the increased compliance pressure being placed on hospitals.

The Fair Market Valuation Death Spiral

Watch as Mark discusses the death spiral of physician compensation resulting from the process of conducting fair market valuation studies.

RFP in “Reverse”

Mark introduces the notion of an RFP for administrative services -- a Situation Transformer strategy designed to clamp down on hospitals’ use of weaponized RFPs.

RFP Instead of Renewal

Mark discusses the trend of hospitals announcing RFPs instead of simply entering into contract renewal negotiations with their hospital-based groups.

Strategic Value

Mark discusses the concept of your medical group extracting strategic value from a deal, a financial return above and beyond fair market value.

New Years UnResolutions for 2011

Mark sets out a suggested pledge for you to take to stop behavior destructive to your practice's business.

The Hidden Purposes of ACOs -- How Physicians Can Take Advantage of the Structure

Who's behind the push for Accountable Care Organizations, and why? Mark discusses their goals and how physicians can take advantage of the opportunity to gain control.

Physician Employment/Subcontract Agreements: The Pros and Cons of Promises of Specific Amounts of Work

Production-based physician employment agreements and subcontracts contain a provision dealing with the amount of work the physician is promised. Mark discusses the three basic types of deals and their benefits and dangers.

Hijack the Hospital's ACO Process

Obamacare has made it harder, or impossible, for physicians to own interests in hospitals participating in the Medicare program. Mark discusses an alternative strategy: Hijacking the hospital's Accountable Care Organization (ACO) process.

Thank You For The Diagnosis, We’ll Treat the Patient

Mark discusses the fact that your hospital administrator likely has plans to contain your practice to a consulting role, with hands on care delivered by a hospital-captive paraprofessional and employed physician team.

Institutionalized Happenstance

Mark discusses the fact that many healthcare business structures aren't well designed -- they're simply institutionalized happenstance.

Antimatter and Your Medical Group

Mark explains that most medical group failures are due to dissent within the group, as opposed to competition from outside parties.

Pack Behavior and Your Medical Group

Mark explains the parallels between pack behavior and the relationships within your medical group.

Volcanos and the Loss of an Exclusive Contract

Mark explains the proper way for medical groups to properly assess the risk of losing an exclusive contract. . . and what they should do to prepare.

Your Medical Group Isn't An ATM -- Why Confuse It With One?

Mark explains that physician owners of medical groups must invest in their future and how you should evaluate the return on that investment.

Cut Back Medical Group Growth For Growth's Sake

Mark discusses why a bigger medical group is not always better and why a strategic vision must precede growth.

Caught In The Storm Of Uncertainty?

Mark discusses what your group must do when it's caught in the storm of economic and healthcare "reform" uncertainty.

New Years UnResolutions.

Mark suggests some things that you consider not to do in the New Year in order to assure your success.

Success Requires Both Strategy AND Implementation.

Mark discusses the fact that medical groups must both strategize and implement for their future.

Negotiating Strategy: You Can "Game" Game Theory's "Ultimatum Game."

Mark discusses why even great offers are sometimes rejected -- and what you can do to prevent it.

Don't Destroy Your Brand.

Watch as Mark tells how 22 cents cost a company millions of dollars of business -- and tells you how to avoid a similar fate.

Clowns, Artists and Context.

Watch as Mark F. Weiss lets us know what clowns and artists can teach us about context and why controlling context is required.

Six Golden Rules.

Watch as Mark F. Weiss talks about the six essential rules in connection with crafting physician employment agreements and subcontracts.

No Good Deed Goes Unpunished.

Watch as Mark F. Weiss talks about the high cost to hospital-based groups of over-delivering.

Does Your Medical Group Really Exist?

Watch as Mark F. Weiss talks about whether your medical group is really a group.

Career Success

Watch as Mark F. Weiss talks about the need to continually prepare for career success.

Relations Between Medical Groups and Their Physicians

Watch as Mark F. Weiss talks about the relationship between groups and their physicians. What makes a physician a good candidate for partner?

Obtaining Stipend Support

Watch as Mark F. Weiss talks about what his dog can teach hospital-based physician groups about the timing and strategy of obtaining stipend support.

Medical Group Customer Service

Watch as Mark F. Weiss gives a short presentation on customer service and how employment agreements and subcontracts can be used to incentivize behavior.