How to Implement Your Transition Plan

Balloon Flower (Pandion haliaetus)

Home, Florida- 2005

The Creation of Order in Your Universe 

I have previously described the End of Career Transition Plan as the third element of a triad of plans that provide a structured, yet flexible approach to executing your End of Career. This customized approach is applicable whether you are a solo practitioner, a member of a group practice or otherwise employed.

It is my hope that your Transition is one that you have initiated of your own volition, that is, a developmental transition. This will allow you to plan well in advance, thereby promoting an optimal Transition experience. This is in contrast to a reactive transition, which is thrust upon you by a sudden, unanticipated change, as I experienced.

Another Kind of Transition

Regardless of how the transition process comes about, once it has begun both types of transition share similarities. There is, however, a major difference: in the case of a reactive transition, the timeline that is available for you to create and execute your plan is extremely compressed. Instead of having the benefit of planning over a period of time, you must do so at a much more rapid pace. As a result, what could've been a reasonably enjoyable process of planning and execution, you will now probably experience not only the preoccupation of the unexpected change but additional stresses as well.

The latter was my experience when I was presented with a diagnosis of cancer a number of years ago. That and other medical problems unexpectedly ended my career as a Plastic Surgeon. Thankfully, I’m well past the date when I was declared cured and I’m enjoying my second career. 

It is my hope and desire that you be proactive and start planning much earlier than you think might be necessary.

When?

I suggest that when you find yourself thinking about it more and more, that is the time that you should begin to plan. For many, it is often about five years in advance of your projected end date.

Why? Because:

• It’s about that time that your preoccupations mark the early stages of your Transition.
• It’s a process, not an event. It’s one that affects you deeply as a human being and it takes time to adjust to it.
• There are a myriad of tasks that must be completed.
• Unexpected delays may occur and you must allow time to adjust accordingly.

About Execution…

For the purpose of this discussion, let's assume that you have created your plan and it’s now time to implement it.

At this time, you will be engaged in two major activities:

• To continue to provide excellent care of your patients.
• The execution of your transition.

Your focus is now is the preparation of your practice, which often includes these major areas of concern:

• The ongoing care of your patients with an emphasis on safety and continuity of care. 
• The care of your staff including their development as a transition team.
• Administrative matters.
• Business matters.
• Real estate.
• Medicolegal concerns.

Your Role as Leader and Manager

Each of these major areas will require you to function as a leader and manager.

As a leader you should:

• Present your decision and vision to your staff with clarity, confidence and optimism.
• Recognize and convey to your staff that they, too, are experiencing a transition; that they have your support.
• Teach them the transition principles you have learned.

 As a manager, you should:

• Delegate important transition matters to the most capable staff.
• Verify the execution of tasks in accordance to your policies and procedures.

 It is important to recognize that the process of transition is labor-intensive and usually occurs over a prolonged period of time. This occurs simultaneously with the ongoing care of your patients.

Team, Tasks and Time

It is important that as leader and manager you be attuned to the relationship between available time, level of staffing and the magnitude of work. Consider this:

• It may be necessary to make changes in staffing, such as task assignments, in order to provide the necessary skills to carry out key transition tasks. 
• It is important to elicit and evaluate staff feedback about their responsibilities as well as the time available to fulfill them. 
• Consider the need to restructure your staff and possibly increase it. This can provide proper support for the transition process as well as for a future associate if you're planning for a succession.

Order in Your Universe

As the leader of your Transition, it is important to promote structure and stability. The process should be orderly and coherent. To do so, it is best to identify and categorize an extensive number of issues into relevant and related components. How?

I have previously discussed that the fundamental methodology is to create a master plan with a timeline. Then for each area of endeavor you should create:

• Policies - anchor the process and serve as your compass.
• Procedures and Protocols - serve as your operational guide.
• Checklists - ensure completion of tasks and provide accountability.

Joy in the Present and Future

It is evident from this overview that the process is significant in magnitude and duration. The single most beneficial action that you can take to lead yourself and your team to a successful transition is to be proactive.

Plan. Prepare. Prosper. _TM

PS: By the way, do you want to learn more about how to prepare yourself and your practice for a fulfilling End of Career Transition and life beyond? I would like to help you. I provide consulting/coaching services that are tailored to your specific needs. Click here to request a complimentary introductory conversation.

Elements into Order 

Taos, NM - 2010