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The evolution of practice management in the constantly changing health care environment poses great challenges to the oral and maxillofacial surgeon. In addition to the basic demands of practicing oral and maxillofacial surgery, issues such as contract negotiations, retirement planning, office payroll, external marketing strategies, third-party payers, and maintaining quality staff can quickly become the focus of everyday practice. Successful practitioners who are also the chief executive officers of their practices understand the importance of efficient leadership and employee management, effectively balancing the complexities of operating a small business while providing quality patient care. The educational requirements of our profession are as distinct as they are rigorous. Most of us have completed at least 12 years of post-secondary education to become surgeons in our communities. Despite our level of training, many of us have never completed a university business course, much less one tailored to our specialty. Although there may be a minority of surgeons who can rely on undergraduate business school education or an MBA degree, the rest of us sharpen our business acumen through observation, research, anecdotal reports, and the mentorship of our employers and partners.
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